Showing papers on "Project management triangle published in 2017"
TL;DR: In this paper, a systematic literature review merging bibliometric and content analysis was applied toward an understanding of the key topics of project management and sustainability, and a survey of project managers was performed and analyzed through exploratory factor analysis.
295 citations
TL;DR: In this article, a qualitative single-case study was conducted on a large infrastructure project in which a road tunnel was constructed in a highly demanding environment, involving multiple stakeholders in an alliance contract.
223 citations
TL;DR: In this paper, a scale for evaluating effective project governance was developed and validated based on feedback from 21 project governance experts, and an international survey of 333 projects was used to test proposed relationships.
195 citations
TL;DR: In this paper, a survey-based approach is used to validate a research model on project sustainability management and project success, and the results show a low degree of commitment to social and environment aspects of the surveyed projects.
160 citations
TL;DR: In this article, the authors investigated the consideration of sustainability aspects in the decision making processes of project managers and found that sustainability principles are underrepresented, compared to the triple constraint criteria of time, cost and quality.
149 citations
TL;DR: In this article, the influence of various components of integration management on construction project management performance and quantifies the relationship between those components and integration management, and proposes several tools and strategies for enabling effective integration along the project life cycle.
135 citations
TL;DR: In this paper, the authors discuss the question whether the growing attention for sustainability in project management research represents a new "school of thought" in Project Management, and derive the criteria for recognition as a school and perform a structured literature review on a sample of 71 articles taken from the leading academic journals on this topic.
130 citations
TL;DR: In this paper, the relationship between project complexity and success in complex construction projects and investigated how project complexity affects project success, and the structural-equation modeling technique was used to test the hypothesis and explore the effect of different complexities on project success.
Abstract: Although widely recognized both in literature and among practitioners, project complexity may cause poor project success, with little empirical evidence supporting this contention. Therefore, this study analyzed, for the first time, the relationship between project complexity and success in complex construction projects and investigated how project complexity affects project success. First, project complexity is hypothesized to be negatively related to project success. Second, on the basis of literature review and expert interviews, a total of 245 questionnaire surveys on project complexity and project outcomes were collected in China. Project complexity was measured as information, task, technological, organizational, environmental, and goal complexities by correlation and factor analyses. Finally, the structural-equation modeling technique was used to test the hypothesis and explore the effect of different complexities on project success. The findings of this study support the hypothesized negat...
128 citations
TL;DR: In this article, the authors identify the project management practices through which an organization can optimize the Cost and Time Project Management Success (CTPMS) of Information Systems (IS) development projects.
118 citations
TL;DR: In this paper, the authors investigate the possibility that failure is a result of different interpretations of the criteria and factors used for success by multiple stakeholder groups and explore the impact of using all stakeholder views as opposed to a selected few to define project success.
112 citations
TL;DR: In this paper, a comprehensive literature review is given, analysis and synthesis of most interesting material is made, and applicable practical guidelines are defined, and a special accent on present situation in context of project management in Croatia.
TL;DR: In this paper, a set of two-dimensional industry metrics were developed to evaluate offshore O&G projects across five categories: cost, schedule, safety, production, and quantity, and the results of a survey taken by industry experts were used to validate the credibility of the metrics.
TL;DR: In this paper, the authors identify design choices available for the design of the project-based organization, adopting the contingency perspective, and explore key factors that influence the design in Project-based organizations in comparison with traditional organizations.
TL;DR: In this paper, the authors focused on management practices of the South-to-North Water Diversion project by investigating the project's eastern and central routes, i.e., land acquisition and resettlement, bidding and tendering, construction supervision, quality management, cost management and schedule management.
TL;DR: In this paper, the authors present a deterministic technique for assessing and preventing project risks, by determining the risk of the Work Progress Status (WPS) of a project, based on the performance of the input factors namely the costs, quality, and time.
TL;DR: No patterns have so far been developed to assess project success in various fields of application, and factors influencing project success assessment are not considered in a systematic manner.
Abstract: Purpose
Barnes’ Iron Triangle was one of the first attempts to evaluate project success based on time, cost and performance, which were portrayed as interdependent dimensions. Over time, these criteria were expanded and especially criteria taking the satisfaction of stakeholder groups into account are becoming more and more popular. The purpose of this paper is to find out whether specific patterns for the selection of project success criteria across various fields of applications emerged which has not been regarded in literature before. Furthermore, the authors seek to identify of additional key factors influencing project success assessment next to the choice of project success criteria.
Design/methodology/approach
The paper uses a review of recent literature published in academic journals, in standard references and in widespread project management frameworks (Organisational Competence Baseline, PRINCE2 and PMBoK Guide).
Findings
The findings show that Barnes’ ideas are an integral part of all approaches investigated in the study. Additionally, the relevance of the so-called “soft criteria” related to the satisfaction of stakeholder groups, could be substantiated. However, the authors found no indications that patterns for the selection of project success criteria have emerged across various fields of applications. Factors influencing project success assessment are not taken into account in the examined articles in a systematic manner. This motivates for further research in this field.
Research limitations/implications
Access limitations, papers not yet digitally available or the interpretations have an impact on the results.
