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D., 2001, Business research methods.",{},{"id":24,"text":497,"url":24,"identifiers":498},"10.1016\u002FS0263-7863(02)00012-1",{"doi":497},{"id":24,"text":500,"url":24,"identifiers":501},"Gareis R., 2005, Happy projects!",{},{"id":24,"text":503,"url":24,"identifiers":504},"Gareis R., 2013, Project management and sustainable development principles.",{},{"id":24,"text":506,"url":24,"identifiers":507},"10.1177\u002F875697280503600403",{"doi":506},{"id":24,"text":509,"url":24,"identifiers":510},"Kerzner H., 1979, Project management: A systems approach to planning, scheduling, and controlling.",{},{"id":24,"text":512,"url":24,"identifiers":513},"Kerzner H., 2009, Project management: A systems approach to planning, scheduling, and controlling.",{},{"id":24,"text":515,"url":24,"identifiers":516},"10.1016\u002Fj.ijproman.2006.04.003",{"doi":515},{"id":24,"text":518,"url":24,"identifiers":519},"10.1016\u002Fj.emj.2007.06.003",{"doi":518},{"id":24,"text":521,"url":24,"identifiers":522},"10.1016\u002F0263-7863(95)00057-7",{"doi":521},{"id":24,"text":524,"url":24,"identifiers":525},"Nunnally J., 1978, Psychometric theory.",{},{"id":24,"text":527,"url":24,"identifiers":528},"10.1037\u002F0021-9010.88.5.879",{"doi":527},{"id":24,"text":530,"url":24,"identifiers":531},"Prabhakar G., 2008, International Journal of Business and Management, 3, 3",{},{"id":24,"text":533,"url":24,"identifiers":534},"Project Management Institute., 2013, A guide to the project management body of knowledge (PMBOK® guide)",{},{"id":24,"text":536,"url":24,"identifiers":537},"Shenhar A., 2007, Reinventing project management: The diamond approach to successful growth and innovation.",{},{"id":24,"text":539,"url":24,"identifiers":540},"Shenhar A. J., 1997, Project Management Journal, 28, 5",{},{"id":24,"text":542,"url":24,"identifiers":543},"10.1002\u002Fpmj.20079",{"doi":542},{"id":24,"text":545,"url":24,"identifiers":546},"Trochim W., 2006, Positivism and post-positivism.",{},{"id":24,"text":548,"url":24,"identifiers":549},"Turner J.R., 2014, The handbook of project-based management, 4",{},{"id":24,"text":551,"url":24,"identifiers":552},"10.4324\u002F9780203891636",{"doi":551},{"id":24,"text":554,"url":24,"identifiers":555},"10.1002\u002Fpmj.21289",{"doi":554},{"id":24,"text":557,"url":24,"identifiers":558},"10.1007\u002Fs40196-012-0002-3",{"doi":557},{"id":24,"text":560,"url":24,"identifiers":561},"10.1108\u002F14635770610709059",{"doi":560},{"id":563,"createTime":564,"updateTime":564,"relativeEntities":565,"slug":566,"properties":567,"entityType":144,"verifyStatus":145,"verifyTime":564,"verifyNote":147,"languages":578,"translateLanguages":24,"viewCount":25,"primaryUrl":579,"fullTextUrl":24,"authors":580,"publicationType":186,"publisherRelationship":598,"citationCount":652,"citationInfo":653,"publishDate":667,"publishYear":654,"citationAnalyzeStatus":23,"lastCitationAnalyze":24,"indexDatabases":668,"openAccess":24,"references":669,"isForceReanalyzing":358},"e1fd85c9-62df-4526-b0dd-fa1ed33d38c3","2024-12-28T00:38:19.473+00:00",[],"The-Logical-Framework-Method-for-Defining-Project-Success",{"openalex":568,"mag":570,"abstract":572,"title":574,"doi":576},{"VOID":569},"W2810788368",{"VOID":571},"2810788368",{"EN":573},"\u003Cjats:p> Project success is a core concept of project management but its definition remains elusive. The project team must have a clear understanding of their project success objectives. This paper uses the logical framework method (LFM) as a foundation for defining project success. Using