bluuebunny/crossref_metadata_2025 huggingface dataset:
Project Schedule Uncertainty Analysis using Fuzzy Logic
Authors: Liberatore Matthew J.
Published: July 2018

There is continuing interest by academics and practitioners alike in measuring and coping with project schedule uncertainty. Fuzzy logic has been proposed as an alternate approach to probability theory for quantifying uncertainty related to activity duration. However, the fuzzy logic approach is not widely understood, and generally accepted computational approaches are not available. This paper describes the differences between the probabilistic and fuzzy approaches and the advantages of the latter. The paper also illustrates a straightforward approach for applying fuzzy logic to assess project schedule uncertainty.
Project Management Maturity: An Industry Benchmark
Authors: Pennypacker James S. , Grant Kevin P.
Published: July 2018

The project management community is currently investing substantially in the development of viable methods to assess and improve project management maturity. This investment often drives a corresponding need to monitor progress—internally and with respect to other similar organizations. To support this need, this research provides a cross-industry benchmark of project management maturity. Based on a survey of 123 firms, this research determined that nearly 67% of the organizations are currently at an overall project management maturity of level 2 (out of 5) or below. Additionally, the research concludes the level of project management maturity is statistically consistent between industries and among companies of varying size.
Surveying Practicing Project Managers on Curricular Aspects of Project Management Programs: A Resource-Based Approach
Authors: Smith Alan D.
Published: July 2018

Project management, as a discipline of study, deals in the explanation of conceptual and quantitative approaches used to manage nonrepetitive tasks within the organization's constraints of time, cost, and performance.. Area project management professionals in the metropolitan Pittsburgh area were surveyed concerning interest in pursuing coursework in and relative importance of project management and work efforts as defined by the Project Management Institute (PMI). After a follow-up letter, a total of 50 out of 210 (23.8%) responded to the questionnaire. A few of the highlights of the survey included the following: 68% of respondents thought more than half of their job involved project management; 56% felt more than half their subordinates do project management work; 64% would recommend graduate training in project management; and many respondents were interested in learning (90%+) topical areas. The nature of project management tasks, both in the technical and nontechnical disciplines as well as any certification and training programs and their intended curricula should explore these differences.
Management of Global Large-Scale Projects through a Federation of Multiple Web-Based Workflow Management Systems
Authors: Badir Yuosre F. , Founou Rémi , Stricker Claude , Bourquin Vincent
Published: July 2018

With globalization and the networked world of today, there is a dire need for a reliable and efficient model to manage, monitor, and control global large-scale projects (GLSPs), which contain thousands of workflows and hundreds of organizations located at different sites. Companies are faced with an increasingly competitive and hostile environment. The terms “information exchange,” “compatibility,” and “interoperability” have become ubiquitous in this environment. To survive, companies will have to constantly develop newer and better methods for managing and controlling the execution of GLSPs. Those projects cannot be managed efficiently and effectively without Web-based models that automate the business processes and extend them beyond the organization, and fill the information needs of project parties at all levels, from individual team members to high-level managers.

This paper proposes a conceptual framework for a Web-based information and project management (WBIPM) model that enables the GLSP management team (1) to monitor, control, and coordinate the execution of multiple workflows operating within, across, or between organizations, and (2) to coordinate information flow from the time it is created until it is eliminated and to share this information among all project members.

This proposed Web-based model builds a collaborative network that brings together any customer, supplier, or partner, and itl is especially helpful in situations where project members are located at different sites.
Understanding Your Project Organization's Character
Authors: Andersen Erling S.
Published: July 2018

Participants from 175 different Norwegian projects described the organizational cultures of both their most recent projects and their organizations. Their descriptions are based on a typology distinguishing between power, role, task, and person cultures, as outlined and developed in Harrison (1972) and Handy (1986). This study demonstrates that projects are more task culture-oriented than their base organizations. Further, hierarchical elements of the project must be eliminated for a project to move closer to the prevalent task culture. A stronger task orientation improves the chances of staying within the project budget.
Knowledge Management in UK Construction: Strategies, Resources and Barriers
Authors: Carrillo Patricia , Robinson Herbert , Al-Ghassani Ahmed , Anumba Chimay
Published: July 2018

