F. Berthaut, R. Pellerin, A. Hajji, Nathalie Perrier
This paper tackles the project scheduling problem in presence of complex networks of activities, resource constraints, overlapping and rework. The objective is to analyse the influence of project characteristics, such as project size, resource constraints, overlapping opportunities and rework, on the efficiency of overlapping in terms of reduction of the project makespan. An exact solution procedure and a metaheuristic are thus proposed to minimize the project makespan, while limiting the use of overlapping. A two-part model is used to conduct a statistical analysis of the influence of project characteristics on the makespan gain with overlapping. Results suggest that the best overlapping decision should consist in overlapping few pairs of overlappable activities with a large degree of overlapping. Furthermore, for complex projects, overlapping decisions should not rely solely on the criticality of the activities. These findings provide a better understanding of overlapping decisions and should guide planners in improving existing practices.
{"title":"The impact of project characteristics on the efficiency of activity overlapping in project scheduling","authors":"F. Berthaut, R. Pellerin, A. Hajji, Nathalie Perrier","doi":"10.19255/JMPM01905","DOIUrl":"https://doi.org/10.19255/JMPM01905","url":null,"abstract":"This paper tackles the project scheduling problem in presence of complex networks of activities, resource constraints, overlapping and rework. The objective is to analyse the influence of project characteristics, such as project size, resource constraints, overlapping opportunities and rework, on the efficiency of overlapping in terms of reduction of the project makespan. An exact solution procedure and a metaheuristic are thus proposed to minimize the project makespan, while limiting the use of overlapping. A two-part model is used to conduct a statistical analysis of the influence of project characteristics on the makespan gain with overlapping. Results suggest that the best overlapping decision should consist in overlapping few pairs of overlappable activities with a large degree of overlapping. Furthermore, for complex projects, overlapping decisions should not rely solely on the criticality of the activities. These findings provide a better understanding of overlapping decisions and should guide planners in improving existing practices.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"378 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-05-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126723881","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 study presents the results of a survey conducted among managers from organizations that use Agile/Lean methodology for new product development. The study focused on the way these organizations measure the success of their projects. We found that most of the Agile/Lean projects failed to achieve the top criterion their organizations selected to evaluate the project success. We propose some tools designed to increase the probability of success based on the criteria selected by Lean and Agile project managers.
{"title":"Measuring the success of Lean and Agile projects: Are cost, time, scope and quality equally important?","authors":"Itai Lishner, A. Shtub","doi":"10.19255/JMPM01908","DOIUrl":"https://doi.org/10.19255/JMPM01908","url":null,"abstract":"This study presents the results of a survey conducted among managers from organizations that use Agile/Lean methodology for new product development. The study focused on the way these organizations measure the success of their projects. We found that most of the Agile/Lean projects failed to achieve the top criterion their organizations selected to evaluate the project success. We propose some tools designed to increase the probability of success based on the criteria selected by Lean and Agile project managers.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"11 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-05-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132127690","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}
Projects still suffer from low project management success rates, mainly due to events that occur during their life-cycles, which cause deviations from their main objectives. That is why, recent studies have begun exploring the concept of resilience in project management. These studies aim to reinforce current project risk management practices and improve the capacity of a project to deal with disruptive events. Therefore, this paper reviews first the literature on the concepts of resilience, and of organizational resilience in order to propose a definition of project resilience and to set its dimensions. Second, the development of indicators to assess project resilience is achieved by conducting semi-structured interviews with 10 senior project managers from different industries, in which, 10 case studies were explored and analyzed. As a result, a definition is proposed, and 10 indicators are established to assess two dimensions of project resilience: awareness and adaptive capacity. In future research, these indicators would require a rigorous validation in different project types. This provides project team members with a robust set of indicators with which they would be able to assess their project’s capacity to effectively and efficiently deal with disruptive events.
