This article contributes to the understanding of project management offices (PMOs) from the current momentum towards large-scale agile frameworks (LSAFs) as the dominating approach to organizing development projects. LSAFs embrace many typical PMO responsibilities; however, this study highlights that PMOs receive new and tentatively critical responsibilities when moving from a stakeholder position (ISO 21500) to (re-)institutionalizing as a core element in the project governance of enterprises. Essential PMO roles can be top-management alignment and reporting, cross-project coordination, funding and staffing, controlling, and external management of “political” and organizational matters. The research limitations relate to the use of Denmark as the key setting and the targeting of mostly larger companies and larger projects.
{"title":"Reinstitutionalization of Project Management Offices by Large-Scale Agile Frameworks","authors":"M. Kadenic, Torben Tambo","doi":"10.19255/JMPM02607","DOIUrl":"https://doi.org/10.19255/JMPM02607","url":null,"abstract":"This article contributes to the understanding of project management offices (PMOs) from the current momentum towards large-scale agile frameworks (LSAFs) as the dominating approach to organizing development projects. LSAFs embrace many typical PMO responsibilities; however, this study highlights that PMOs receive new and tentatively critical responsibilities when moving from a stakeholder position (ISO 21500) to (re-)institutionalizing as a core element in the project governance of enterprises. Essential PMO roles can be top-management alignment and reporting, cross-project coordination, funding and staffing, controlling, and external management of “political” and organizational matters. The research limitations relate to the use of Denmark as the key setting and the targeting of mostly larger companies and larger projects.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"13 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-05-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133594492","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
We investigate the performance of students in a Data-driven Project Management course module that consists of several realistic case studies derived from the book “The data-driven project manager: A statistical battle against project obstacles” (Vanhoucke 2018). Based on case study evaluations, we monitor the students’ level for various technical and non-technical skills. We identify and classify seven project management skills in management literature and, subsequently, we statistically investigate the link between these skills and the student performance during the course module. Also, a model to incorporate these skills in the Dynamic Scheduling framework is proposed and validated using Structural Equation Modeling. The results indicate that planning is key for good risk analysis and project control, and show that both types of skills are important for successful project management.
{"title":"Essential Skills for Data-driven Project Management: A classroom teaching experiment","authors":"Tom Servranckx, M. Vanhoucke","doi":"10.19255/JMPM02609","DOIUrl":"https://doi.org/10.19255/JMPM02609","url":null,"abstract":"We investigate the performance of students in a Data-driven Project Management course module that consists of several realistic case studies derived from the book “The data-driven project manager: A statistical battle against project obstacles” (Vanhoucke 2018). Based on case study evaluations, we monitor the students’ level for various technical and non-technical skills. We identify and classify seven project management skills in management literature and, subsequently, we statistically investigate the link between these skills and the student performance during the course module. Also, a model to incorporate these skills in the Dynamic Scheduling framework is proposed and validated using Structural Equation Modeling. The results indicate that planning is key for good risk analysis and project control, and show that both types of skills are important for successful project management.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"7 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-05-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132748811","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
F. Serra, Isabel Cristina Scafuto, L. Vils, M. S. Mattos
The project management (PM) has gained relevance in organizations for being considered a tool that increases the efficiency of the projects, allowing a better control of costs, schedule and quality of projects managed under the methodology. The traditional definition of success in PM is based on the triple constraint (cost/timeline/scope), for every type of project executed. In contrast to this approach arises the adaptive approach suggested by authors who advocate that each project must be measured and managed in a different way. Within this approach include the view that the project manager must assume the role of a team leader, and that human and relational issues are relevant to the performance of the project. This work consists of an explanatory and quantitative research that relates critical success of success with leadership skills. To define the capacities to be studied, four leadership theories served as the basis for the study. The results demonstrate that the leadership skills of the project manager impact significantly some critical factors of success, while others were not impacted. The comprehension about how the leadership skills of the project manager impact the critical factors of success of the project, can both bring greater effectiveness in the recruitment process, development and direction of project managers career, as well as assisting organizations and managers who use techniques and tools of project management to better assess and define critical factor of success of the projects. To the project managers, this work can assist in the understanding of how to mobilize their leadership skills in a more results and superior performance in their projects.