Knowledge management (KM) has received considerable attention in recent years. Some consider knowledge the most strategically important resource, and learning the most strategically important capability for business organizations. Major UK construction organizations have recognized the benefits that KM can offer and have thus invested in KM. This paper reports on a survey of these companies. The purpose of the survey was: (1) to examine the importance of KM to UK construction organizations; (2) to investigate the resources used to implement KM strategies; and (3) to identify the main barriers to implementing KM strategies. The survey found that the main reasons for implementing a KM strategy was the need to share the tacit knowledge of key employees and to disseminate best practice. Also, significant resources in terms of staff time and money were being invested in KM, but the main barrier to implementing a KM strategy was the lack of standard work processes.
Knowledge Management to Improve Project Communication and Implementation
Authors: Koskinen Kaj U.
Published: July 2018

This article highlights knowledge management as a part of project management. First, the article focuses on epistemological assumptions. Cognitive- and autopoietic epistemologies are highlighted with the purpose getting a better understanding of what is knowledge and how it develops. Second, the discussion goes on dealing with tacit- and explicit knowledge and their role in different types of projects. Third, the article illustrates two main knowledge management processes: codification and personalization. It is concluded that many delivery- and investment projects are often projects in which the utilization of explicit knowledge and codification type of knowledge management process play a significant role. It is also concluded that many research and development projects are enterprises in which tacit knowledge usage is abundant and personalization type of knowledge management process is a necessity. Fourth, the main content of this article – a division of knowledge-related project management environments into four different entities – is introduced. With the help of this division the project management can understand what type of knowledge management process is needed in different project management contexts.
An Effective Project Management-Based Application Model for Sustainable Urban Renewal in Hong Kong
Authors: Mui Dennis Heung-Fu , Sankaran Shankar
Published: July 2018

In this paper, we describe how a project management-based application model was designed to implement sustainable urban renewal projects in Hong Kong. The model was based on project organizational structure, team structure, attributes of team members, stakeholder management, communication, and information technology enablers. We conducted studies of other local and international urban renewal cases to verify and fine-tune the project management model identified in this paper. From our study, we conclude that the model used in Hong Kong can improve the efficiency and effectiveness of urban renewal project implementation. Our findings e also provide a foundation for applying the model at other locations, after taking into account the respective environments of these other locations.
Project Planning under Uncertainty Using Scenario Analysis
Authors: Pollack-Johnson Bruce , Liberatore Matthew J.
Published: July 2018

An important component of risk management relates to project schedule uncertainty. To address this issue, a scenario (i.e., macro-level approach) for modeling and analyzing projects with significant uncertainty in their network structure and/or durations of some activities is presented. This approach requires that a set of project network scenarios is able to be identified, each with an assessed probability of occurrence. These scenarios might differ according to the results of uncertain events that could occur during the course of the project, uncertain activity durations (whether independent or dependent), finite loops where repeated activities can have different durations, or a combination of these. Advantages of our approach include the use of standard methods and software, as well as greater accessibility to, and likelihood of, the use of uncertainty analysis in project planning. Several examples are used to illustrate the suggested approach.
Organizational Behavior and Disaster: A study of conflict at NASA
Authors: Dimitroff Robert D. , Schmidt Lu Ann , Bond Timothy D.
Published: July 2018

This paper examines how groupthink led to conflict in the National Aeronautics and Space Administration (NASA), with a focus on the Challenger and Columbia shuttle tragedies. We will show that, although there were technical causes of the accidents, there are deeper root causes that constitute a recurring thread.

Throughout NASA's history, there have been budgetary and scheduling constraints. In an attempt to meet these externally imposed restrictions, management has unconsciously and repeatedly fallen into the psychological tendencies of groupthink. A bulletproof attitude amongst NASA officials was a direct cause of the Challenger accident. Management began tolerating increasing amounts of “acceptable flight risks.”

Management compromised safety, one of the quality components of the project management “triple constraint” of schedule, budget, and quality. As a result of this disdain for managing quality, the second accident occurred with a chilling sense of déjà vu. We will examine the root causes of the pressure on management, as well as the traps of conflict that have befallen management.
Deviations, Ambiguity and Uncertainty in a Project-Intensive Organization
Authors: Hällgren Markus , Maaninen-Olsson Eva
Published: July 2018

This article analyzes deviations in an automation project. The article develops a more holistic view of the project organization, focusing on how deviations are managed. The case study demonstrates that the tools and methods suggested in the literature are rarelyused, and shows the importance of the context of the project in terms of gathering information and sharing knowledge that is required to manage deviations. Furthermore, the case shows that there are a number of deviation-management tactics that are applied to different deviations, dependent on whether they are uncertain and/or ambiguous.
Moving from Corporate Strategy to Project Strategy
Authors: Morris Peter W. G. , Jamieson Ashley
Published: July 2018