LFM, four levels of project objectives are identified: goal, purpose, output, and input. It is proposed that project success consists of two components—product success and project management success. Product success deals with goal and purpose; project management success deals with outputs and inputs. \u003C\u002Fjats:p>",{"EN":575},"The Logical Framework Method for Defining Project Success",{"VOID":577},"10.1177\u002F875697289903000405",[149],"https:\u002F\u002Fjournals.sagepub.com\u002Fdoi\u002F10.1177\u002F875697289903000405",[581],{"id":582,"sortIndex":25,"researcher":24,"roles":583,"affiliations":584,"properties":593,"displayName":595,"givenName":24,"familyName":24},"b22a3b97-64b2-43b6-8a2c-60c11e4046fc",[],[585],{"id":586,"sortIndex":25,"affiliation":587,"properties":24},"159f76e7-cc20-4d8f-8328-3251e8c06927",{"id":586,"createTime":24,"updateTime":24,"relativeEntities":588,"slug":24,"properties":589,"entityType":24,"verifyStatus":24,"verifyTime":24,"verifyNote":24,"languages":24,"translateLanguages":24,"viewCount":24,"url":24,"parentIds":592,"statistic":24},[],{"title":590},{"EN":591},"Curtin University of Technology, School of Architecture, Construction and Planning, GPO Box U 1987, Perth 6845 Western Australia",[],{"title":594,"openalex":596},{"EN":595},"David Baccarini",{"VOID":597},"A5062640486",{"url":24,"publisher":599,"properties":645},{"id":6,"createTime":7,"updateTime":8,"relativeEntities":600,"slug":10,"properties":601,"entityType":22,"verifyStatus":23,"verifyTime":24,"verifyNote":24,"languages":24,"translateLanguages":24,"viewCount":25,"subjectFields":606,"manageAffiliations":619,"indexDatabases":625,"url":90,"thumbnailPath":24,"statistic":640,"gsStatistic":24,"type":24,"analyzePriority":24},[],{"country":602,"eissn":603,"issn":604,"title":605},{"VOID":13},{"VOID":15},{"VOID":17},{"EN":19},[607,611,615],{"id":28,"createTime":24,"updateTime":24,"relativeEntities":608,"label":609,"description":610,"parentId":24,"standard":24,"scholarHubFieldId":24},[],{"EN":31},{},{"id":34,"createTime":24,"updateTime":24,"relativeEntities":612,"label":613,"description":614,"parentId":24,"standard":24,"scholarHubFieldId":24},[],{"EN":37},{},{"id":40,"createTime":24,"updateTime":24,"relativeEntities":616,"label":617,"description":618,"parentId":24,"standard":24,"scholarHubFieldId":24},[],{"EN":43},{},[620],{"id":47,"createTime":24,"updateTime":24,"relativeEntities":621,"slug":24,"properties":622,"entityType":24,"verifyStatus":24,"verifyTime":24,"verifyNote":24,"languages":24,"translateLanguages":24,"viewCount":24,"url":24,"parentIds":624,"statistic":24},[],{"title":623},{"EN":51},[],[626,633],{"id":55,"indexDatabase":627,"url":66,"indexYears":67,"academicFieldIds":632,"indexDatabaseRanking":72},{"id":57,"createTime":24,"updateTime":24,"relativeEntities":628,"label":629,"description":630,"key":63,"publicationTags":631,"standard":24},[],{"EN":60,"VI":60},{"EN":60,"VI":62},[65],[69,70,71],{"id":74,"indexDatabase":634,"url":87,"indexYears":24,"academicFieldIds":639,"indexDatabaseRanking":24},{"id":76,"createTime":24,"updateTime":24,"relativeEntities":635,"label":636,"description":637,"key":83,"publicationTags":638,"standard":24},[],{"EN":79,"VI":79},{"EN":81,"VI":82},[85,86],[89],{"impactFactor":25,"impactFactorByYear":641,"i10Index":100,"i10IndexLast5Year":101,"totalPublication":100,"totalPublicationByYear":642,"totalCitation":104,"totalCitationByYear":643,"totalCitationPerPublication":116,"totalCitationPerPublicationByYear":644,"hindexLast5Year":100,"hindex":100},{"2012":93,"2013":94,"2014":95,"2015":96,"2018":97,"2019":94,"2