{"title":"Skills and Project Managers: Relationship between Personal Characteristics and Performance Indicators","authors":"F. Serra, Isabel Cristina Scafuto, L. Vils, M. S. Mattos","doi":"10.19255/JMPM02602","DOIUrl":"https://doi.org/10.19255/JMPM02602","url":null,"abstract":"The project management (PM) has gained relevance in organizations for being considered a tool that increases the efficiency of the projects, allowing a better control of costs, schedule and quality of projects managed under the methodology. The traditional definition of success in PM is based on the triple constraint (cost/timeline/scope), for every type of project executed. In contrast to this approach arises the adaptive approach suggested by authors who advocate that each project must be measured and managed in a different way. Within this approach include the view that the project manager must assume the role of a team leader, and that human and relational issues are relevant to the performance of the project. This work consists of an explanatory and quantitative research that relates critical success of success with leadership skills. To define the capacities to be studied, four leadership theories served as the basis for the study. The results demonstrate that the leadership skills of the project manager impact significantly some critical factors of success, while others were not impacted. The comprehension about how the leadership skills of the project manager impact the critical factors of success of the project, can both bring greater effectiveness in the recruitment process, development and direction of project managers career, as well as assisting organizations and managers who use techniques and tools of project management to better assess and define critical factor of success of the projects. To the project managers, this work can assist in the understanding of how to mobilize their leadership skills in a more results and superior performance in their projects.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"3 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-05-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134152809","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Labor cost takes a central place during the operation of a company's activities due to its high monetary value and importance on its production. This is one of the priority questions on how to minimize labor costs and improve efficiency of workers. Timeframe, quality and works delivery on time are the most significant factors for project development. It is highly dependable on the efficiency of resources, factors related to its performance. When it comes to actual work and execution on site, work which executed by less qualified technicians or managers with irrelevant or not sufficient enough knowledge and experience may result in a low quality of work, mistakes which may need to be recovered on a later stages creating delays in a project schedule, additional cost, resources, project failure. This research we will be emphasizing on optimization of activities related to a construction field and on how to measure, execute, allocate available or proposed resources to a specific task to achieve a required level of performance.
{"title":"Project Resource Optimization Considering Labor Productivity Factors","authors":"Kamal Jaafar, Roman Shaylo","doi":"10.19255/JMPM02603","DOIUrl":"https://doi.org/10.19255/JMPM02603","url":null,"abstract":"Labor cost takes a central place during the operation of a company's activities due to its high monetary value and importance on its production. This is one of the priority questions on how to minimize labor costs and improve efficiency of workers. Timeframe, quality and works delivery on time are the most significant factors for project development. It is highly dependable on the efficiency of resources, factors related to its performance. When it comes to actual work and execution on site, work which executed by less qualified technicians or managers with irrelevant or not sufficient enough knowledge and experience may result in a low quality of work, mistakes which may need to be recovered on a later stages creating delays in a project schedule, additional cost, resources, project failure. This research we will be emphasizing on optimization of activities related to a construction field and on how to measure, execute, allocate available or proposed resources to a specific task to achieve a required level of performance.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"87 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-05-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121282411","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Currently, the increase in relational project contracts and integrated project deliveries indicates that companies should collaborate to facilitate more effective project delivery in industrial projects. Collaborative project identity is considered a core concept in the evaluation of processes involved in collaborations between industrial projects. The concept implies that a single identity, one in which collaborative values, collaborative working practices and cooperation are central, is beneficial to a project organisation’s self-image and can distinguish the organisation from other project organisations. Therefore, this research aims to examine the processes involved in the formation of collaborative project identity in an industrial project. This identity cultivates a sense of joint belonging and a culture of cooperation that contributes to the success of a project. In order to acquire an in-depth understanding of this phenomenon, two projects were qualitatively researched as a case study of the processes involved in the formation of collaborative project identity in the delivery of an industrial project. More specifically, organisational documents, project materials, workshop materials, project websites and interviews were used as data collection sources. The findings of this study revealed five steps in the formation of collaborative project identity: (1) establishing a collaborative sense of meaning and purpose; (2) establishing a sense of shared responsibility; (3) building mutual trust among all participants; (4) Establishing workforce diversity; and (5) designing appropriate collaborative project management information systems. These research results could be used to support the development and management of high-performing collaborative project teams. They could additionally assist collaborative project organisations in actualising the innovation potential of all participants collaborating in joint projects – in the best interest of the project.
