Showing papers on "Project management triangle published in 2013"
TL;DR: In this article, the authors identify challenges faced by project managers who execute green construction projects and determine the critical knowledge areas and skills that are necessary to respond to such challenges, which will help establish a knowledge base for project managers to be competitive and to effectively execute sustainable projects.
365 citations
TL;DR: In this article, the impact of contractors' attributes on project success from a post-construction evaluation perspective is studied. And the authors identify what critical success factors (CSFs) that greatly impact the success of project.
257 citations
TL;DR: In this article, the authors report a review on recent empirical research literature regarding project portfolio management, to draw attention to the limitations with viewing portfolio management as a rational decision process, and to develop new avenues for research regarding Project portfolio management in practice and in context.
229 citations
TL;DR: In this article, the authors examined PMO's functions from a knowledge sharing perspective and explored whether or not these functions reflect the knowledge sharing needs of project managers (PMs) through a cross-case analysis of seven organizations.
221 citations
Dissertation•
14 Jun 2013
TL;DR: In this paper, the authors investigated the role of the contractor in construction project success as one of the main stakeholders in the project and studied the impact of contractors? attributes on project success from a post-construction evaluation perspective to identify what goes right and to recognize the most critical success factors (CSFs) of contractors that greatly impact on project development.
Abstract: The construction industry is one of the most significant industrial contributors to the economy in terms of gross product and employment. As a result, the success of a construction project is a fundamental issue to most governments, users and communities. The thesis addresses the role of the contractor in construction project success as one of the main stakeholders in the project.The research aims to study the impact of contractors? attributes on project success from a post-construction evaluation perspective to identify what goes right and to recognise the most critical success factors (CSFs) of contractors that greatly impact on project success and link those factors to project success objectives. Initially, a literature review on construction project success was conducted to investigate the success criteria and CSFs of contractors in project success. This was followed by a survey to establish construction professionals? perceptions of the CSFs of contractors that greatly impact on the success of construction projects.One hundred and sixty-four (164) completed surveys were returned, representing a 32% response rate. The data gathered was analysed using quantitative analysis tools (SPSS). Factor analysis reveals nine underlying clusters perceived to greatly impact the success of projects, namely: (i) health, safety and quality; (ii) past performance; (iii) environment; (iv) management and technical aspects; (v) resource; (vi) organisation; (vii) experience; (viii) size/type of previous projects; and (ix) finance.Four logistic regression and artificial neural network models were developed to predict the most important contractor factors associated with project success. The predictive ability of neural network models outperforms that of logistic models by 47.5% for scheduling model; 34.8% for budget model; 46.2% for quality model; and 46.5% for contractors? impact model. Assuming that project success is repeatable, these findings provide a clear understanding of contractors? performance and could potentially enhance existing knowledge of construction project success.
213 citations
TL;DR: In this paper, an analytical framework was developed based on stakeholder theory within general management, as well as on sustainability research to analyze how various approaches to stakeholder management and sustainable development principles are included in internationally-used project management standards.
Abstract: Purpose – The purpose of this paper is to analyze how various approaches to stakeholder management, as well as sustainable development principles, are included in internationally‐used project management standards; and to consider the demands these approaches and principles place on project stakeholder management.Design/methodology/approach – An analytical framework was developed based on stakeholder theory within general management, as well as on sustainability research. Desk research was carried out by applying the analytical framework to three project management standards: ICB, PMBOK and PRINCE2.Findings – The research findings suggest that stakeholder issues are treated superficially in the project management standards, while putting stakeholder management in the context of sustainable development would ask for a paradigm shift in the underpinning values. The current project stakeholder practices represent mainly a management‐of‐stakeholders approach, i.e. making stakeholders comply to project needs, w...
207 citations
TL;DR: In this paper, the authors argue that project teams' social capital is conducive to overcoming barriers to learning in project-based organizations, i.e., the intra-organizational social ties of project teams with their colleagues outside the project, compensates for project teams lack of opportunity, motivation, and ability to make project-learnings available to the organization as a whole.
205 citations
TL;DR: In this paper, an empirical study of 197 project portfolios investigates the effect of the intensity of engagement (IoE) of portfolio-internal stakeholders on project portfolio success, showing that the influence of stakeholders is phase-specific and role clarity as a measure of PPM maturity affects the nature of the relationship between the IoE of stakeholders and portfolio success.
