bluuebunny/crossref_metadata_2025 huggingface dataset:
Deaf in Nigeria: A Preliminary Survey of Isolated Deaf Communities
Authors: Asonye Emmanuel Ihechi , Emma-Asonye Ezinne , Edward Mary
Published: July 2018

Deaf stigmatization in Nigeria begins from the families to the kindred and communities and is more intense in the early days of the deaf child. Using a multidisciplinary approach aimed at collecting different forms of data in Nigerian deaf communities, we focused on cultural practices, linguistic features, and the cause of hearing loss in some of the undocumented deaf communities. Findings from the ongoing research indicate that up to 75% of the deaf children and young adults within our study areas were not genetically born deaf. Different health complications, poverty, and ignorance contributed to childhood deafness. We also identified specific cultural traits of deaf students in Abuja and Imo—late start to school because of nonexistence of early intervention program. Finally, the signed language used by the students in Abuja and Imo had differences and similarities with American Sign Language (ASL) and Ghanaian Sign Language (GSL). The similarities between ASL, GSL, and the school signs are through the impact of ASL on the linguistic structures of most African signed languages and the differences is caused by geographical locations and specific cultural and educational information. Based on the data, we suggest that a more detailed approach to early childhood hearing screening and intervention programs is necessary to mitigate the impact of deafness in Nigeria. We recommend that a study of the school signs and culture of Nigerian deaf communities will provide accurate data for signed language documentation and future linguistic research, cultural and health interventions within deaf communities in Nigeria.
A Terrorism Prevention Imperative: Psychological Evaluations for All Immigrants
Authors: Vaisman-Tzachor Reuben
Published: July 2018

Psychological evaluations of immigration applicants have been widely used for over two decades in the U.S. Federal legal system. The principal purpose of these assessments was and remains to assist immigration authorities in making determinations regarding the status of applicants of various categories. This article proposes that the same evaluations conducted to help adjudicate asylum petitions, removal proceedings, and inadmissibility hearings are also essential vetting devices for terrorism prevention. The systematic application of the now elective psychological evaluations for immigration courts to all immigrants could help identify would-be terrorists and help law enforcement prevent future attacks on the United States.
越南古文献中汉字与喃字的双存 现象初考
Authors: 阮俊强
Published: July 2018

摘要

越南汉喃文献里有一种值得注意的现象, 即文本中同时存在汉文和喃文, 目前暂定为「汉喃文字的双存」（duo-existence of scripts）。笔者从语文学（philology）角度来探讨越南古典文献中, 尤其是小学教材的汉喃 文字双存现象。笔者将双存文字分为三种类型：双行文字、双接文字、双入文字。不同类型的汉字与喃字有不同的关系。通过分析这些关系, 本文认为越南古文献中汉文和喃文的内容与形式不相互排斥、矛盾, 而是互相依存、结合。从文本来看, 汉字常排在中心位置, 这是汉字和喃字在越南古文历史的 “双别文字”（digraphia）标志。
Carbon regulation and pathways for institutional transition in market-led housing systems: A case study of English housebuilders and zero carbon housing policy
Authors: Payne Sarah , Barker Adam
Published: July 2018

In this paper, we argue that current research on carbon regulation neglects the complex interactions of institutional norms and market behaviour that characterise responses to regulatory change. We draw on empirical research undertaken with English housebuilders and housing market stakeholders to examine how transitional pathways towards a low-carbon housing future might be advanced and consider the implications of such for carbon regulation and low-carbon economies. Our core proposition is that carbon regulation research can no longer ignore the impact of institutionally constituted market behaviour in shaping pathways and transitions towards low-carbon futures.
Relearning the Learning Curve: A Review of the Derivation and Applications of Learning-Curve Theory
Authors: Waterworth Christopher J.
Published: July 2018

Many contemporary reference works that address learning-curve theory incorrectly apply the basic equation established by Dr. T.P. Wright in 1936 incorrectly. The result is that estimates based on these texts overstate project time requirements by as much as 30%! By means of a worked example using recent data, this paper redevelops the theory from first principles. Interested readers may use the step-by-step method described within to establish the correct rate of learning applicable to their own organizations, thereby improving their productivity.
Calculating Project Management's Return on Investment
Authors: Kwak Young H. , Ibbs C. William
Published: July 2018