{"title":"Benchmarking Project Resilience","authors":"Khalil Rahi, M. Bourgault, B. Robert","doi":"10.19255/JMPM01901","DOIUrl":"https://doi.org/10.19255/JMPM01901","url":null,"abstract":"Projects still suffer from low project management success rates, mainly due to events that occur during their life-cycles, which cause deviations from their main objectives. That is why, recent studies have begun exploring the concept of resilience in project management. These studies aim to reinforce current project risk management practices and improve the capacity of a project to deal with disruptive events. Therefore, this paper reviews first the literature on the concepts of resilience, and of organizational resilience in order to propose a definition of project resilience and to set its dimensions. Second, the development of indicators to assess project resilience is achieved by conducting semi-structured interviews with 10 senior project managers from different industries, in which, 10 case studies were explored and analyzed. As a result, a definition is proposed, and 10 indicators are established to assess two dimensions of project resilience: awareness and adaptive capacity. In future research, these indicators would require a rigorous validation in different project types. This provides project team members with a robust set of indicators with which they would be able to assess their project’s capacity to effectively and efficiently deal with disruptive events.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"19 4 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-05-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116801192","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}
Collaborative planning has proven to be effective in areas where complex problems are linked to multiple stakeholders and entities, like urban planning, military, and supply chain management. In project management, however, the concept has been less present, and few studies have explored its implications for an improved project planning process. This article uses a qualitative multiple case studies approach to explore the dimension and requirements of collaborative planning for business transformation projects. Two dimensions are identified: planning for collaboration and planning in collaboration. A set of requirements are also identified to enable both dimensions of collaborative planning.
{"title":"Dimensions and requirements of collaborative planning in business transformation projects","authors":"Sedki Allaoui, M. Bourgault, R. Pellerin","doi":"10.19255/JMPM01902","DOIUrl":"https://doi.org/10.19255/JMPM01902","url":null,"abstract":"Collaborative planning has proven to be effective in areas where complex problems are linked to multiple stakeholders and entities, like urban planning, military, and supply chain management. In project management, however, the concept has been less present, and few studies have explored its implications for an improved project planning process. This article uses a qualitative multiple case studies approach to explore the dimension and requirements of collaborative planning for business transformation projects. Two dimensions are identified: planning for collaboration and planning in collaboration. A set of requirements are also identified to enable both dimensions of collaborative planning.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"73 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-05-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127388760","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}
Interdependencies within and between project teams and changes occurring throughout a project’s lifecycle create a need for project team coordination. The existing research on project team coordination has mostly focused on large or innovative projects. In addition, the existing research has focused mostly on the ways project team coordination takes place in different projects, with less focus on how beneficial circumstances for coordination are created or promoted. This study contributes to these knowledge gaps by studying how a standardized project management methodology introduced by a parent organization can promote project team coordination in repetitive projects. An embedded single-case study design with qualitative interview-based data collection was followed. The case firm introduced a management framework in its service centers to promote project team coordination in repetitive maintenance projects. The interviewees perceived improvements in communication, visibility of project and portfolio status information, and information sharing. The improvements were enabled by two coordination mechanisms of the management framework: regular meetings and visual whiteboards. The perceived improvements were considered beneficial for project team coordination, both within and between project teams.
{"title":"Promoting Project Team Coordination in Repetitive Projects","authors":"Lauri Vuorinen, M. Martinsuo","doi":"10.19255/JMPM470","DOIUrl":"https://doi.org/10.19255/JMPM470","url":null,"abstract":"Interdependencies within and between project teams and changes occurring throughout a project’s lifecycle create a need for project team coordination. The existing research on project team coordination has mostly focused on large or innovative projects. In addition, the existing research has focused mostly on the ways project team coordination takes place in different projects, with less focus on how beneficial circumstances for coordination are created or promoted. This study contributes to these knowledge gaps by studying how a standardized project management methodology introduced by a parent organization can promote project team coordination in repetitive projects. An embedded single-case study design with qualitative interview-based data collection was followed. The case firm introduced a management framework in its service centers to promote project team coordination in repetitive maintenance projects. The interviewees perceived improvements in communication, visibility of project and portfolio status information, and information sharing. The improvements were enabled by two coordination mechanisms of the management framework: regular meetings and visual whiteboards. The perceived improvements were considered beneficial for project team coordination, both within and between project teams.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"69 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-05-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130363996","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 study aim is to examine the involvement level of the stakeholders during the project execution process. Stakeholders play a vital role in providing the needed resources and Ultimately they have strong influence on project success. The research intends to formulate a matrix which will reflect the list of elements which effect the project execution, type of stakeholder involved for each element, involvement level of each stakeholder which resulted in the delay of the execution, Criticality of involvement on project which will result in the output answer we are seeking the process of involvement for each stakeholder.