{"title":"Collaborative Project Identity Formation Process in Complex Projects","authors":"Emmanuel Nyameke, H. Haapasalo, K. Aaltonen","doi":"10.19255/JMPM02612","DOIUrl":"https://doi.org/10.19255/JMPM02612","url":null,"abstract":"Currently, the increase in relational project contracts and integrated project deliveries indicates that companies should collaborate to facilitate more effective project delivery in industrial projects. Collaborative project identity is considered a core concept in the evaluation of processes involved in collaborations between industrial projects. The concept implies that a single identity, one in which collaborative values, collaborative working practices and cooperation are central, is beneficial to a project organisation’s self-image and can distinguish the organisation from other project organisations. Therefore, this research aims to examine the processes involved in the formation of collaborative project identity in an industrial project. This identity cultivates a sense of joint belonging and a culture of cooperation that contributes to the success of a project. In order to acquire an in-depth understanding of this phenomenon, two projects were qualitatively researched as a case study of the processes involved in the formation of collaborative project identity in the delivery of an industrial project. More specifically, organisational documents, project materials, workshop materials, project websites and interviews were used as data collection sources. The findings of this study revealed five steps in the formation of collaborative project identity: (1) establishing a collaborative sense of meaning and purpose; (2) establishing a sense of shared responsibility; (3) building mutual trust among all participants; (4) Establishing workforce diversity; and (5) designing appropriate collaborative project management information systems. These research results could be used to support the development and management of high-performing collaborative project teams. They could additionally assist collaborative project organisations in actualising the innovation potential of all participants collaborating in joint projects – in the best interest of the project.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"47 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-05-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132052284","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The purpose of this article is to explore the relationship of information technology (IT) governance practices and stakeholder management within global IT projects. Having IT governance in place is one thing, but practicability in the project is another challenge for project managers. While the practice of governance is still a challenge to implement, stakeholder management within the context of IT governance adds complexity to managing local and foreign stakeholders that span country borders. This article provides an understanding of how IT governance and stakeholder management are inseparable when implementing global IT projects. Interviews were used to determine the industry best practices for multinational organisations and project practitioners’ experience in the implementation of global IT projects. The results highlight the link between stakeholder management and specific IT governance practices for proactively implementing global IT projects. A relationship management approach for project managers and other key project players to link both IT governance and stakeholder engagement is required. From a practical standpoint, the study explored the practitioners’ experience and practices of IT governance implementation in line with stakeholder management in various global IT projects.
{"title":"Information technology governance practices and stakeholder management: A multinational organisational perspective","authors":"Augustine Mutakyahwa, C. Marnewick","doi":"10.19255/JMPM02608","DOIUrl":"https://doi.org/10.19255/JMPM02608","url":null,"abstract":"The purpose of this article is to explore the relationship of information technology (IT) governance practices and stakeholder management within global IT projects. Having IT governance in place is one thing, but practicability in the project is another challenge for project managers. While the practice of governance is still a challenge to implement, stakeholder management within the context of IT governance adds complexity to managing local and foreign stakeholders that span country borders. This article provides an understanding of how IT governance and stakeholder management are inseparable when implementing global IT projects. Interviews were used to determine the industry best practices for multinational organisations and project practitioners’ experience in the implementation of global IT projects. The results highlight the link between stakeholder management and specific IT governance practices for proactively implementing global IT projects. A relationship management approach for project managers and other key project players to link both IT governance and stakeholder engagement is required. From a practical standpoint, the study explored the practitioners’ experience and practices of IT governance implementation in line with stakeholder management in various global IT projects.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"29 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-05-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127870194","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This article examines PMBOK version six applicability in agile IT projects. Based on existing scientific research about troubling compatibility of PMBOK processes and agile frameworks, enhancements of five critical project processes are postulated. These process enhancements often focus on time-limited disruptions of agile actions and a separation of macro- and micro-management between agile developments and project management practices. To verify the effectiveness of such enhancement approaches, a quantitative survey explores the applicability and current state of usage. Results show that most proposed solutions are currently not widely used in IT project management although practitioners have evaluated them as useful. However, participants tend to increase the use when understanding more about the solutions. In combination with the discovered positive rating of the effectiveness of enhancement approaches, it can be summarized that the improvement approaches are a well-perceived step towards the enhancement of PMBOK processes in agile developed IT projects.
{"title":"Agile Enhancement of Critical PMBoK v6 Processes","authors":"Philipp Rosenberer, J. Tick","doi":"10.19255/JMPM02613","DOIUrl":"https://doi.org/10.19255/JMPM02613","url":null,"abstract":"This article examines PMBOK version six applicability in agile IT projects. Based on existing scientific research about troubling compatibility of PMBOK processes and agile frameworks, enhancements of five critical project processes are postulated. These process enhancements often focus on time-limited disruptions of agile actions and a separation of macro- and micro-management between agile developments and project management practices. To verify the effectiveness of such enhancement approaches, a quantitative survey explores the applicability and current state of usage. Results show that most proposed solutions are currently not widely used in IT project management although practitioners have evaluated them as useful. However, participants tend to increase the use when understanding more about the solutions. In combination with the discovered positive rating of the effectiveness of enhancement approaches, it can be summarized that the improvement approaches are a well-perceived step towards the enhancement of PMBOK processes in agile developed IT projects.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"38 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-05-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116036083","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Added value from projects doesn’t depend only on the temporary organization; rather it is deeply modulated by the actions undertaken by the permanent organization that have defined the project and will transform the project deliverables in outcomes, and then in organizational benefits. Research has introduced the role of the project owner as an organizational capability to realize benefits. Based on a case study, this paper aims at analyzing the organizational enablers allowing the adoption of the project owner role for the benefit realization. We identified six organizational enablers, such as benefits management practices, change management practices, organizational leadership, information infrastructure, strong relationship with the project supplier and urgency for realizing benefits. Our results reveal that organizational enablers for enabling the project owner role emerged within and throughout the entire business unit that has launched the project and obtained the expected benefits.