176 citations
TL;DR: This study presents a novel cloud approach that, focusing on China's special construction requirements, proposes a series of as-built BIM tools and a self-organised application model that correlates project engineering data and project management data through a seamless BIM and BSNS (business social networking services) federation.
139 citations
TL;DR: In this article, the authors define the object and scope of a history of project management and sketch the transition from pre-models of project to the standard North American model, and suggest a difference between managerial practices and management models.
129 citations
TL;DR: In this paper, the Competing Values Framework is adapted for project managers in interdisciplinary research projects, making it usable for project leaders and scientific administrators, but may also help to facilitate further academic discussion on inter-disciplinary research management.
TL;DR: In this paper, the authors investigated relational competence in the network of a large construction project of a French hospital and found several actors whose network position and relational competence correspond to the formal organisation and several actors with a mismatch between the formal organization and the actual role and position.
TL;DR: This work conceptualizes and empirically validate management quality as a multidimensional construct consisting of information quality, allocation quality, and cooperation quality and shows a strong positive influence and supports the notion of a causal link between management quality and portfolio success.
Abstract: Many firms struggle with managing a portfolio of multiple interdependent projects. Therefore, practitioners and researchers are eager to learn which factors affect project portfolio success and how it can be increased. However, it takes some time for changes in management practices to reveal their potential. Thus, it is interesting to know how portfolio success can be predicted and what the possible indicators of this eventual success will look like. For this purpose, we propose the concept of management quality, which allows the anticipation of project portfolio success much earlier than the time at which established success criteria become measurable. We conceptualize and empirically validate management quality as a multidimensional construct consisting of information quality, allocation quality, and cooperation quality. We demonstrate the prognostic relevance of management quality to project portfolio success on a longitudinal sample of project portfolios with multiple informants over a time period of two years. Our results show a strong positive influence and thus support the notion of a causal link between management quality and portfolio success.
TL;DR: In this article, the authors have identified and assessed the quality of project management practices as well as the critical success factors for projects in Ghana, and they adopted an exploratory approach and utilized a survey method to collect data on Project management practices of Ghanaian organizations.
Abstract: The study sought to identify and assess the quality of project management practices as well as the criticalsuccess factors for projects in Ghana. The study adopted an exploratory approach and utilized a survey methodto collect data on project management practices of Ghanaian organizations. Purposive sampling was used inselecting the sample which comprised 200 managers from different economic sectors. Results from the studyindicated that the critical factors that contribute to the success of a project include top management support,effective communication, clarity of project purpose and goals, and stakeholder involvement. Documentation anddissemination of critical success factors and best practices in project management will improve the quality ofproject management in Ghana.The absence of a structured system of documentation of project management practices among Ghanaian projectmanagers has resulted in a dearth of empirical data. The inability of the researchers to sample organisationsacross Ghana is considered as one of the study’s limitations, an example of a geographical constraint. Thisresearch focused on the key factors and best practices that lead to the success of projects in Ghana.
TL;DR: In this article, the mediating role of communication in the trust-project performance relationship was investigated and effective information flow was found to be the versatile mediator of the trust relationship among all of the significant mediation models.
Abstract: Project performance is often regarded as the ultimate indicator of project success. Trust is considered the most important catalyst for performance. Thus, trust and project performance is intrinsically linked. Construction project development involves extensive information exchanges. Timely and effective transfer of relevant information is critical in view of the mutual dependent nature of construction activities. Effective communication reduces dispute arising from misunderstanding. Mediation analysis was performed to investigate the mediating role of communication in the trust-performance relationship. Five significant mediation models were identified. Effective information flow is found to be the versatile mediator of the trust-project performance relationship among all of the significant models. This implies that the improvement of information flow would likely achieve satisfactory performance.
TL;DR: It is found that different industry sectors place significantly different levels of salience on the six dimensions of competence, and typically industry puts more weight on generic skills than project management knowledge/expertise.
