Project Management Journal
1938-9507
8756-9728
Mỹ
Cơ quản chủ quản: SAGE Publications Inc.
Lĩnh vực:
Management of Technology and InnovationStrategy and ManagementBusiness and International Management
Phân tích ảnh hưởng
Thông tin về tạp chí
Project Management Journal® publishes research relevant to researchers, reflective practitioners, and organizations from the project, program, and portfolio management fields. Project Management Journal® seeks papers that are of interest to a broad audience.
Các bài báo tiêu biểu
Decision-Making over the Project Life Cycle: An Analytical Hierarchy Approach Modern project management decisions are made in an environment often characterized by complexity, need for flexibility, and inclusion of a decision-maker's subjectivity. Typical project management, private or public, involves making decisions on the allocation of resources, project selection, choice of project managers, bid evaluation, vendor selection, and so forth, in an efficient and timely manner. In this paper, we illustrate how these kinds of decisions can be analyzed via a powerful research-based, multicriteria decision-making technique, the Analytical Hierarchy Process (AHP). Using AHP, the decision problems are delineated into hierarchies in the form of goals, criteria, and alternatives for pairwise comparisons using Expert Choice® software. The judgments are further synthesized to provide ranking of the alternatives for the best choice.
Tập 30 Số 1 - Trang 40-52 - 1999
Project Portfolios in Dynamic Environments: Sources of Uncertainty and Sensing Mechanisms This article addresses the research question: How is uncertainty affecting project portfolios managed in dynamic environments? The management of four portfolios was studied in two large multidivisional corporations. The portfolios were characterized by a high degree of uncertainty and many interdependencies between the projects. The results of this research indicate that the sources of change go beyond the two groups identified in The PMI Standard for Portfolio Management (Project Management Institute, 2006), that is, (a) Portfolio Performance and (b) Business Strategy Changes. The sensing mechanisms put in place by both companies primarily addressed uncertainty related to project scope.
Tập 41 Số 4 - Trang 46-58 - 2010
Impact of Organizational and Project Factors on Acceptance and Usage of Project Management Software and Perceived Project Success This study surveyed 497 participants to determine the factors that affect project professionals’ acceptance of project management software and the perceived impact of software usage on their performance. The study finds that greater information quality and higher project complexity are the dominant factors explaining higher levels of system utilization, that greater system functionality and ease of use have a significant positive relationship with increased software usage, and that a strong positive relationship exists between higher usage of project management software and perceived project managers’ improved performance. Inconsistent with prior research, more training was not found to be associated with project management software usage. The study explains more than 40% of the variation in project management software acceptance and adds project management software usage to project success factors by empirically confirming for the first time that project management software enhances project professionals’ perceived performance and provides a positive impact on the results of their projects. The study provides practical implications for project professionals, their organizations, senior management, decision makers, software developers, and vendors. These findings support the call for further research that investigates the diffusion of information technologies in the project management field and their impact on project success and competitive position.
Tập 39 Số 2 - Trang 5-33 - 2008
Effective Project Management for Strategic Innovation and Change in an Organizational Context Projects are a means of implementing strategy; the relationship of project management to strategic implementation in an organization is explored. Some of the recent project management literature is examined and a case study from the education sector is used to consider how to effectively link project management to organizational strategic processes. Project management techniques have been used very successfully in a wide range of areas. They are routinely applied in IT developments, building, government, and education. Recent thinking has raised questions about how to more closely match the techniques to the nature of individual projects. The nature of different types of projects is explored through consideration of projects involving high levels of change, and/or innovation. By their nature, the final outcomes of such projects are not clearly defined and their execution may require many iterations of development. A means of categorizing projects within an organization is developed. This, along with a set process guidelines, will enable an organization's management to more effectively consider the implications of implementing strategic projects. Monitoring such projects can present problems in an organization when management accountability mechanisms demand results and rigid processes are imposed.