021":98,"2022":99},{"2002":103,"2003":101,"2005":103,"2007":101,"2008":97,"2010":101,"2012":101,"2013":101,"2017":101,"2020":101},{"2002":106,"2003":107,"2005":108,"2007":109,"2008":110,"2010":111,"2012":112,"2013":113,"2017":114,"2020":115},{"2002":118,"2003":107,"2005":119,"2007":109,"2008":120,"2010":111,"2012":112,"2013":113,"2017":114,"2020":115},{"issue":646,"pages":648,"volume":650},{"VOID":647},"4",{"VOID":649},"25-32",{"VOID":651},"30",1113,{"total":652,"publishYear":654,"statisticByYear":655},1999,{"2012":656,"2013":657,"2014":658,"2015":659,"2016":660,"2017":661,"2018":662,"2019":663,"2020":664,"2021":113,"2022":665,"2023":661,"2024":666},61,76,79,60,74,59,104,67,46,58,40,"1999-12-01",[85],[670,673,676,679,682,685,688,691,694,697,700,703,706,709,712,715,718,721,724,727,729,732,735,738,741,744,747,750,753,756,759,762,765],{"id":24,"text":671,"url":24,"identifiers":672},"Archibald R.D., 1992, Managing high-technology programs and projects.",{},{"id":24,"text":674,"url":24,"identifiers":675},"Baker B.N., 1988, Project management handbook, 902",{},{"id":24,"text":677,"url":24,"identifiers":678},"10.1016\u002FS0263-7863(97)00011-2",{"doi":677},{"id":24,"text":680,"url":24,"identifiers":681},"Cleland D.I., 1986, Measuring success: The owner's viewpoint.",{},{"id":24,"text":683,"url":24,"identifiers":684},"10.1016\u002F0019-8501(87)90029-0",{"doi":683},{"id":24,"text":686,"url":24,"identifiers":687},"Couillard J., 1995, Project Management Journal, 26, 3",{},{"id":24,"text":689,"url":24,"identifiers":690},"Couillard J., 1995, Using the logical framework method to develop work breakdown structures.",{},{"id":24,"text":692,"url":24,"identifiers":693},"Davis K.H., 1995, Logical framework analysis: A methodology to turn vision into reality.",{},{"id":24,"text":695,"url":24,"identifiers":696},"10.1016\u002F0263-7863(88)90043-9",{"doi":695},{"id":24,"text":698,"url":24,"identifiers":699},"Einsiedel A.A., 1984, Improving project management—A self-instructional manual.",{},{"id":24,"text":701,"url":24,"identifiers":702},"Freeman M., 1992, Project Management Journal, 23, 8",{},{"id":24,"text":704,"url":24,"identifiers":705},"Hartman F., 1996, Failed success and failures.",{},{"id":24,"text":707,"url":24,"identifiers":708},"Internal Organisation for Standardization (ISO)., 1997, ISO 10006: Quality management—Guidelines to quality in project management.",{},{"id":24,"text":710,"url":24,"identifiers":711},"Kerzner H., 1992, Project management: A systems approach to planning, scheduling and controlling.",{},{"id":24,"text":713,"url":24,"identifiers":714},"Lientz B.P., 1995, Project management for the 21st century.",{},{"id":24,"text":716,"url":24,"identifiers":717},"10.1080\u002F014461998372493",{"doi":716},{"id":24,"text":719,"url":24,"identifiers":720},"McCoy F.A., 1986, Measuring success: Establishing and maintaining a baseline.",{},{"id":24,"text":722,"url":24,"identifiers":723},"Might R.J., 1985, IEEE Transactions in Engineering Management, EM, 32",{},{"id":24,"text":725,"url":24,"identifiers":726},"Morris P.W.G., 1987, The anatomy of major projects.",{},{"id":24,"text":521,"url":24,"identifiers":728},{"doi":521},{"id":24,"text":730,"url":24,"identifiers":731},"Pinto J.K., 1998, Field guide to project management, 13",{},{"id":24,"text":733,"url":24,"identifiers":734},"Pinto J.K., 1988, Project management handbook, 479",{},{"id":24,"text":736,"url":24,"identifiers":737},"Project Management Institute., 1996, A Guide to the Project Management Body of Knowledge.",{},{"id":24,"text":739,"url":24,"identifiers":740},"Project