Abstract: Projects are important to industry. Project manager (PM) competences are important in project success. Yet, current competence studies largely rely on small-sample, homogenous PM surveys which could suffer from uncontrollable biases and may not be generalizable. Often, the studies disregard industry specificity. We attempt to address these issues by exploring the key competences employers require from PMs across multiple industry sectors. We code the contents of 2306 online project management job advertisements in the U.K., the U.S., Canada, China, India, Hong Kong, Malaysia, and Singapore for frequently occurring keywords. Using three-way multidimensional scaling (MDS), we extract six dimensions of competence present in the coded keywords: 1) industry-specific and generic skills over project management knowledge/expertise; 2) project management knowledge/expertise over industry-specific and generic skills; 3) (senior) managerial skills; 4) (positive) personal traits; 5) project management methodology experience and professional qualifications; and 6) risk management over a project life cycle. We find that typically industry puts more weight on generic skills than project management knowledge/expertise, replicating previous PM survey-based results. We believe, however, that the main contribution is our finding that different industry sectors place significantly different levels of salience on the six dimensions. We discuss the practical implications of the results.
TL;DR: In this paper, the authors found supporting evidence of a positive relationship between project risk management and project success, but literature on how risk management is applied to and integrated with project success is limited.
Abstract: Previous research has found supporting evidence of a positive relationship between project risk management and project success, but literature on how risk management is applied to and integrated wi...
TL;DR: In this paper, the authors build on the work of Young and Jordan (2008) to provide stronger empirical evidence of the importance of top management support for project success, using fuzzy set analysis of 15 cases.
TL;DR: In this article, a questionnaire-based survey covering 112 project managers in construction is used to determine project managers' emotional intelligence (EI), and relate that to the performance of their most recent projects, as well as examine the moderating effects of international involvement and contract type.
Abstract: Purpose – As a crucial soft skill, emotional intelligence (EI) is reported to have many benefits, yet it remains largely unexplored in construction project management. The purpose of this paper is to explore further application of project manager's EI to improve project performance.Design/methodology/approach – A questionnaire‐based survey covering 112 project managers in construction is used to determine project managers’ EI, and relate that to the performance of their most recent projects, as well as examine the moderating effects of international involvement and contract type.Findings – Results indicate high expressions of six EI factors in project performance of large and complex scale; whereas the effects of self‐confidence and teamwork have not been confirmed. Additionally, international involvement and contract type are found to moderate the relationships between certain EI factors and project performance.Practical implications – The paper makes recommendations on selection and appointment of proje...
TL;DR: This paper examines the primary causes of IT project management failure stated in modern literature, analyzes these causes, and discusses the degree of complexity within the projects from a systemic perspective related to emergence, nonmonotonicity, and non-ergodicity.
TL;DR: In this paper, a case study was conducted on an integrated project delivery (IPD) project at its early stage and it was found that tacit knowledge sharing leads to the integrated project team flexibility through building connections between team members and increasing team dynamic capabilities.
Abstract: The integrated project team has received wide attention and acceptance in the construction industry due to the adversarial nature of traditional contracting. With a growing trend toward the integration of all project parties, team flexibility emerges as an important factor to the success of more complex and dynamic construction projects. This research focuses on the flexibility of the integrated project team and explores its antecedents. Based on the literature that has found team flexibility is dependent on team dynamic capabilities, team dynamic capabilities was further studied and it was found that tacit knowledge sharing serves as a determinant of team flexibility at a deeper level. A case study was conducted on an integrated project delivery (IPD) project at its early stage. By using social network analysis, it was found that tacit knowledge sharing leads to the integrated project team flexibility through building connections between team members and increasing team dynamic capabilities. The primary contribution of this study is finding the linkage from tacit knowledge sharing to the integrated project team flexibility, which can provide a theoretical guide for the integrated project team to improve its ability to survive in the dynamic environment of construction projects.
TL;DR: In this paper, the authors identify a comprehensive list of critical success factors for construction projects in Lithuania, based on the available literature review, they identified 71 success factors under 7 broad groups.
Abstract: This paper aims to identify a comprehensive list of critical success factors for construction projects in Lithuania. Based on the available literature review, this paper identified 71 success factors under 7 broad groups. Based on the survey results, ten factors including project manager competence, project management team members' competence, project manager coordinating skills, client clear and precise goals/objectives, project value, project management team members' relevant past experience, project manager organising skills, project manager effective and timely conflict resolution, client ability to make timely decision, and project manager experience were determined as the most important success factors for construction projects. These critical success factors are of great significance both to researchers and industry practitioners.
01 Jan 2013
TL;DR: Gilbert Silvius as mentioned in this paper is a Professor of Business, IT and Innovation at Utrecht University of Applied Sciences and his research interest is the innovation that organizations can achieve with the use of information technology.