{"title":"Enabling the Project Owner Role for Benefits Realization Management: a case study of an IT project in a public organization","authors":"A. Torres","doi":"10.19255/JMPM02614","DOIUrl":"https://doi.org/10.19255/JMPM02614","url":null,"abstract":"Added value from projects doesn’t depend only on the temporary organization; rather it is deeply modulated by the actions undertaken by the permanent organization that have defined the project and will transform the project deliverables in outcomes, and then in organizational benefits. Research has introduced the role of the project owner as an organizational capability to realize benefits. Based on a case study, this paper aims at analyzing the organizational enablers allowing the adoption of the project owner role for the benefit realization. We identified six organizational enablers, such as benefits management practices, change management practices, organizational leadership, information infrastructure, strong relationship with the project supplier and urgency for realizing benefits. Our results reveal that organizational enablers for enabling the project owner role emerged within and throughout the entire business unit that has launched the project and obtained the expected benefits.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"17 4 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-05-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123412604","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Prescriptive management models are falling short to deal with the current and increasingly uncertain and dynamic business environment. The search for so-called hybrid models has increased among different organizations and industrial sectors. Despite the interest, there is a lack of systematic procedures to effectively adapt hybrid models to specific projects. In order to bridge this gap, we propose a method to support the creation of hybrid models, based on a morphological matrix that allows the combination of practices to the specific needs of each project. The method was developed through a systematic literature review, a theoretical proposition phase and its evaluation in a single case study involving an information technology company. The results indicate that a customization by project is feasible, allowing professionals to be more assertive in creating customized management solutions. Finally, the study highlights the possibility of creating systematic procedures to assist organizations and professionals in choosing management practices for their projects and the consequent creation of hybrid models .
{"title":"A Method to Create Hybrid Models Using a Morphological Matrix","authors":"Michael J. Bianchi, D. Amaral","doi":"10.19255/JMPM02605","DOIUrl":"https://doi.org/10.19255/JMPM02605","url":null,"abstract":"Prescriptive management models are falling short to deal with the current and increasingly uncertain and dynamic business environment. The search for so-called hybrid models has increased among different organizations and industrial sectors. Despite the interest, there is a lack of systematic procedures to effectively adapt hybrid models to specific projects. In order to bridge this gap, we propose a method to support the creation of hybrid models, based on a morphological matrix that allows the combination of practices to the specific needs of each project. The method was developed through a systematic literature review, a theoretical proposition phase and its evaluation in a single case study involving an information technology company. The results indicate that a customization by project is feasible, allowing professionals to be more assertive in creating customized management solutions. Finally, the study highlights the possibility of creating systematic procedures to assist organizations and professionals in choosing management practices for their projects and the consequent creation of hybrid models .","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"86 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-05-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124135505","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Since the 1960s, project success has been receiving much interest from both academics and practitioners. Despite these efforts, project failure is still a recurring and prevalent phenomenon. In both peer-reviewed and non-peer-reviewed project management literature, a great deal of studies generates lists of success factors and failure causes. Few studies, however, investigate concrete recovery strategies to bring failing projects back on track. The present article, therefore, draws upon the literature on critical success factors and project recovery frameworks to construct an eight-step action plan that helps in recovering from project failure. The recovery action plan was awarded the University Contest by PMI Belgium in 2019.
{"title":"Project recovery: Project failures and how to get rid of them","authors":"M. Bruyne, Eva Moens, M. Vanhoucke","doi":"10.19255/JMPM02611","DOIUrl":"https://doi.org/10.19255/JMPM02611","url":null,"abstract":"Since the 1960s, project success has been receiving much interest from both academics and practitioners. Despite these efforts, project failure is still a recurring and prevalent phenomenon. In both peer-reviewed and non-peer-reviewed project management literature, a great deal of studies generates lists of success factors and failure causes. Few studies, however, investigate concrete recovery strategies to bring failing projects back on track. The present article, therefore, draws upon the literature on critical success factors and project recovery frameworks to construct an eight-step action plan that helps in recovering from project failure. The recovery action plan was awarded the University Contest by PMI Belgium in 2019.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"137 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-05-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114167429","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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