Management Institute., 1998, PMI Today, 1",{},{"id":24,"text":742,"url":24,"identifiers":743},"Shenhar A.J., 1997, Project Management Journal, 28, 5",{},{"id":24,"text":745,"url":24,"identifiers":746},"StuckenbruckL. (1986). Who determines project success? PMI Annual Seminar & Symposium, Montreal, 85–93.",{},{"id":24,"text":748,"url":24,"identifiers":749},"TumanJ. (1986). Success modeling: A technique for building a winning project team. PMI Annual Seminar & Symposium, Montreal, 94–108.",{},{"id":24,"text":751,"url":24,"identifiers":752},"Turner J.R., 1993, The handbook of project-based management—Improving the processes for achieving strategic objectives.",{},{"id":24,"text":754,"url":24,"identifiers":755},"10.1016\u002F0263-7863(95)00020-Q",{"doi":754},{"id":24,"text":757,"url":24,"identifiers":758},"10.1016\u002FS0263-7863(97)00022-7",{"doi":757},{"id":24,"text":760,"url":24,"identifiers":761},"10.1177\u002F875697289802900301",{"doi":760},{"id":24,"text":763,"url":24,"identifiers":764},"Wideman R.M., 1998, Field guide to project management, 212",{},{"id":24,"text":766,"url":24,"identifiers":767},"YoukerR. (1993). Defining the hierarchy of project objectives. PMI Annual Seminar & Symposium, San Diego, 78–83.",{},{"id":769,"createTime":770,"updateTime":771,"relativeEntities":772,"slug":773,"properties":774,"entityType":144,"verifyStatus":145,"verifyTime":770,"verifyNote":147,"languages":788,"translateLanguages":789,"viewCount":25,"primaryUrl":791,"fullTextUrl":24,"authors":792,"publicationType":186,"publisherRelationship":826,"citationCount":112,"citationInfo":880,"publishDate":891,"publishYear":881,"citationAnalyzeStatus":23,"lastCitationAnalyze":24,"indexDatabases":892,"openAccess":24,"references":893,"isForceReanalyzing":358},"b036b775-09fa-4515-868a-7c6635500adc","2024-09-17T20:53:22.530+00:00","2024-12-26T01:39:34.513+00:00",[],"Forecasting-Success-on-Large-Projects-Developing-Reliable-Scales-to-Predict-Multiple-Perspectives-by-Multiple-Stakeholders-over-Multiple-Time-Frames",{"openalex":775,"mag":777,"abstract":779,"title":782,"keywords":785,"doi":787},{"VOID":776},"W2034377441",{"VOID":778},"2034377441",{"EN":780,"VI":781},"\u003Cjats:p> 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. \u003C\u002Fjats:p>","\u003Cjats:p> Mục tiêu của chúng tôi là phát triển một bộ chỉ số hiệu suất hàng đầu để cho phép các nhà quản lý dự án lớn dự đoán trong quá trình thực hiện dự án rằng các bên liên quan sẽ đánh giá thành công như thế nào trong nhiều tháng hoặc thậm chí nhiều năm tới sau khi đầu ra hoạt động. Các dự án lớn có nhiều bên liên quan với các mục tiêu khác nhau đối với dự án, đầu ra và mục tiêu kinh doanh mà họ sẽ thực hiện. Đầu ra của một dự án lớn có thể kéo dài nhiều năm, hoặc thậm chí nhiều thập kỷ, và có tác động đến cuối cùng vượt ra ngoài hoạt động ngay lập tức của nó. Cách các bên liên quan khác nhau đánh giá thành công có thể thay đổi theo thời gian, do đó nhà quản lý dự án cần các chỉ số hiệu suất hàng đầu vượt ra ngoài ràng buộc ba chất lượng truyền thống để dự đoán xem các bên liên quan chính sẽ đánh giá thành công như thế nào trong nhiều tháng hoặc thậm chí nhiều năm tới. Trong bài báo này, chúng tôi phát triển một mô hình cho thành công dự án để xác định cách các bên liên quan đến dự án có thể đánh giá thành công trong nhiều tháng và năm sau khi một dự án hoàn thành. Chúng tôi xác định các yếu tố thành công hoặc thất bại sẽ tạo điều kiện hoặc làm giảm sự đạt được các tiêu chí thành công đó và một bộ chỉ số hiệu suất hàng đầu có thể dự đoán cách các bên liên quan sẽ đánh giá thành công trong suốt