Much of the management writing around strategy tends to cover the practices at the corporate and business level; there is a dearth of writing about how corporate strategy gets implemented by projects and programs and translated into program or project strategies. This paper reviews evidence from four case studies together with questionnaire data from PMI Europe members, which shows that the processes, practices, and people issues involved in moving from corporate strategy to programs and projects is done in a much more systematic way than is generally recognized. The findings point to areas that future revisions of the PMBOK® Guide should be looking at.
A Retrospective look at our Evolving Understanding of Project Success
Authors: Jugdev Kam , Müller Ralf
Published: July 2018

Our views on project success have changed over the years from definitions that were limited to the implementation phase of the project life cycle to definitions that reflect an appreciation of success over the entire project and product life cycle. This paper assesses our evolving understanding of project success over the past 40 years and discusses conditions for success, critical success factors and success frameworks. The paper concludes with a holistic view of project success and its implications for practice. This is an important topic because projects are an increasingly common way of work, and the lines between project and process work are harder to discern. Increasingly, more project managers work in companies using program and portfolio management as a means to organize project-related work. The success of individual projects, therefore, impacts the wider organization in several dimensions and makes the concept of project and project management success that much more relevant. The topic is also important because it has a bearing on the future directions of project management in the strategic context.
Financial Success and Time-Management Factors in a Chemical Environment: A Case Study
Authors: Smith Alan D. , Flanegin Frank R.
Published: July 2018

Time management and the need for management to relinquish control to the technical team members are important complements of the project management process. However, how do firmstrackthe time spentbytheir project team members on the different tasks and assignments? In addition, how do these project characteristics associated with innovative product development impact the firm's financial success factors in the manufacturing process? An empirically based study of project managers of NOVA Chemicals, located in Pittsburgh, Pennsylvania, USA, was executed to determine which selected project characteristics positively impacted the firm's ability to enhance its financial success of its various manufacturing projects. Exploratory research via principal components and factor analyses resulted in four major independent factor score constructs of time management, cross-functional teams, management relinquishing authority, and co-location of project team members, with the varimax rotation method and eigenvalue greater than one criterion. The factor scores were used to test the hypothesis that proper management of these constructs would result in greater financial success of the manufacturing projects. The overall relationship was found to be statistically significant at the 0.05 levels of a one-tailed test (F = 3.508, p = 0.029). More importantly, the factor scores of time management and cross-functional teams, few manufacturing problems were found as the most important constructs to positively impact financial success of innovative product development projects.
Practices, Roles, and Responsibilities of Middle Managers in Program and Portfolio Management
Authors: Blomquist Tomas , Müller Ralf
Published: July 2018

Practices for program and portfolio management, together with the associated roles and responsibilities of middle managers, were investigated. The results of the multi-method study show that high-performing organizations apply dedicated portfolio management processes and tools, plus use the associated roles of middle managers, to address the requirements stemming from the complexity of the organization's environment and the types of projects executed. This is not the case in low-performing organizations. The study takes a transaction costs economics perspective and develops a contingency model for program/portfolio management roles of middle managers. Managerial and theoretical implications are also discussed. This paper summarizes the highlights of research findings that can be found in the full report published by the Project Management Institute (PMI) (Blomquist & Müller, 2006).
Structure and Flexibility of Project Teams under Turbulent Environments: An Application of Agent-Based Simulation
Authors: Nogueira Juan C. , Raz Tzvi
Published: July 2018

The extent of authority and autonomy granted to the project manager and to individual team members has a significant impact on the ability of the project team to meet stakeholders’ goals and expectations. This is particularly true in dynamic environments, where resources, requirements, and other conditions change rapidly, and a great deal of innovation is required. In this paper, we provide some recommendations regarding the structure and flexibility of project teams operating in turbulent environments. The recommendations are based on a set of experiments carried out with agent-based simulation, a novel tool for organizational design. The observed results show that under high uncertainty, loose designs for project teams outperform tight organizational structures.
Managing Software Development Project Size: Overcoming the Effort-Boxing Constraint
Authors: Dalcher Darren , Benediktsson Oddur
Published: July 2018