This paper describes a procedure that can help managers measure their return on investment for project management (PM/ROI). Current PM processes and practices of 38 different companies and government agencies in 4 different industries or application areas were quantitatively examined. A PM benchmarking procedure was developed and used to assess the PM process maturity of these different organizations. A 5-level Berkeley PM process maturity model is introduced. This information is used to measure the relative sophistication and maturity of different organizations and industries.
Realistic Criteria for Project Manager Selection and Development
Authors: Hauschildt Jürgen , Keim Gesche , Medcof John W.
Published: July 2018

Five types of project managers were identified and the level of success of each and its frequency of occurrence in the project manager sample were determined. When refined through further research, this typology holds the promise of more effective project manager selection and development tools, and the possibility of maintaining a population of project managers in an organization that is optimum for the needs of that organization.
Project Risk Impact on Software Development Team Performance
Authors: Jiang James J. , Klein Gary , Means Thomas L.
Published: July 2018

Project teams are formed to control the technical challenges and risks in system development. This paper examines the relationship between the various risks of system development and project team performance. The results reveal a significant positive relationship between project team performance and user support and top management support. These findings support the general belief that effective project teams reduce technical risks involved in system development. They also support the concept that success is likely determined by the levels of agreement among users, managers, and information systems (IS) developers. Methods on obtaining user involvement and top management support are recommended.
2000 International Student Paper Award Winner: Balanced Scorecard for Projects
Authors: Stewart Wendy E.
Published: July 2018

In order to better manage the ongoing project and provide an organizationwide response to increasing pressures for excellence in project management, a “balanced scorecard” (BSC) approach can be used to perform “health checks” throughout the project life cycle. In projects, there is always a scorecard. Each organization has standards of success. When project managers look at the four business aspects (financial, organizational, customer relationship, and training and innovation), they will begin to understand the true impact of the project's success in the entire organization and see the dependencies to success between the project, the corporate project portfolio, and the organization.
Risk Analysis in the Evaluation of Plant Investments: The Contribution of a Non-Deterministic Approach
Authors: Mosca Roberto , Schenone Maurizio , Bonello Alessandra Frigato
Published: July 2018

This paper discusses the application of risk analysis techniques to a feasibility study for a chemical additives production plant in Saudi Arabia. The ordinary estimation techniques, which indicate utilization of resources, future cost trends, and operating profit forecasts, are supported by a risk analysis model that is used to evaluate the variability of analyzed targets based on the definition of different scenarios. Project investors can use this tool during the decisional phase to minimize the risks related to project results.
Influence Methods of Project Managers: Perceptions of Team Members and Project Managers
Authors: Sotiriou Dean , Wittmer Dennis
Published: July 2018

Much and significant research was done for more than 100 years in the area of leadership. However, with the exception of the studies by Hodgetts (1968) and Thamhain and Gemmill (1974), not much has been done in the area of project leadership. This paper presents the findings of four research studies in this area. Among others, the findings show that professionally challenging projects are the single most important factor influencing the behavior of project team members. Team members need to be challenged, they respect leaders who know how to properly exercise their authority, and they need to believe in their leaders, both in terms of the leaders' competence and ethical character.
Planning Concurrency and Managing Iteration in Projects
Authors: Denker Stephen , Steward Donald V. , Browning Tyson R.
Published: July 2018

Reducing cycle times, managing costs, and improving project management are key to competitive advantage. This paper introduces an approach known as the dependency structure matrix (DSM) and discusses using the DSM to design project plans that produce greater concurrency and better iteration management. The DSM focuses management attention on the essential information transfer requirements of a project: finding essential tasks vital to begin early, developing project plans having improved throughput, removing unnecessary iteration, and simplifying project reviews, while at the same time preserving or improving deliverable quality. A DSM helps us decide what to assume and how and when to plan project reviews. Assumptions are among the greatest sources of project risks. Making assumptions and their dependencies explicit is the key to controlling risk.
Engineering Students Using Project Management to Manage Learning
Authors: Munns Andrew K.
Published: July 2018

Effective project managers require skills and knowledge that must be applied to “one-off” projects. Traditional methods of teaching do not always provide the depth of learning to apply knowledge to such unique situations. This paper describes a course in project management in which students use project management skills and tools to manage their learning. Starting by describing the motivation for the course design, the paper goes on to discuss some key features in the operation of the course. Elements of the organization of this course could be successfully used as a method of delivery in other project management courses.
Where Project Managers are Kings
Authors: Sauer Christopher , Liu Li , Johnston Kim
Published: July 2018