vòng đời của đầu ra dự án. Chúng tôi đã thực hiện một nghiên cứu phát triển thang đo với 152 quản lý dự án lớn và xác định hai thang đo yếu tố thành công của dự án và bảy thang đo sự hài lòng của bên liên quan mà có thể được nhà quản lý dự án sử dụng để dự đoán sự hài lòng của bên liên quan với các dự án, do đó, có thể được sử dụng bởi các nhà quản lý dự án lớn làm cơ sở điều khiển dự án. \u003C\u002Fjats:p>",{"EN":783,"VI":784},"Forecasting Success on Large Projects: Developing Reliable Scales to Predict Multiple Perspectives by Multiple Stakeholders over Multiple Time Frames","Dự báo thành công trên các dự án lớn: Phát triển thang đo đáng tin cậy để dự đoán đa quan điểm của nhiều bên liên quan qua nhiều khung thời gian",{"VI":786},"Quản lý dự án, chỉ số hiệu suất hàng đầu, thành công dự án, sự hài lòng của bên liên quan, yếu tố thành công dự án, dự báo, dự án lớn, thang đo đáng tin 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(1973). Alternate methods of project scheduling with limited resources (pp. 767–784). 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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. \u003C\u002Fjats:p>",{"EN":1366},"Project Portfolios in Dynamic Environments: Sources of Uncertainty and Sensing Mechanisms",{"VOID":1368},"10.1002\u002Fpmj.20201",[149],"http:\u002F\u002Fjournals.sagepub.com\u002Fdoi\u002F10.1002\u002Fpmj.20201",[1372,1391],{"id":1373,"sortIndex":25,"researcher":24,"roles":1374,"affiliations":1375,"properties":1384,"displayName":1388,"givenName":24,"familyName":24},"82c36263-d599-4f9c-9f6c-973fbb1328f4",[],[1376],{"id":1377,"sortIndex":25,"affiliation":1378,"properties":24},"e4117d20-34af-4711-b326-1a550ea4a691",{"id":1377,"createTime":24,"updateTime":24,"relativeEntities":1379,"slug":24,"properties":1380,"entityType":24,"verifyStatus":24,"verifyTime":24,"verifyNote":24,"languages":24,"translateLanguages":24,"viewCount":24,"url":24,"parentIds":1383,"statistic":24},[],{"title":1381},{"VI":1382},"University of Quebec at Montreal, Montreal, 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S., 2008, Rethinking project management: An organisational perspective.",{},{"id":24,"text":1472,"url":24,"identifiers":1473},"Association for Project Management., 2006, APM body of knowledge project management, 5",{},{"id":24,"text":1475,"url":24,"identifiers":1476},"10.1287\u002Fmnsc.21.10.1164",{"doi":1475},{"id":24,"text":1478,"url":24,"identifiers":1479},"Bank for International Settlements., 2009, Basel II: Revised international capital framework.",{},{"id":24,"text":1481,"url":24,"identifiers":1482},"Chapman C. B., 1997, Project risk management: Processes, techniques, and insights.",{},{"id":24,"text":1484,"url":24,"identifiers":1485},"Cleden D., 2009, Managing project uncertainty.",{},{"id":24,"text":485,"url":24,"identifiers":1487},{"doi":485},{"id":24,"text":1489,"url":24,"identifiers":1490},"Cooper R. G., 2001, Portfolio management for new products, 2",{},{"id":24,"text":1492,"url":24,"identifiers":1493},"Daft R. 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J., 2009, Dynamic capabilities & strategic management—Organizing for innovation and growth.",{},{"id":24,"text":1588,"url":24,"identifiers":1589},"10.1016\u002FS0263-7863(01)00080-1",{"doi":1588},{"id":24,"text":1591,"url":24,"identifiers":1592},"Weick K. E., 1969, The social psychology of organizing.",{},{"id":24,"text":1594,"url":24,"identifiers":1595},"Weick K. E., 2001, Making sense of the organization.",{},{"id":24,"text":1597,"url":24,"identifiers":1598},"Wideman R. M., 1992, Project and program risk