The motivation for this work is derived from the current interest in speeding up development schedules for information technology(IT) projects. A keyimplication of the shift to more rapid development methods is the growing emphasis on fixed time and fixed effort delivered during such projects. However, there appears to be little work that addresses the impacts of dealing with bound effort levels. The result of binding time and effort is to deprive project managers of the normal parameters that are used in trade-offs. The paper introduces a quantitative analytical framework for modeling effort-boxed development in order to uncover the effects on the overall development effort and the potential leverage that can be derived from incremental delivery in such projects. Models that predict product size as an exponential function of the development effort are used in the paper to explore the relationships between effort and the number of increments, thereby providing new insights into the economic impact of incremental approaches to effort-boxed software projects.
From Nobel Prize to Project Management: Getting Risks Right
Authors: Flyvbjerg Bent
Published: July 2018

A major source of risk in project management is inaccurate forecasts of project costs, demand, and other impacts. The paper presents a promising new approach to mitigating such risk based on theories of decision-making under uncertainty, which won the 2002 Nobel Prize in economics. First, the paper documents inaccuracy and risk in project management. Second, it explains inaccuracy in terms of optimism bias and strategic misrepresentation. Third, the theoretical basis is presented for a promising new method called “reference class forecasting,” which achieves accuracy by basing forecasts on actual performance in a reference class of comparable projects and thereby bypassing both optimism bias and strategic misrepresentation. Fourth, the paper presents the first instance of practical reference class forecasting, which concerns cost forecasts for large transportation infrastructure projects. Finally, potentials for and barriers to reference class forecasting are assessed.
The Perceived Value and Potential Contribution of Project Management Practices to Project Success
Authors: Besner Claude , Hobbs Brian
Published: July 2018

This paper contributes to the ongoing work and debate on the value of project management, accomplishing this through an empirical investigation of practitioner perceptions on the relative value of different project management practices and their potential to contribute to improved project performance. This investigation is based on a large-scale survey of 753 project management practitioners. This paper aims to answer four questions relating to the value of project management. By identifying the most valued practices, practitioners and organizations can identify their priorities when developing their project management competencies. This can also guide the profession in selecting priorities for future development. When choosing priorities to develop and implement, organizations can look to the tools that practitioners identify as most valuable, as having the most potential for increased contribution to project performance, and as presently under-utilized. In order to fully understand the nature of project management practices, and the mechanisms through which these create value, researchers must better clarify the distinction between the project phases and project processes. These findings can help project management professionals in selecting priorities for future development.
Toward a Project Management Theory for Renewal Projects
Authors: Andersen Erling S.
Published: July 2018

Project management literature treats projects as fundamentally similar. However, empirical studies show that projects are systematically managed differently. Thus, theories on how to manage different types of projects should be developed. This paper focuses on internal renewal projects that are seen as temporary organizations with assignments from a mother organization. This leads to an extended concept of project success. The propositions put forward to identify project success constitute a theory for renewal projects.
Understanding Project Failure: Using Cognitive Mapping in an Insurance Project
Authors: Robertson Stephen , Williams Terry
Published: July 2018

Many projects fail, especially IT projects. The only way that companies can get better at performing projects is by learning from projects they have carried out. But traditional practice of holding a lessons-learned session during or following a project may not allow organizations to examine the deep and “messy” reasons why projects fail, particularly with complex projects. Complex projects can best be understood by using modeling, such as cognitive mapping. Cognitive mapping aids identification of causal chains and where these close in on themselves to form positive feedback loops, which helps to understand not only what went wrong, but also the reasons. Cognitive mapping is used to understand the impacts of management decisions on a project, both intended and unintentional. This approach is used here to examine a large software development project carried out by an insurance company which overran its original plan by several years. Some suggestions are made both for using such methods and lessons to be learned for future projects.
A Case Study of Project and Stakeholder Management Failures: Lessons Learned
Authors: Sutterfield J. Scott , Friday-Stroud Shawnta S. , Shivers-Blackwell Sheryl L.
Published: July 2018

Stakeholder theory is a useful framework for analyzing the behavioral aspects of the project management process, particularly the complicated process of project management within the Department of Defense (DOD). Projects can be beset by the agenda of various stakeholders within the organizational structure. When this occurs, the implementation of a strong project stakeholder management strategy is necessary to increase the likelihood of success. This is a case study of a failed DOD project, even though it was fully justified and badly needed. Stakeholder theory serves as the theoretical underpinning of this case analysis, which identifies the potential causes of the project failure. Project management lessons learned from the failure and a project stakeholder management strategy framework are presented to facilitate better decision making on the part of project managers to increase the likelihood of successful project management outcomes.
A Roadmap for it Project Implementation: Integrating Stakeholders and Change Management Issues
Authors: Legris Paul , Collerette Pierre
Published: July 2018