Australian construction projects today are usually more successful than information technology (IT) projects. One reason lies in the way construction companies manage project management. Based on in-depth research of four successful construction companies, this paper describes a project management-centered organizational form. It describes the organizational and management arrangements that support project performance and the individual and organizational capabilities that underpin sustained project success. This particular form of organization is shown to be stable and effective because its constituent arrangements are logically consistent and mutually reinforcing. The authors show how many of these arrangements can be adopted by IT service firms and in-house IT organizations to improve their performance on projects.
Developing a True Sense of Professional Community: An Important Matter for PM Professionalism
Authors: Wang Xiaojin
Published: July 2018

Project management (PM) has developed its own body of knowledge, standards, codes of ethics, certification, and education programs. All these are essential but not sufficient to PM as a profession. This paper argues that, to be a mature profession, PM also must develop a true sense of professional community in which its members are bound together by a common set of work-related values and beliefs, view PM activities as central to their life interests, identify themselves with the PM profession, use PM peers as a reference group, and carry out PM-related activities even in their leisure time.
The Life Cycle of Technical Projects
Authors: Bonnal Pierre , Gourc Didier , Lacoste Germain
Published: July 2018

This paper reviews four project life-cycle models presenting some interests in the management of technical projects. It is shown that each life-cycle model has some specificity that can explain a particular aspect of a project or of the duty of a project manager. Because the reality of a project is always complex, it cannot be embraced by a single model; therefore, several complementary models are required.
The Importance of Building a Foundation for User Involvement in Information System Projects
Authors: Jiang James J. , Chen Edward , Klein Gary
Published: July 2018

User involvement in the process of developing information systems has long been known to be a critical component of eventual success. This study examines the importance of building an acceptable foundation for the interactions between the stakeholders in the project's outcome. A model is developed and empirically tested via a survey that explains the relationship between the foundation, the amount of user-related risk, and the project performance. The partnering activities used to build the foundation prove to be significant in the eventual process and should be considered as part of each development project.
Financial Engineering in Project Management
Authors: Farrell Michael
Published: July 2018

The recent development of a new science of risk management, called financial engineering, has dramatically altered the traditional logic used by financial decision-makers to assess the risk-return characteristics of a wide variety of investment assets and led to the emergence of the new profession of financial engineer. An effect of the application of recent discoveries in mathematics and computer science to the analysis of financial markets, financial engineering is based on the assumption of an interconnected financial universe composed of three fundamental building blocks: cash flows, the corresponding probability distributions, and payment dates. Using the techniques of financial engineering, the financial engineer/financial decision-maker can reduce even the most complex policy issues of concern, such as capital budgeting, asset allocation and investment management, arbitrage, hedging and financial risk management, to a portfolio composed of these three basic components.
Selling Project Management to Senior Executives: The Case for Avoiding Crisis Sales
Authors: Thomas Janice , Delisle Connie L. , Jugdev Kam , Buckle Pamela
Published: July 2018

Worldwide, project management is gaining acceptance as a business competency for many organizations. On one hand, the authors note a growing interest in the use of elements of project management in virtually every segment of every industry. On the other hand, long-term investment in project management remains a tough sell at the executive level. Knowing that the lack of senior management support is consistently identified as a key factor in failed projects, this disconnect is of growing concern for practitioners. This paper presents the preliminary results of the first phase of a research project designed to develop an understanding of the reasons for this conundrum.
Risk Management Post Analysis: Gauging the Success of a Simple Strategy in a Complex Project
Authors: Pyra Jim , Trask John
Published: July 2018

The authors implemented a simple risk management system within a communications management system (CMS)—a large software development and system integration project. This case study reviews results regarding the use of the system in terms of the evolution of the priority of several risks tracked over the life of the project. The case study also draws conclusions about risk categories common to other high-technology projects. The system's efficacy for risk management within the project, its potential for reuse in similar projects, and its scalability to projects of different sizes and scopes also are reviewed.
A Hybrid Intelligent System to Facilitate Information System Project Management Activities
Authors: Nemati Hamid R. , Todd Dewey W. , Brown Paul D.
Published: July 2018

In most large companies, management has long recognized a deficiency in project management and quality assurance (QA) concerning information systems development and maintenance projects. This paper provides a practical, prototypical artificial intelligence-based approach to solving these ill-structured problems. The authors show how a hybrid intelligence system with expert system and artificial neural network components can be used to aid in project estimate validation and quality prediction of the deliverables. The output from such a hybrid system then can be used in a traditional project management timeline tool for collecting the estimate information, tracking the project through its completion. The authors also provide guidelines for large-scale development of such systems.
The Impact of the Project Manager on Project Management Planning Processes
Authors: Globerson Shlomo , Zwikael Ofer
Published: July 2018

