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.
Abdullah Saeed Bani Ali, Frank T. Anbari, William H. Money
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.
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.
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.
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.
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.
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.
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.
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.
This paper describes the methodology and results of content analysis research on culture within the leading project management peer review journals and recent published project management books. A review of 770 journal articles and 93 books was conducted, extending four earlier project management literature reviews while focusing on culture within project management. Emerging from this research are three primary themes: (1) knowledge and awareness of culture is important for project management professionals, (2) the percentage of culture-related articles remained fairly constant with earlier research, and (3) empirical-based project management research continues to be limited.
The analysis of several government defense and intelligence agency large-scale acquisition programs that experienced significant cost and schedule growth shows that several critical factors need to be addressed in the preacquisition phase of the acquisition cycle. These include overzealous advocacy, technology readiness levels, life-cycle cost, schedule details, requirements maturity, acquisition and contract strategy, program office personnel tenure and experience, risk management, systems engineering, and trade studies. The results of this study–which incorporated data from industry responses, government and industry executive interviews, numerous studies, and reports–indicate that early preacquisition activities executed in a rigorous fashion can significantly reduce the risk of cost and schedule growth. In this paper, the root causes of the cost and schedule growth are discussed as well as techniques and alternatives to improve program performance.
Chỉ số ảnh hưởng
Total publication
2
Total citation
191
Avg. Citation
95.5
Impact Factor
0
H-index
2
H-index (5 years)
2
i10
2
i10-index (5 years)
1
Các tạp chí khác
Tạp chí Khoa học Tự nhiên Đại học Quốc gia Thành phố Hồ Chí Minh
Tạp chí Khoa học Kiểm sát
Tạp chí Khoa học Kiến trúc và Xây dựng
Tạp chí Nghiên cứu Khoa học và phát triển Trường Đại học Thành Đô
Tạp chí Khoa học - Công nghệ trong lĩnh vực An toàn thông tin
Tạp chí Phát triển Khoa học và Công nghệ Đại học Quốc gia Thành phố Hồ Chí Minh