{"title":"Evaluating Stakeholder's Level of Involvement in Project Execution Phase","authors":"Kamal Jaafar, S. M. Yusof","doi":"10.19255/JMPM01909","DOIUrl":"https://doi.org/10.19255/JMPM01909","url":null,"abstract":"The study aim is to examine the involvement level of the stakeholders during the project execution process. Stakeholders play a vital role in providing the needed resources and Ultimately they have strong influence on project success. The research intends to formulate a matrix which will reflect the list of elements which effect the project execution, type of stakeholder involved for each element, involvement level of each stakeholder which resulted in the delay of the execution, Criticality of involvement on project which will result in the output answer we are seeking the process of involvement for each stakeholder.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"10 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-05-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126937327","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}
Moza Tahnoon Al Nahyan, Y. Hawas, M. Sherif, Basil Basheerudeen
This article describes the Decision Support System (DSS) for identifying the best delivery methods for megaprojects, based on risk factors, opportunities for investments, and project constraints. In addition, the system accounts for the relative importance of various stakeholders’ roles at different stages of a mega infrastructure project. A fuzzy-based multi-criterion decision-making technique used to develop the DSS assists the client to depict his/her best choices of contractual delivery methods. Further, the system provides the best mix of stakeholder entities that would likely provide the best environment for the project success. A two-step system calibration procedure was considered, including the expert judgment of 192 key stakeholder professionals worldwide. The fuzzy model performance was illustrated using default factor sets and sample inputs of differing weights for project risks, constraints, opportunities and the other critical categories affecting the decision-making process. Based on model results, the conventional delivery method (e.g., Design Bid Build) is least recommended if the project risk weighs more than 30%, as provided by the user. With such an intricate system, the client can investigate the specifics of various project stages and study the effects of enhancements or deficiencies of the stakeholder entities’ capabilities.
{"title":"A Fuzzy-based Decision-Support System for the Analysis of Suitability of Megaproject Delivery Methods","authors":"Moza Tahnoon Al Nahyan, Y. Hawas, M. Sherif, Basil Basheerudeen","doi":"10.19255/JMPM405","DOIUrl":"https://doi.org/10.19255/JMPM405","url":null,"abstract":"This article describes the Decision Support System (DSS) for identifying the best delivery methods for megaprojects, based on risk factors, opportunities for investments, and project constraints. In addition, the system accounts for the relative importance of various stakeholders’ roles at different stages of a mega infrastructure project. A fuzzy-based multi-criterion decision-making technique used to develop the DSS assists the client to depict his/her best choices of contractual delivery methods. Further, the system provides the best mix of stakeholder entities that would likely provide the best environment for the project success. A two-step system calibration procedure was considered, including the expert judgment of 192 key stakeholder professionals worldwide. The fuzzy model performance was illustrated using default factor sets and sample inputs of differing weights for project risks, constraints, opportunities and the other critical categories affecting the decision-making process. Based on model results, the conventional delivery method (e.g., Design Bid Build) is least recommended if the project risk weighs more than 30%, as provided by the user. With such an intricate system, the client can investigate the specifics of various project stages and study the effects of enhancements or deficiencies of the stakeholder entities’ capabilities.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"165 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-05-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127380194","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}
Maurício M. S. Bernardes, Henrique Benedetto, Milena Chang Chain, Darli Rodrigues Vieira
Abstract: Information about the process of price quotation in design projects was collected through in-depth interviews with experts in the field and a survey of design professionals. Content analysis was applied to the transcripts of 13 interviews and revealed four dimensions whose inclusion in the process adds robustness to time estimates during the process of price quotation on design projects. The correlations among these dimensions were evaluated through the application of a survey that resulted in 427 valid responses. The results indicated that the entire professional community reinforced the need to observe them to ensure greater assertiveness in the studied processes.