If a project is to be successfully completed, both planning and execution must be properly implemented. Poor planning will not allow appropriate execution and control processes or achievement of the project's targets. The objective of the study reported in this paper is to evaluate the impact of the project manager on the quality of project planning processes within the nine knowledge areas defined by A Guide to the Project Management Body of Knowledge (PMBOK® Guide) and to determine ways of increasing the effectiveness of the manager's intervention. Participants in the study evaluated their use of the 21 processes that relate to planning, out of the 39 processes required for proper project management. The results of the study reveal risk management and communications as the processes with the lowest planning quality. Poor quality in these areas results when project managers lack the formal tools and techniques for dealing with communications and the functional managers are not equipped with the tools and techniques that will allow them to effectively contribute to the risk management process. Improving quality planning processes requires the development of new tools in areas such as communications, as well as organizational training programs designed for the functional managers.
Toward a Dynamic Simulation Model for Strategic Decision-Making in Life-Cycle Project Management
Authors: Doloi Hemanta Kumar , Jaafari Ali
Published: July 2018

This paper argues that process simulation technology is an added facility in the quest for optimizing project decisions based on market and external uncertainties associated with the project's environment. The authors put forward a dynamic simulation modeling system (DSMS) as a tool for proactive and optimal decision-making in the project life cycle. DSMS is geared toward representing generic processes with a hierarchical and modular model structure. DSMS facilitates the optimization of technical and operational functionality during development and operation phases of projects. Project life-cycle objective functions are the basis for decision-making throughout the project's life. The paper reviews the limitations of the current systems’ ranges and capabilities. A review of the existing simulation techniques leads to a discussion on the need for setting up an integrated model to encompass the entire project life cycle. Details of the system are described, and a case study is used to demonstrate its capabilities.
A Taxonomy of Internet Applications for Project Management Communication
Authors: Giffin Steve D.
Published: July 2018

A taxonomy of Internet applications has been created to describe the use of the Internet for project management communication. It is based on the technological characteristics of Internet applications, the requirements of project management communication, and the organizational issues associated with using Internet applications. Its dimensions are the sender/receiver synchronization and the relationship between the number of senders and receivers. The taxonomy is populated with six Internet applications that are used commonly in project management communication. The taxonomy is presented as an aid to understanding the capabilities and limitations of Internet applications for different types of project management communication.
Journaling: A Learning Tool for Project Management Training and Team-building
Authors: Loo Robert
Published: July 2018

This paper describes the application of reflective learning journals to promote critical self-awareness. This technique improved both individual and team performance among members in nine management undergraduate teams conducting project management research projects. Qualitative analyses of entries in the journals revealed seven major themes: interpersonal relationships, team communication, stress-time pressures, team vs. individual work, personal criticisms and improvement, lessons learned and future actions to improve one's performance, and evaluation and comments about journaling. Analyses of the journaling evaluation data showed that participants found journaling a useful learning tool. Recommendations are presented for using reflective learning journals as one tool in project management training and team-building.
Evaluation and Selection of Consultants for Design-Build Projects
Authors: Ling Yean Yng , Ofori George , Low Sui Pheng
Published: July 2018

The objective of this paper is to construct a model to assist contractors to select design consultants for design-build (DB) projects. A major survey of DB contractors was conducted to gauge the importance of the 40 attributes identified, through mailed standard questionnaire. The principal finding is that 34 of the 40 attributes identified are important for consultant selection and these were used to construct the Consultant Selection Model. The model was tested by six experts, and found to be robust. The conclusion of this study is that consultants who are selected to undertake DB projects need to excel in task performance and contextual performance. Their fees must be competitive and they must have good relationships with the contractor.
Strategic Planning for a Project Office
Authors: Kerzner Harold
Published: July 2018

Within the last several years, companies have come to realize that the knowledge collected on project management is intellectual property and must be treated as such. The project office concept seems to be the preferred method by companies for the collection, distribution, and updating of the intellectual property. Because this intellectual property can affect all aspects of the business, the project office has been assigned additional responsibilities such as portfolio management and an input into the strategic planning process. The project office also may have the responsibility for benchmarking, administration of tools, and compliance to the project management methodology.
Learning to Reduce Rework in Projects: Analysis of Firm's Organizational Learning and Quality Practices
Authors: Love Peter E.D. , Irani Zahir , Edwards David J.
Published: July 2018