According to studies, the success rate for information technology (IT) implementation is, in general, quite low. Research and field experience suggest that for better results, models must incorporate a wide range of factors, closely involve stakeholders, pay attention to social factors, and integrate better change management practices. This paper proposes an integrated approach to IT implementation, with a strong emphasis on stakeholders' contribution. It describes critical behaviors expected from management at each step of the implementation process. The model is based on literature and on successful field experiments. It takes into account technical, project, and change management aspects, and provides a roadmap of key factors to guide IT project leaders.
Managing Unexpected Urgent Projects
Authors: Wearne Stephen
Published: July 2018

Unexpected urgent projects can arise because of a new business opportunity, or for protection against a sudden threat, or, most obviously, to restore a severely damaged asset. This paper summarizes the critical decisions and lessons learned from the management of six different unexpected and urgent projects. These cases show how unexpected urgent work can demand not only instant acceptance of cost risks but also the sustained involvement of top management, immediate attention to all stakeholders' interests and trust in oral commitments.
From Marketing to Project Management
Authors: Lecoeuvre-Soudain Laurence , Deshayes Philippe
Published: July 2018

This paper aims to convey the results of doctoral research that has clarified relations between marketing and project activity, especially the links between marketing and project management. The actions favorable to the process of project marketing will be also pointed out, as well as the development of this process within the business-to-business sector.

Six variables-actions, which are decisive for the advancement of project marketing process, are put forward. Internal and external resources to be mobilized according to the four phases that are also identified for project marketing are: pre-project marketing, marketing at the start of the project, ongoing project marketing, and marketing intended to create the conditions of a future project (based on the process master of an ongoing project).

A dynamic process model of project marketing is proposed, which highlights the link with project management, and envisages further researches perspectives for a useful and successful merge between the two disciplines.
Project Manager Leadership Behaviors and Frequency of Use by Female Project Managers
Authors: Neuhauser Charlotte
Published: July 2018

The purpose of this study was to determine the most important leadership and managerial behaviors for project managers as perceived by female project managers and to ascertain the frequency with which these behaviors are practiced by female project managers.

A survey instrument of leadership behaviors was submitted to female project managers, representing a variety of industries, team types, and sizes. The respondents were asked to rate each behavior as to its importance for an effective project manager to exhibit and to indicate the frequency of use by female project managers.

Even though much of the literature on effective leaders indicates the importance of transformational behaviors, the results of this study show that the respondents do not attach as much importance to transformational leadership behaviors as they do managerial skills and transactional leadership behaviors. They also use transactional leadership behaviors and managerial skills more frequently than transformational leadership behaviors.
A Multi-Phase Research Program Investigating Project Management Offices (PMOS): The Results of Phase 1
Authors: Hobbs Brian , Aubry Monique
Published: July 2018

Over the last decade, the project management office (PMO) has become a prominent feature in many organizations. Despite the proliferation of PMOs in practice, our understanding of this phenomenon remains sketchy at best. No consensus exists as to the way PMOs are or should be structured nor as to the functions they should or do fill in organizations. In addition, there is no agreement as to the value of PMOs. Despite the importance of this phenomena and the lack of understanding, there has been very little research on this topic. A three-phase research program has been undertaken in order to develop a better understand of PMOs. This paper presents the research strategy, the overall program, and the results of the first phase of the research.
How Generic are Project Management Knowledge and Practice?
Authors: Crawford Lynn , Pollack Julien
Published: July 2018

Project management knowledge and practice are often considered to be generic and suitable for standardization. However, projectsare also viewed as fundamentally unique pieces of work. This paradox of project uniqueness lies atthe heart of project management. This paper discusses this tension between uniqueness and similarity, before reporting on the results of a series of assessments of practitioners' project management knowledge and use of project management practices. Results are analyzed across countries, industry sectors, and application areas, and interpreted in relation to the ongoing development of standards for project management.
Managing Knowledge and Learning in it Projects: A Conceptual Framework and Guidelines for Practice
Authors: Reich Blaize Horner
Published: July 2018