management a guide to managing project risks and opportunities",{},{"id":24,"text":1600,"url":24,"identifiers":1601},"10.1002\u002Fsmj.318",{"doi":1600},{"id":24,"text":1603,"url":24,"identifiers":1604},"Yin R. K., 2003, Case study research—Design and methods, 5, 3",{},{"id":24,"text":1606,"url":24,"identifiers":1607},"10.1287\u002Forsc.13.3.339.2780",{"doi":1606},{"id":1609,"createTime":1610,"updateTime":1610,"relativeEntities":1611,"slug":1612,"properties":1613,"entityType":144,"verifyStatus":145,"verifyTime":1624,"verifyNote":147,"languages":1625,"translateLanguages":24,"viewCount":25,"primaryUrl":1626,"fullTextUrl":24,"authors":1627,"publicationType":186,"publisherRelationship":1677,"citationCount":1730,"citationInfo":1731,"publishDate":1735,"publishYear":1732,"citationAnalyzeStatus":23,"lastCitationAnalyze":24,"indexDatabases":1736,"openAccess":24,"references":1737,"isForceReanalyzing":358},"511312f9-8386-472b-9c79-ae90e0d4f2fa","2024-09-17T20:53:37.231+00:00",[],"Impact-of-Organizational-and-Project-Factors-on-Acceptance-and-Usage-of-Project-Management-Software-and-Perceived-Project-Success",{"openalex":1614,"mag":1616,"abstract":1618,"title":1620,"doi":1622},{"VOID":1615},"W1993153161",{"VOID":1617},"1993153161",{"EN":1619},"\u003Cjats:p> 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. \u003C\u002Fjats:p>",{"EN":1621},"Impact of Organizational and Project Factors on Acceptance and Usage of Project Management Software and Perceived Project Success",{"VOID":1623},"10.1002\u002Fpmj.20041","2024-09-17T20:53:37.230+00:00",[149],"http:\u002F\u002Fjournals.sagepub.com\u002Fdoi\u002F10.1002\u002Fpmj.20041",[1628,1645,1662],{"id":1629,"sortIndex":25,"researcher":24,"roles":1630,"affiliations":1631,"properties":1640,"displayName":1642,"givenName":24,"familyName":24},"60e8b5fb-bd71-43f4-8aad-7e26e62e253b",[],[1632],{"id":1633,"sortIndex":25,"affiliation":1634,"properties":24},"b101c480-0367-484d-b573-9be387ad64f9",{"id":1633,"createTime":24,"updateTime":24,"relativeEntities":1635,"slug":24,"properties":1636,"entityType":24,"verifyStatus":24,"verifyTime":24,"verifyNote":24,"languages":24,"translateLanguages":24,"viewCount":24,"url":24,"parentIds":1639,"statistic":24},[],{"title":1637},{"EN":1638},"Ministry of Interior, Riyadh, Saudi Arabia",[],{"title":1641,"openalex":1643},{"EN":1642},"Abdullah Saeed Bani Ali",{"VOID":1644},"A5050445917",{"id":1646,"sortIndex":101,"researcher":24,"roles":1647,"affiliations":1648,"properties":1657,"displayName":1659,"givenName":24,"familyName":24},"12b9aefc-d93d-4876-a8bc-02f377e34e52",[],[1649],{"id":1650,"sortIndex":25,"affiliation":1651,"properties":24},"a551014c-7710-42da-b758-9d91fb904213",{"id":1650,"createTime":24,"updateTime":24,"relativeEntities":1652,"slug":24,"properties":1653,"entityType":24,"verifyStatus":24,"verifyTime":24,"verifyNote":24,"languages":24,"translateLanguages":24,"viewCount":24,"url":24,"parentIds":1656,"statistic":24},[],{"title":1654},{"EN":1655},"The George Washington University Washington DC. 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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. \u003C\u002Fjats:p>\u003Cjats:p> The nature of different types of projects is explored through consideration of projects involving high levels of change, and\u002For innovation. By their nature, the final outcomes of such projects are not clearly defined and their execution may require many iterations of development. \u003C\u002Fjats:p>\u003Cjats:p> 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. 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