While it is widely recognized that additional costs due to rework can have an adverse effect on firm and project performance, there has been limited empirical research investigating the influencing factors. The research presented in this paper determines if a firm's quality and learning practices influence the level of rework costs incurred in construction projects. Using a questionnaire survey, data was obtained from 161 Australian construction firms about the quality and learning practices employed by companies when delivering construction projects. The data analysis revealed that a firm's quality and learning practices did not significantly influence rework costs in projects. However, factors such as project reviews and external benchmarking were significantly correlated with project schedule growth. The size of the firm was identified as a factor that influenced the extent to which learning practices were implemented. The findings from the firms sampled indicate a low to moderate learning capability, which therefore can hinder their ability to implement best practice and work toward the reduction of rework in projects.
Applying Utility Theory to Risk Management
Authors: Piney Crispin
Published: July 2018

This paper analyzes the shortcomings of applying expected monetary value (EMV) as a tool for assessing risks and response options. It presents a more relevant set of measures based on the subjective view of stakeholders (the “utility function”) and uses these to explain apparently illogical behaviors. The analysis includes the theory of “regret” and extends this concept to include positive (“rejoice”) outcomes as well as after-the-event reviews, for which a “resentment” value is described. The challenge of managing project risk in line with stakeholder expectations requires balancing these three variables.
Earned Value Project Management Method and Extensions
Authors: Anbari Frank T.
Published: July 2018

The earned value project management method integrates three critical elements of project management: scope management, cost management, and time management. It requires the periodic monitoring of actual expenditures and physical scope accomplishments, and allows calculation of cost and schedule variances, along with performance indices. It allows forecasting of project cost and schedule at completion and highlights the possible need for corrective action.

This paper shows the major aspects of the earned value method and presents graphical tools for assessing project performance trends. It provides logical extensions and useful simplifications to enhance the effective application of this important method in project management.
Project Management Learning: What the Literature Has to Say
Authors: Tesch Debbie , Kloppenborg Timothy J. , Stemmer John K.
Published: July 2018

This paper describes the methodology and results of research designed to extract useful professional project management information from recent research literature in the information systems and information technology (IS/IT) fields. The resulting database of 784 journal, thesis, and conference proceedings abstracts represents research from 1999 through 2001 in the IS/IT field related to project management. A lessons learned executive seminar was conducted to allow experienced, active project managers to examine selected findings for lessons learned and research opportunities that might benefit project managers.
State-of-Art and Development Prospects of E-Procurement in the Italian Engineering & Contracting Sector
Authors: Cagno Enrico , Di Giulio Augusto , Trucco Paolo
Published: July 2018

This paper examines the state-of-the-art and development prospects of using e-procurement for projects related to the engineering and contracting (E&C) sector in Italy, through the results of a study carried out during 2001–2002 in collaboration with ANIMP (Italian Association of Industrial Plant Engineering). The companies included in the sample account for 75% of the revenue generated in the sector, (valued at more than $17 billion). Given the globalized reference market and the internationalization of the E&C companies, the results of the study also provide a sound description of the sector's behavior worldwide. Although there are substantial differences between large and medium/small companies, it is evident that a strong information technology (IT) culture has developed at all corporate levels and integrated into working processes, albeit mainly with simpler applications (i.e., e-mail, Web sites, etc). Furthermore, little attention is paid to codesign and coengineering systems, meaning that present e-procurement solutions are limited to the purchase of project materials and systems with low engineering content. The potential savings in adopting e-procurement solutions are estimated to be worth a 7–10% reduction in overall project purchasing costs. This represents at least the 60% of the company annual revenue. Nevertheless, the study highlights ongoing and planned investments that are underfocused, pointing to unconsolidated e-business strategies. The advent of e-procurement is, therefore, likely to lead to profound restructuring of operational practice and the management of internal processes, generating challenges in company culture and personnel training.
Project Success: A Cultural Framework
Authors: Kendra Korin , Taplin Laura J.
Published: July 2018