Practical implications
For appropriate project assessment the sound and well-rounded selection of hard and soft criteria and the consideration that not the field of application, but influencing factors yet to be analysed influence the selection of project success criteria are crucial. Project management professionals should choose the criteria suitable for their projects individually on a project-by-project basis.
Originality/value
This paper reveals that no patterns have so far been developed to assess project success in various fields of application. Furthermore, factors influencing project success assessment are not considered in a systematic manner.
TL;DR: In this paper, the authors identify the causes of design changes and the implications on the Malaysian construction projects measured in terms of cost and time, and suggest recommendations on how to overcome the related problem with project learning and effective communication in building construction.
TL;DR: In this article, the authors explored the contribution of project managers to relationship management through a combination of qualitative and quantitative methodologies and identified 18 roles of Project Managers in internal relationship management and 18 roles in external relationship management.
TL;DR: In this article, the authors present a methodology to measure stakeholders' influences within a project from the point of view of the Project Manager, based on a multiperspective approach.
TL;DR: In this paper, the authors proposed the inclusion of knowledge management and organizational learning through projects as core aspects of the process, from both individual and organisational perspectives, in order to improve success rates of project management.
TL;DR: In this article, a holistic approach in identifying and analyzing risks in hybrid (multi-dimensional) projects is proposed, which significantly decreases the chance of deviations from project objectives by placing more emphasis on risks associated with coordination of on-site and off-site project dimensions.
TL;DR: This work states that project complexity is a critical factor in project management and one of the most important factors in determining the quality of a project's construction.
Abstract: The term project complexity is not well understood in the construction industry by either scholars or practitioners. Project complexity, however, is a critical factor in project management ...
TL;DR: In this article, a total of 199 completed construction projects in Vietnam with specific data gathering through questionnaires were analyzed to determine the impact of project organizational culture on the performance of construction projects, and the findings reveal that contractor commitment to contract agreements is the most significant cultural factor affecting project performance.
Abstract: Cultural influence has recently received significant attention from academics due to its vital role in the success or failure of a project. In the construction industry, several empirical investigations have examined the influence of culture on project management. The aim of this study is to determine the impact of project organizational culture on the performance of construction projects. A total of 199 completed construction projects in Vietnam with specific data gathering through questionnaires were analyzed. The findings reveal that contractor commitment to contract agreements is the most significant cultural factor affecting project performance. Goal alignment and reliance, contractor commitment, and worker orientation (i.e., commitment to workers) contribute to improved overall performance and participant satisfaction. Contractor commitment and cooperative orientation enhance labor productivity, whereas goal alignment and trust and contractor commitment ensure learning performance (i.e., learning from experience). The findings of this study may assist construction professionals in implementing practices that can contribute to the sustainability and success of construction projects.
TL;DR: In this paper, the authors analyse the project-based knowledge transfer and learning that occurred in two complex infrastructure (PPP) projects using face-to-face interviews with both internal and external project participants, an expost comparative analysis is made of two large-scale Belgian rail infrastructure projects.
01 Sep 2017
TL;DR: In this article, a method for modeling risk management in multi-project environment is proposed, where simulation is conducted and the example is provided in the article. But this method is not suitable for large-scale systems.
Abstract: The paper proposes a method for modeling risk management in multi-project environment. Simulation was conducted and the example was provided in the article.
TL;DR: In this article, a study of a multi-stakeholder project, focused on the renewal of the commercial center of the historic garden city of Tapiola, seeks to increase understanding of processes of path dependence and path creation during the project's early stage.
TL;DR: An integrated project planning framework has been developed that incorporates adaptive management and project management techniques and encapsulates key concepts and decision support tools to incorporate multidisciplinary decision making to meet specific environmental and socio-economic objectives.
[...]
TL;DR: Investigating the ISO 21500:2012/PMBoK 5 processes implemented by project managers in information systems projects showed that processes from knowledge areas as, for instance, scope management, cost management, and time management, are frequently implemented, but there are processes from important areas as quality management and risk management that are being relegated to a second plane.
TL;DR: In this article, the authors present a system dynamics model of a project monitoring and control system, embedded with both strategic and tactical uncertainties, the model experiments with typical remedial actions to disturbances during the implementation of the project under a behavioral paradigm and concludes that overreacting behavior, which is influenced by biases and reporting errors, can generate project escalation.
TL;DR: In this paper, the authors conducted a case study to determine whether and to what extent project managers take into account sustainability in project management decision-making process and found that only a limited number of sustainability criteria are taken into account by project managers in their decisions.
Abstract: Companies are increasingly coming under strong global pressure to incorporate sustainability considerations into their project decision-making process. This is where project managers play a vital role. However, how project managers approach sustainability in their daily work still has to be explored. Therefore, this article seeks to determine whether and to what extent project managers take into account sustainability in project management decision making. Research was carried out in Lithuania, selecting two industries: construction and automotive. The case study revealed that project managers in Lithuania still do not give much regard to sustainability when making their decisions. Only a limited number of sustainability criteria are taken into account by project managers in their decisions. Research also showed that a project manager gives more consideration to sustainability in project management decision making than a project team member.