Tập 34 Số 1 - Trang 43-53 - 2003
Project Leadership Influences Resistance to Change: The Case of the Canadian Public Service This article analyzes how leadership affects resistance to change in projects. Using Dulewicz and Higgs' (2005) leadership framework in the context of the Canadian Public Service, types of resistance and factors influencing them were listed, leading to the identification of competence areas for the project manager. It was found that an engaging leadership style, developed through proper training, effectively reduced resistance to change. Other factors, such as the inclusion of affected people in the decisions, as well as a formal project management methodology, were instrumental in reducing resistance. Finally, upper management support was identified to be a mandatory success factor.
Tập 44 Số 4 - Trang 45-64 - 2013
Systematic Biases and Culture in Project Failures Project success rates have improved, and much of the credit can be given to the knowledge, practices, and standards that have contributed to the professionalization of the field. Unfortunately, too many failures still occur. Because many of them can be traced to management and decision-making practices, it might be useful at this stage to explore a set of systematic biases to determine if understanding them can help diagnose and perhaps even prevent failures from occurring. This article begins with a framework identifying the influences on project outcomes, defines the systematic biases that may derail projects, summarizes eight project failures, uses the framework to diagnose those failures, and concludes by suggesting how organizational and project culture may contribute to these very common and natural biases.
Tập 39 Số 4 - Trang 5-16 - 2008
The Changing Bias of Project Management Research: A Consideration of the Literatures and an Application of Extant Theory This paper addresses two important current trends in project management research: the first relating to the changing emphasis of project-based research output, and the second relating to the development of a theory of project management. The first aspect is driven by evidence of a move from process-based research toward the interactions between people and projects. The second involves the alignment of certain aspects of the management of projects with more established theoretical domains. This paper applies a theoretical lens to some elements of the management of project-based work, in order to embed it within more robust theoretical imperatives.
Tập 38 Số 1 - Trang 61-73 - 2007
Forecasting Success on Large Projects: Developing Reliable Scales to Predict Multiple Perspectives by Multiple Stakeholders over Multiple Time Frames Our aim is to develop a set of leading performance indicators to enable managers of large projects to forecast during project execution how various stakeholders will perceive success months or even years into the operation of the output. Large projects have many stakeholders who have different objectives for the project, its output, and the business objectives they will deliver. The output of a large project may have a lifetime that lasts for years, or even decades, and ultimate impacts that go beyond its immediate operation. How different stakeholders perceive success can change with time, and so the project manager needs leading performance indicators that go beyond the traditional triple constraint to forecast how key stakeholders will perceive success months or even years later. In this article, we develop a model for project success that identifies how project stakeholders might perceive success in the months and years following a project. We identify success or failure factors that will facilitate or mitigate against achievement of those success criteria, and a set of potential leading performance indicators that forecast how stakeholders will perceive success during the life of the project's output. We conducted a scale development study with 152 managers of large projects and identified two project success factor scales and seven stakeholder satisfaction scales that can be used by project managers to predict stakeholder satisfaction on projects and so may be used by the managers of large projects for the basis of project control.
Tập 43 Số 5 - Trang 87-99 - 2012
The Current State of Project Management Research: Trends, Interpretations, and Predictions This paper describes the methodology and results of a research effort that identified the project management research published in English since 1960. An annotated bibliography was created of 3,554 articles, papers, dissertations, and government research reports. Trends were identified in each of the nine A Guide to the Project Management Body of Knowledge (PMBOK® Guide) knowledge areas. A workshop was conducted with experienced practitioners to help interpret the identified trends and to predict future directions for project management research.
Tập 33 Số 2 - Trang 5-18 - 2002
The Project Manager's Leadership Style as a Success Factor on Projects: A Literature Review The Project Management Institute has commissioned the authors to conduct research into whether the project manager's leadership style is a success factor on projects, and whether its impact is different on different types of projects. In this paper, we review the literature on the topic. Surprisingly, the literature on project success factors does not typically mention the project manager and his or her leadership style or competence as a success factor on projects. This is in direct contrast to the general management literature, which views effective leadership as a critical success factor in the management of organizations, and has shown that an appropriate leadership style can lead to better performance. Since, unlike most literature on project success factors, project management literature does consider the role of the project manager, we also review what it says about his or her leadership style and competence.
Tập 36 Số 2 - Trang 49-61 - 2005