This paper presents a framework identifying the key areas within IT projects where knowledge-based risks occur. These risks include a failure to learn from past projects, competence of the project team, problems in integrating and transferring knowledge, lack of a knowledge map, and volatility in governance. The model was compiled through an extensive literature search encompassing project management, information systems, software development, and team learning literatures. This framework was then tested and modified through a field study of 15 senior project managers from North America and New Zealand. Analysis of the interviews from the field study resulted in a set of five broad principles of knowledge management within projects. These principles relate to a climate for learning, knowledge levels, knowledge channels, team memory, and knowledge risks. Practices suggested by the interviewees accompany each principle.
Paradoxes of Control: The (Electronic) Monitoring and Reporting System of the Dutch High Speed Alliance (HSA)
Authors: Boersma Kees , Kingma Sytze F. , Veenswijk Marcel
Published: July 2018

Recently, some the large public (transport) infrastructures became an important issue on the Dutch political agenda. It was especially the High Speed Alliance (HSA), one of the major transport infra-structural projects in the Netherlands that attracted a lot of attention. On one hand, this project was highly advanced from a technical point of view; on the other hand, the HSA was characterized by enormous (budgetary, time, and technical) problems. A large part of these problems was supposed to be covered by a complex (electronic) monitoring and reporting system. The system, which was established to exclude uncertainty and risk, created its own uncertainty. In this paper, the authors examine the role of this system in the process of rationalization and control within the HSA-organization by focusing upon the process of sensemaking. The authors argue that the problems within the HSA can best be understood in terms of a paradox: rationalization and control versus local, individual freedom and initiatives. Three major paradoxes have been distinguished: the cost paradox, the control paradox, and the risk paradox.
The Projectification of Everything: Projects as a Human Condition
Authors: Jensen Anders , Thuesen Christian , Geraldi Joana
Published: July 2018

Projects have become omnipresent not only in the economy but also in our society and our lives. Projects organize and shape our actions at work, in our professional profiles and networks, and also in our homes and free time activities. Drawing on the philosophical cornerstone concepts of activity, time, space, and relations, this article introduces an alternative conceptualization of projects as a “human condition.” The article concludes with implications to the project management community, in terms of both project management practice and research.
Project Management between Will and Representation
Authors: Floricel Serghei , Piperca Sorin
Published: July 2018

This article challenges some deep-rooted assumptions of project management. Inspired by the work of the German philosopher, Arthur Schopenhauer, it calls for looking at projects through two complementary lenses: one that accounts for cognitive and representational aspects and one that accounts for material and volitional aspects. Understanding the many ways in which these aspects transpire and interact in projects sheds new light on project organizations, as imperfect and fragile representations that chase a shifting nexus of intractable human, social, technical, and material processes. This, in turn, can bring about a new grasp of notions such as value, knowledge, complexity, and risk.
Making Sense of Rework Causation in Offshore Hydrocarbon Projects
Authors: Love Peter E. D. , Ackermann Fran , Smith Jim , Irani Zahir , Edwards David J.
Published: July 2018

Retrospective sensemaking is used to determine how and why rework in offshore hydrocarbon projects occurred. Staff from organizations operating at the blunt end (e.g., clients/design engineers providing finance and information) and those at the sharp end (e.g., contractors at the “coalface”) of a project's supply chain were interviewed to make sense of the rework that occurred. The analysis identified the need for managers to de-emphasize an environment that prioritizes production over other considerations and instead systematically examine mechanisms and factors that shape people's performance. Limitations of the research and the implications for managerial practice are also identified.
Balancing Open and Closed Innovation in Megaprojects: Insights from Crossrail
Authors: Worsnop Thomas , Miraglia Stefano , Davies Andrew
Published: July 2018

We studied the interplay between open and closed innovation at Crossrail, Europe's largest civil engineering project—aiming to build a suburban railway system in London. Our findings suggest that open and closed innovation can be combined by creating an appropriate communication and exchange environment, whose elements include organizational arrangements (e.g., team organization and task assignment) and methods and rules of communication. We also found that innovation in megaprojects can be successfully driven when the contractors are encouraged to search for and implement incremental solutions to minor problems, not just radical and strategically relevant innovations.
Practical Application and Empirical Evaluation of Reference Class Forecasting for Project Management
Authors: Batselier Jordy , Vanhoucke Mario
Published: July 2018

Traditionally, project managers produce cost and time forecasts by predicting the future course of specific events. In contrast, reference class forecasting (RCF) bypasses human judgment by basing forecasts on the actual outcomes of past projects similar to the project being forecasted. The RCF technique is compared with the most common traditional project forecasting methods, such as those based on Monte Carlo simulation and earned value management (EVM). The conducted evaluation is entirely based on real-life project data and shows that RCF indeed performs best, for both cost and time forecasting, and therefore supports the practical relevance of the technique.
Lessons for IT Project Manager Efficacy: A Review of the Literature Associated with Project Success
Authors: Millhollan Chuck , Kaarst-Brown Michelle
Published: July 2018