This paper presents results of a qualitative study of the adoption of Project Management (PM) practices in an Information Technology (IT) division of a large manufacturing company. Structured interviews were used to gather data from a cross section of IT divisional leaders in the company to test and confirm a project management system developed from a literature review of project success factors that have contributed to projects' being on time, on budget, and of high quality. Data analysis using organization development (OD) grounded theory (Strauss and Corbin, 1990) identified common themes and cultural values that exist among the eight participants. Results of this study include the development of cultural framework to improve organization project performance (project success model) based on organization system design methods constructed from sociotechnical system theory (Taylor & Felton, 1993) and open system theory (Emery and Purser, 1996). In addition, the study confirmed the proposed open system design for the successful adoption of project management practices comprised of a project manager, project teams, performance measurement systems, and supporting management practices. An important conclusion from this research was that IT organizations that adopt the confirmed project success model must develop a project management culture based on shared cultural values of the organization's members that support adoption of project management. An implication of this study to the fields of organization development and project management is the confirmation of a project management system that IT organizations, OD practitioners, and project managers can employ to support the adoption of project management practices at both the organizational and project levels.
New Insights into Effort Estimation for Incremental Software Development Projects
Authors: Benediktsson Oddur , Dalcher Darren
Published: July 2018

Incremental software development, the staged delivery of products, offers many benefits compared with more traditional development approaches. Indeed, incremental approaches have been utilized for many years due to the involvement of users, early demonstration of capability, and potential for risk reduction that they offer. However, there appears to have been little work on modeling, planning and controlling incremental development. This paper attempts to introduce a quantitative analytical framework for evaluating such approaches and their economic impacts. The use of a Constructive Cost Model (COCOMO)-style effort framework developed in this paper explores some of the relationships between effort and the number of increments, thereby providing new insights into the economic impact of incremental approaches to software projects.
A Simulation Approach to the PERT/CPM Time-Cost Trade-Off Problem
Authors: Haga Wayne A. , Marold Kathryn A.
Published: July 2018

The traditional method of crashing Project Evaluation and Review Technique (PERT) networks ignores the stochastic nature of activity completion times, reducing the stochastic model to a deterministic Critical Path Method (CPM) model and simply using activity time means in calculations. The project is then arbitrarily crashed to some desired completion date, without consideration for what the penalty for late completion of the project is. Additionally, the method ignores the fact that reducing some activity times may reduce the mean project completion time more than others, due to such factors as bottlenecks. The authors use a computer simulation model to determine the order in which activities should be crashed as well as the optimal crashing strategy for a PERT network to minimize the expected value of the total (crash + overrun) cost, given a specified penalty function for late completion of the project. Three extreme network types are examined, each with two different penalty functions.
Multi-Project Scheduling and Control: A Process-Based Comparative Study of the Critical Chain Methodology and Some Alternatives
Authors: Cohen Izack , Mandelbaum Avishai , Shtub Avraham
Published: July 2018

Critical Chain (CC) is a popular project management technique in many multi-project organizations. It applies the Theory of Constraints (TOC) to offer a practical and easy method for planning, scheduling and control of multi-project systems. While some prior studies examined CC performance for single-project management, little attention has been given to its performance in a multi-project environment. In this paper, we examine the control mechanisms of CC and some alternatives. We demonstrate that, when CC is not enough to prevent projects' lateness, such alternatives may give rise to similar and sometimes better, possibly much better performance.
PERT Scheduling with Resource Constraints Using Qualitative Simulation Graphs
Authors: Ingalls Ricki G. , Morrice Douglas J.
Published: July 2018

The Qualitative Simulation Graph Methodology (QSGM) is well suited to address the Program Evaluation and Review Technique (PERT) scheduling-with-resources problem. In QSGM, all possible scenarios are characterized in the problem. This is called the coverage property. The coverage property of QSGM has two important implications for the PERT scheduling problem. First, it means that all possible schedules are represented. Second, it means that the model can characterize all possible outcomes of a decision that needs to be made in the schedule. This gives rise to the possibility of robust scheduling decisions without the need to rerun the schedule because actual activity durations differ from estimated activity durations.
Through the Looking Glass: Examining Theory Development in Project Management with the Resource-Based View Lens
Authors: Jugdev Kam
Published: July 2018

Project management is a young discipline and young disciplines tend to lack well-developed theories. This paper examines several topics that help with theory development – the use of a common terminology and holistic frameworks, the importance of avoiding tautologies, and the merits of analogies. To guide the process, the paper draws from a recent empirical study that used the Resource-Based View to study project management as a strategic asset. The paper discusses how these four topics that contribute to theory development were managed in the study. Applying theory construction practices enables us to be more aware of the challenges related to research and improves our understanding of variables as used in conceptual and empirical papers. By applying the Resource-Based View to project management, the paper also shows how we can improve our understanding of project management as a source of competitive advantage.
The Impact of Owner Representatives in a Design-Build Construction Environment
Authors: Petersen Denis R. , Murphree E. Lile
Published: July 2018