{"title":"Exploring the Context of Price Quotation on Design Projects","authors":"Maurício M. S. Bernardes, Henrique Benedetto, Milena Chang Chain, Darli Rodrigues Vieira","doi":"10.19255/JMPM01911","DOIUrl":"https://doi.org/10.19255/JMPM01911","url":null,"abstract":"Abstract: Information about the process of price quotation in design projects was collected through in-depth interviews with experts in the field and a survey of design professionals. Content analysis was applied to the transcripts of 13 interviews and revealed four dimensions whose inclusion in the process adds robustness to time estimates during the process of price quotation on design projects. The correlations among these dimensions were evaluated through the application of a survey that resulted in 427 valid responses. The results indicated that the entire professional community reinforced the need to observe them to ensure greater assertiveness in the studied processes.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"18 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-05-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127010036","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}
Teams and team related concepts have been investigated in the organizational behavior (OB) and project management (PM) disciplines for a century and nearly half-century respectfully. A five-decade, interdisciplinary examination of the OB and PM team literatures suggests areas for expeditiously incorporating OB concepts into PM research thus reducing an average 25-year "thematic lag" between OB's and PM's similar, team-centric research initiations. Adoption of a shared agenda, as done previously in other fields (e.g. Selznick, 1948), would allow PM researchers to leverage prior OB studies while focusing sharply on PM-specific team issues thus propelling research in theory and practice.
{"title":"Teams Research in Project Management and Organizational Behavior: Leveraging One Discipline to Propel Another","authors":"Andrew M. Carnes, T. Creasy, Nathan Johnson","doi":"10.19255/JMPM01903","DOIUrl":"https://doi.org/10.19255/JMPM01903","url":null,"abstract":"Teams and team related concepts have been investigated in the organizational behavior (OB) and project management (PM) disciplines for a century and nearly half-century respectfully. A five-decade, interdisciplinary examination of the OB and PM team literatures suggests areas for expeditiously incorporating OB concepts into PM research thus reducing an average 25-year \"thematic lag\" between OB's and PM's similar, team-centric research initiations. Adoption of a shared agenda, as done previously in other fields (e.g. Selznick, 1948), would allow PM researchers to leverage prior OB studies while focusing sharply on PM-specific team issues thus propelling research in theory and practice.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"40 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-05-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121703343","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}
Felipe Sanchez, Jean-Pierre Micaëlli, É. Bonjour, D. Monticolo
Agile Project Management (APM) is supposed to replace the Traditional Project Management (TPM) in the software sector and also in many non-IT sectors. In this paper, we present the concept of project management ‘agilification’ as a smooth transition from TPM to APM. In order to develop their APM capabilities, companies need APM maturity models and scenarios to transform their project management routines. We defend that a key instrument of the TPM, which is the Project Management Maturity Model (P3M), can be adapted to APM. After identifying key principles in both TPM and APM, their convergences and divergences, this paper proposes a conceptual and practical framework consisting of behavior ontologies and two tools that facilitate this agilification: a maturity grid and a diagram displaying agilification scenarios. These proposals are applied on a case study related to the schedule management audit carried out by consultants in a large company.
{"title":"A Step for Improving the Transition Between Traditional Project Management to Agile Project Management Using a Project Management Maturity Model.","authors":"Felipe Sanchez, Jean-Pierre Micaëlli, É. Bonjour, D. Monticolo","doi":"10.19255/JMPM01906","DOIUrl":"https://doi.org/10.19255/JMPM01906","url":null,"abstract":"Agile Project Management (APM) is supposed to replace the Traditional Project Management (TPM) in the software sector and also in many non-IT sectors. In this paper, we present the concept of project management ‘agilification’ as a smooth transition from TPM to APM. In order to develop their APM capabilities, companies need APM maturity models and scenarios to transform their project management routines. We defend that a key instrument of the TPM, which is the Project Management Maturity Model (P3M), can be adapted to APM. After identifying key principles in both TPM and APM, their convergences and divergences, this paper proposes a conceptual and practical framework consisting of behavior ontologies and two tools that facilitate this agilification: a maturity grid and a diagram displaying agilification scenarios. These proposals are applied on a case study related to the schedule management audit carried out by consultants in a large company.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"30 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126726809","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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