In the maturing IT project management space, there are still many debates about the skills needed to achieve success. This article presents a review and synthesis of project management literature that highlights the potential conflict in goals and the measurement of “success” from three perspectives: project outcomes, project management processes, and the project manager's influence. Our review indicates that each perspective of success, defined by various stakeholders at various points in time, shifts the focus onto different skills and knowledge. Drawing upon this tri-focal lens, we propose a shift in focus on success to the intersection, or “sweet spot of project manager efficacy.”
Organizational Design in Public Administration: Categorization of Project Management Offices
Authors: Aubry Monique , Brunet Maude
Published: July 2018

The article aims to renew the classification system of PMOs within the context of organizational design and proposes an empirical categorization of PMOs based on types of projects: engineering and construction, information systems/information technology, business processes, and new product development. The research adopted a quantitative approach with a survey of 114 entities belonging to 42 departments and agencies within a single public administration. The findings show that this categorization system of PMOs has the potential to support the organizational design of PMOs in organizational context, structural characteristics, functions, and performance. This article contributes to the relevance of organizational design within the project management field.
Culture, Communication, and Leadership for Projects in Dynamic Environments
Authors: Collyer Simon
Published: July 2018

Rapid change is an accelerating problem for projects in most industries. This article presents findings from a grounded theory study identifying project management approaches for mitigating rapid change in the course of a project. These results relate to culture, communication, and leadership and are complimentary to results previously presented on planning and control for dynamic environments. The study employed 37 in-depth interviews and three focus groups held with practitioners across ten industries (defense, community development, construction, technology, pharmaceutical, film production, scientific startups, venture capital, space, and research). Themes emerged relating to: a vision led, egalitarian, goal-orientated culture supporting experimentation; timely and efficient communication; and flexible leadership with rapid decision making. The findings address a gap in the project management literature and may be useful to practitioners.
Tension Awareness of Stakeholders in Large Technology Projects: A Duality Perspective
Authors: Boonstra Albert , van Offenbeek Marjolein A. G. , Vos Janita F. J.
Published: July 2018

This article analyzes the tensions evolving from project management dilemmas and how they relate to stakeholders in large technology projects. The study addresses an organization-wide electronic health record implementation in a large hospital. It adopts a duality lens in exploring whether and how these tensions materialize through stakeholder voices. In contrast to traditional linear and unitarist thinking in project management, duality thinking may lead to project management practices that acknowledge, appreciate, and accommodate the tensions originating from dilemmas inherent in complex projects. We propose three stakeholder roles that can contribute to project managers’ tension awareness and inform duality management.
Mapping the Road to Future Projects: Roadmapping as a Balancing and Transformation Process
Authors: Bengtsson Marie , Lindkvist Lars
Published: July 2018

Based on a longitudinal case study in a large technology-based firm, this article shows how roadmapping can bring about an increased focus on explorative activity and a stronger future orientation in an organization. The case study shows how a radical technology vision, presented in the first roadmapping attempt, contributed to creating an awareness of the value of looking long into the future. This was, however, far from sufficient, and a second attempt with a stronger focus on collaboration and new knowledge generation was initiated to further the desired changeover. Interestingly, the case study points to the significance of visualizations as a means to support knowledge generation, as well as to protect exploration. More generally, we propose how roadmapping can be developed into a balancing and transformation tool associated with mapping as well as the creation of roads.
The Impact of Emotional Intelligence, Project Managers’ Competencies, and Transformational Leadership on Project Success: An Empirical Perspective
Authors: Maqbool Rashid , Sudong Ye , Manzoor Nasir , Rashid Yahya
Published: July 2018

Project stakeholders always strive for a successful project, hence there is growing concern about the factors that influence project success. Although the success of a project is influenced by various factors, project managers play a very important role. This study aims to examine the relationship and impact of construction project managers’ emotional intelligence (EI), managerial competencies, and transformational leadership style on project success. A total of 107 Pakistani construction firms were studied with a view to measuring the effects of these variables on the overall performance of construction projects. The results show that project managers with high emotional intelligence who bear the desired competencies and exhibit transformational leadership behavior are effective leaders and ensure higher success in projects than their counterparts. The findings will assist project sponsors in selecting the appropriate project managers for their projects.
Governance of Major Public Investment Projects: Principles and Practices in Six Countries
Authors: Volden Gro Holst , Samset Knut
Published: July 2018