This research asserts that owner representatives have a positive impact on balancing project constraints such as time, cost, quality, and scope in a design-build construction environment. It further asserts that soft skills are the most important skills for owner representatives on design-build projects. This research focuses on a specific owner representative, the U.S. Army Health Facility Planning Agency, to determine if its project integration concept has a significant impact in balancing constraints on Army healthcare renewal projects. It also illustrates the importance of soft skills for project integrators, as they execute owner representative duties in a design-build environment.
The Influence of a Project Performance Measurement System on the Success of a Contract for Maintaining Motorways and Trunk Roads
Authors: Bryde David James , Brown Dominic
Published: July 2018

This paper reports the attitudes and experiences of project stakeholders working on a contract in the United Kingdom (UK) for the Highways Agency (HA). The agency used these stakeholders to procure construction services for maintaining its roads. During the course of the project, the HA changed its focus from a traditional, compulsory competitive tendering-type (CCT) strategy to one based on the HA's Construction Management Pilot (CMP) scheme. Part of the change involved the HA's introduction of a performance management system (PMS); this system offers a multi-dimensional and multi-observational perspective of success. This paper discusses the benefits of the new strategy and the issues and problems encountered by the HA while implementing the project plan. It also analyzes the contribution of the new PMS to the project strategy.
Why a Critical Path by Any Other Name Would Smell Less Sweet?
Authors: Trietsch Dan
Published: July 2018

To maximize the potential of Critical Chain (CC) to enrich project management practice, I discuss Eliyahu Goldratt's work in the context of his entrepreneurial career. I show that PERT/CPM had been an instance of Goldratt's “Theory of Constraints” (TOC) before Goldratt had articulated it. I also highlight errors and questionable recommendations he made. Nonetheless, CC provides a more holistic approach than the typical practice before. I (1) discuss CC and TOC, including strengths and weaknesses, in the relevant context; (2) provide earlier sources for the major so-called Goldratt innovations; (3) identify opportunities for immediate improvement and future research highlighted by Goldratt's work.
The Project Scheduling Game (PSG): Simulating Time/Cost Trade-Offs in Projects
Authors: Vanhoucke Mario , Vereecke Ann , Gemmel Paul
Published: July 2018

The Project Scheduling Game is an IT-supported simulation game that illustrates the complexity of scheduling a real-life project. The project is based on a sequence of activities for a large real-life project at the Vlaamse Maatschappij voor Watervoorziening, which aims at the expansion of the capacity to produce purified water. The basic problem type that we use in the game has been described in the literature as a CPM (critical path method) network problem, and focuses on the time/cost relationship in each activity of the project. Indeed, by allocating resources to a particular activity, the manager decides about the duration and corresponding cost of each network activity. The manager schedules the project with the negotiated project deadline in mind, focusing on the minimization of the total project cost.
A Comparison of the Behavioral Competencies of Client-Focused and Production-Focused Project Managers in the Construction Sector
Authors: Dainty Andrew , Cheng Mei-I , Moore David
Published: July 2018

The importance of evaluating behaviors as an underpinning component of the project management body of knowledge is widely recognized. This paper reports on research that evaluated the behaviors of two functionally disparate sets of project managers operating within the construction industry. The first comprised those with overall responsibility for the on-site production function (the management contractor), while the second comprised client project managers overseeing project activities on behalf of the procuring organization (client's project managers). The behavioral competencies of both groups were evaluated using the established McBer methodology (cf. Spencer & Spencer, 1993), in which managerial characteristics are measured using behavioral event interviews. A total of 40 superior performing project managers were behaviorally profiled. The findings reveal 11 behaviors that are generic in nature and underpin effectiveness in the project management role, with one additional competency apparently determined by the particular job role context of the project manager. Comparisons are also drawn with the generic management competency profile, which suggests the existence of a range of behaviors specific to the project management discipline. The identification of both generic and job-specific competencies for the project management role has potentially far-reaching implications for the way in which project managers are developed in the future.
Governance Regimes for Large Complex Projects
Authors: Miller Roger , Hobbs Brian
Published: July 2018

This paper presents a framework for building governance regimes for large complex projects. The framework is based on three sources: 1) a re-examination of a study of 60 large capital projects (Miller & Lessard, 2000), 2) the institutional, corporate, and project governance literatures and 3) interviews centered on the revision of the British Private Finance Initiative and on the development of the Norwegian project approval process. The literature tends to treat governance issues as being static, but project development processes and environments are dynamic. The governance regimes must adapt to the specific project and context, deal with emergent complexity, and change as the project development process unfolds. Learning to manage project governance regimes is difficult for organizations that are not involved in great numbers of large complex projects. The framework based on the progressive shaping of the project through the project development life cycle is designed to help overcome this dilemma.
Effective Project Sponsorship an Evaluation of the Role of the Executive Sponsor in Complex Infrastructure Projects by Senior Project Managers
Authors: Helm Jane , Remington Kaye
Published: July 2018