Abstract: Gilbert Silvius is Professor of Business, IT and Innovation at Utrecht University of Applied Sciences. His research interest is the innovation that organizations can achieve with the use of information technology. Professor Silvius has over 20 years experience as a consultant in the area of business and IT. He joined Utrecht University in 2003 and has since published on IT business value, Business IT Alignment and Project Management. Released: June 2013 An Excellent Addition to Your Library!
TL;DR: In this paper, the authors examined the implementation of a Project Management Information System (PMIS) in three public sector agencies using Actor-Network Theory, an infrequently applied approach to project management research, and found that the contribution, effectiveness and capability came from the stable network of association between the practitioner-researchers and the PMIS, which allowed other networks to stabilise and develop, as new users learned how to conceptualise their work through project management concepts, and developed their project management capability.
01 Dec 2013
TL;DR: This work proposes a decision-making tool to help the project manager choose the best way to improve project success rate while controlling the level of risks, and compares different innovations or development strategies according to potential risks and risk treatment strategies.
Abstract: The project management team has to respect contractual commitments, in terms of deadlines and budgets, that are often two antagonistic objectives. At the same time, the market becomes more and more demanding as far as costs and delays are concerned while expecting a high quality level. Then, the project management team has to continuously consider novelty and a risk management strategy in order to determine the best balance between benefits and risks. Based on the principles of a synchronized process between risk management and project management, and on the concepts of risk scenario, we propose a decision-making tool to help the project manager choose the best way to improve project success rate while controlling the level of risks. As a finding, the project manager would be able to evaluate and compare different novelties or development strategies taking into account their repercussions on potential risks and risk treatment strategies. Finally, a case study in the aerospace industry and specifically on satellite integration and tests is developed to validate this approach. We model risk scenario and influence on project planning.We compare different innovations or development strategies according to potential risks and risk treatment strategies.We calculate global risk level for each project development strategy.
TL;DR: This article critically argues the value of project-based management in the change management process with particular focus on PRINCE2 and PMBoK.
Abstract: Purpose – The successful management of change using a project-based intervention is crucial for any organization to succeed in the highly competitive and evolving global business environment. Whilst a number of theories of change management are widely accepted, literature suggests they are falling short of their endeavors as a result of the theories lacking a useful framework to successfully plan, implement and manage change. This paper seeks to address these issues. Design/methodology/approach – This article critically argues the value of project-based management in the change management process with particular focus on PRINCE2 and PMBoK. As such, change management can be considered a project and utilize project-based processes to successfully implement change. Findings – Using PMBoK and PRINCE2 as a reference, a number of PM processes and techniques have been detailed which demonstrate the applicability of project-based processes for implementation of CM initiatives. Research limitations/implications – ...
TL;DR: This paper presents a methodology, based on dynamic programming, to assign human resources to software development projects that takes into account the complexity of each project and the existing capabilities of staff and the skills required for the project.
TL;DR: The findings of an international research team's detailed study of 18 complex projects are reported, which confirms the findings of the previous research and proposes a framework upon which a complex transportation project’s scope of work can be better conceptualized and a methodology to graphically display a project”s complexity in order to better understand and prioritize the available resources.
Abstract: Traditional three-dimensional project management theory is based on optimizing the cost-schedule-technical dimensions. Recent studies in the United Kingdom, Canada, and Australia have shown that the current project management body of knowledge may not be adequate to address interrelated and dependent variables encountered on complex projects. This paper reports the findings of an international research team’s detailed study of 18 complex projects, which confirms the findings of the previous research and proposes a framework upon which a complex transportation project’s scope of work can be better conceptualized and a methodology to graphically display a project’s complexity in order to better understand and prioritize the available resources. The result is a “complexity footprint” that helps the complex transportation project manager identify the sources of complexity so that appropriate resources can be allocated to address those factors before they create a crisis.
TL;DR: This article addresses some of the reasons why projects and project management have failed to live up to lofty expectations, arguing that the seeds of failure are often sown from the outset through flawed project planning.
TL;DR: In this article, the knowledge flows among and between project managers and project management office (PMO) members in a pharmaceutical R&D company in China were investigated using a mixed-methods approach.
Abstract: This study investigates the knowledge flows among and between project managers and project management office (PMO) members in a pharmaceutical R&D company in China, using a mixed-methods approach. ...