This article compares the Norwegian scheme for quality assurance of major public projects with similar project governance schemes in five other OECD countries.1 All schemes have been introduced since the turn of the millennium and seem to be fairly consistent with recommendations from the project management literature. There are also a number of differences between the six schemes, for example, with regard to parties and roles, comprehensiveness, flexibility, organization, and whether portfolio management is covered. It is too early to make conclusions about their relative effects, but the evidence thus far indicates that there is much to learn across countries.
How Coaching is used and Understood by Project Managers in Organizations
Authors: Thompson Shirley , Cox Elaine
Published: July 2018

Coaching can play an important part in meeting the challenges of project management (Berg & Karlsen, 2007). However, there remains a lack of research into project managers’ perceptions of coaching and the opportunities for using it. This grounded theory study explores the awareness and application of coaching in project management contexts. Analyses of interviews with 14 project managers have indicated that the provision of coaching opportunities is patchy. Findings confirm that organizational culture is important, that where project managers are involved with coaching this can lead to them becoming advocates, and emphasize the need for organizational intervention to maximize the benefits of coaching in this context.
The Multivocality of Symbols: A Longitudinal Study of the Symbolic Dimensions of the High-Speed Train Megaproject (1995–2015)
Authors: Van Marrewijk Alfons
Published: July 2018

Megaprojects can be perceived as modern symbols, crucial for the encapsulation of ideas, attitudes, and beliefs. This study explores the exegetical meanings, or meanings derived from local interpretation, that a megaproject can encapsulate and how those meanings shape the megaproject's process. A longitudinal study of the Dutch High-Speed Train megaproject was executed. The findings show three exegetical meanings of the megaproject, which were used for strategic goals, leading to power struggles, delays, and cost overrun, and finally resulting in a negative symbol of a failed megaproject. This article contributes to the megaproject literature with an anthropological perspective on symbolism.
Dynamic Sublimes, Changing Plans, and The Legacy of A Megaproject: The Case of the 1966 Soccer World Cup
Authors: Gillett Alex G. , Tennent Kevin D.
Published: July 2018

Global sporting events such as the FIFA (Fédération Internationale de Football Association) World Cup have been described as megaprojects. The motives of decision makers for undertaking megaprojects are summarized by Flyvbjerg's (2012, 2014) “four sublimes,” which lack a temporal dimension. We utilize a case study of the 1966 FIFA World Cup in England, applying the three levels of project management identified by Morris and Geraldi (2011), refined through Flyvbjerg's four sublimes, to analyze the shifting nature of stakeholders’ motives. We evidence that Flyvbjerg's sublimes are dynamic in response to change during the project timeline, creating new insights into project development and opportunities for research into historic projects.
Symbols, Sublimes, Solutions, and Problems: A Garbage Can Model of Megaprojects
Authors: Steen John , Ford Jerad A. , Verreynne Martie-Louise
Published: July 2018

In this article, we deploy Cohen, March, and Olsen's (1972) garbage can model of decision making to produce a different lens on the performance of megaprojects. Using a sample of firms involved in hydrocarbon megaprojects, we show that the problems given the most public attention by the industry are different from those responsible for budget overruns. Furthermore, the attribution of reasons for exceeding project budget differs between project owners and supply chain firms. This is consistent with garbage can model predictions around problem latency when the multifaceted symbolism of these projects drives divergent prioritization of problems in project execution.
Research Focuses, Trends, and Major Findings on Project Complexity: A Bibliometric Network Analysis of 50 Years of Project Complexity Research
Authors: De Rezende Leandro Bolzan , Blackwell Paul , Pessanha Gonçalves Marcio Denys
Published: July 2018

This article analyzes the project complexity research field using bibliometric analysis. The field evolved in three waves (prior to 1985, between 1990 and 2004, and after 2005) from several disconnected seminal works, to a more centralized discussion that began based on efforts to characterize and classify complex projects to focus on the developing models and frameworks that, considering aspects of uncertainty and dynamics, supported managers to adapt and manage their projects. The findings suggest that project complexity is defined by dimensions that include structural, uncertainty, novelty, dynamics, pace, social-political, and regulative. The findings also suggest that the focus is changing from project control to project adaptability, and it is necessary to develop capabilities to manage complex projects, not only in the organization or at the team level, but also through the project's supply chain.