Project management literature frequently refers to the role of the project executive sponsor, but does not address in any great depth the factors contributing to effective project sponsorship, a role increasingly associated with project success. Most research about key project roles addresses either structural or behavioral factors with a definite emphasis on the former. This research attempts to bridge an emerging structural-behavioral schism using an approach based on Grounded Theory, involving in-depth interviews with senior project managers and project directors, all of whom were involved with the management of internal infrastructure projects. Project managers’ assessments of the effectiveness of the role of the executive sponsor are analyzed. The projects under scrutiny have been described by business owners as complex and of medium-to-high risk to the organizations concerned. Analysis of 28 interviews identifies key attributes of successful project sponsorship. Significantly, project managers appear to be exercising a complex range of behavior patterns to compensate for inadequate sponsor support in some projects. Important consequences arise for the organizations concerned if, in the process, inadequate sponsor performance is masked and opportunities for problem-focused conversations between project managers and sponsors are reduced or eliminated.
Searching for Knowledge in the Pmbok® Guide
Authors: Reich Blaize Horner , Wee Siew Yong
Published: July 2018

A promising new topic for researchers who focus on project management is the application of knowledge management concepts as a way to improve project success. In this paper, knowledge management theory is used as a lens to examine the Project Management Institute's A Guide to the Project Management Body of Knowledge (PMBOK® Guide), because this book is globally influential among project managers. Several different theoretical frameworks are used. Results show that the PMBOK® Guide has a strong bias toward explicit and declarative (i.e., “how”) knowledge, and pays less attention to tacit and causal (i.e., “why”) knowledge. Our recommendations outline how the existing structure of the PMBOK® Guide can be preserved while the content is enhanced using knowledge management concepts that have been shown to be influential in enhancing project success.

This is an enhanced and expanded version of a paper presented at the PMI Research Conference 2004 in London, England.
Understanding Project Management Practice through Interpretative and Critical Research Perspectives
Authors: Cicmil Svetlana
Published: July 2018

This paper discusses the possibilities that a qualitative research approach grounded in critical interpretative perspectives of phronetic social science can offer an alternative way of understanding and talking about the practice of project management. Such an approach implies a combination of practical philosophical considerations and concrete empirical analysis of lived experiences and social processes in concrete project settings. Two important issues are addressed: the complex process of this kind of qualitative research, and the nature and practical usefulness of its outcomes. First, the interconnectedness of a number of elements in the process of management research (the focus of inquiry, theoretical tradition used to define the research question, methodological approach to research design, and data collection and interpretation method) is presented as a holistic framework, which is then used to discuss the implications of deploying interpretative and critical methodologies in researching project management practice, skills, and competencies. By providing examples of both the process and outcomes from an illustrative research study, the paper illuminates how the chosen, phronesis-centered approach underpinned by the concepts of “pragmatic epistemology” and “cooperative enquiry” can generate new insights into project managers’ daily coping with the complexity of projects. Further commentary is then provided on how the mainstream, normative prescriptions regarding individual skills and competencies could be combined with the alternative ones that promote intuition, judgment, and social and political virtuosity in local contexts, and integrated to enhance the existing project management training and development schemes.
An Empirical Investigation of the Sponsor's Role in Project Initiation
Authors: Kloppenborg Timothy J. , Tesch Deborah , Manolis Chris , Heitkamp Mark
Published: July 2018

Although most organizational projects have many interested parties or stakeholders, the executive with the fiscal authority, political clout, and personal commitment to see a project through is the project sponsor. Certainly, there are project sponsor tasks associated with the successful completion of a project. Yet, very little research exists that attempts to identify and validate a set of executive sponsor behaviors necessary for successful project implementation. Using a previously established database of project risk avoidance and mitigation strategies that was supplemented by an updated literature search, we examine and classify behaviors associated with the role of a project sponsor. The scope of this exploratory research includes: (1) identifying project sponsor-related behaviors; (2) validating and prioritizing the sponsor behaviors utilizing an established procedure; (3) empirically validating the behaviors; and (4) empirically testing the association of the project sponsor behaviors with various dimensions of project success (project outcomes).