The purpose of this paper is to examine the practiced application of the Ethical Decision Making Framework (EDMF) by graduate project management students (as a proxy for practicing project leaders and managers). This research extends management practice by improving one of the tools available to project managers in decision-making. The methodology used a quasi-experimental setting by collecting and analysing student papers that applied the EDMF. This approach identified what the participants did well, what they struggled with, and which questions were most and least used. This resulted in improvements to the EDMF toolset, from both a macro and micro perspective. Macro improvements focused on question structure to reduce complexity and increase understanding and combining specific steps. Micro improvements included adapting the framework beyond project management and adding a broader focus on stakeholders. This study provides a focused approach to ethical decision making by adding to the practitioner toolkit.
{"title":"Improving Ethical Decision Making through the Lens of Graduate Project Management Students","authors":"Valerie P. Denney, D. M. Merritt","doi":"10.19255/JMPM02411","DOIUrl":"https://doi.org/10.19255/JMPM02411","url":null,"abstract":"The purpose of this paper is to examine the practiced application of the Ethical Decision Making Framework (EDMF) by graduate project management students (as a proxy for practicing project leaders and managers). This research extends management practice by improving one of the tools available to project managers in decision-making. The methodology used a quasi-experimental setting by collecting and analysing student papers that applied the EDMF. This approach identified what the participants did well, what they struggled with, and which questions were most and least used. This resulted in improvements to the EDMF toolset, from both a macro and micro perspective. Macro improvements focused on question structure to reduce complexity and increase understanding and combining specific steps. Micro improvements included adapting the framework beyond project management and adding a broader focus on stakeholders. This study provides a focused approach to ethical decision making by adding to the practitioner toolkit.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"23 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-09-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116693857","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}
Romain Briard, N. Bhuiyan, H. Sicotte, Parinaz Keshani
Successful new product development (NPD) is needed for firms to remain competitive, especially for the high technology industry, where product lifecycles are relatively short. We use an empirical model to study the contribution of critical success factors on the performance of NPD projects in a high technology firm to find relationships between synergy and expertise of teams, managerial support, the use of a project champion, integrating mechanisms, and well as uncertainty’s moderating effect on project performance, within the context of a matrix organization. Results show that communication and excellence, expertise, and team synergy have the greatest impact on project performance
{"title":"Critical Success Factors in New Product Development Projects in a Weak Matrix Structure: An Aerospace Case Study","authors":"Romain Briard, N. Bhuiyan, H. Sicotte, Parinaz Keshani","doi":"10.19255/JMPM02403","DOIUrl":"https://doi.org/10.19255/JMPM02403","url":null,"abstract":"Successful new product development (NPD) is needed for firms to remain competitive, especially for the high technology industry, where product lifecycles are relatively short. We use an empirical model to study the contribution of critical success factors on the performance of NPD projects in a high technology firm to find relationships between synergy and expertise of teams, managerial support, the use of a project champion, integrating mechanisms, and well as uncertainty’s moderating effect on project performance, within the context of a matrix organization. Results show that communication and excellence, expertise, and team synergy have the greatest impact on project performance","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"6 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-09-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132617098","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}
Abstract The concept of project management has evolved tremendously over the years. In addition to the technostructural changes that have taken place, the recent pandemic and sociocultural events and subsequent reflection that has occurred have impacted how people live and work. The purpose of this research study was to investigate the factors that create a culture of modern-day multigenerational project managers to be fully emotionally engaged when managing and leading organization projects. One hundred twenty practicing project managers working in a variety of industries representing different countries were interviewed. The findings identify the top six most frequently cited factors. The paper then explores ways to assist organizational leaders in design work environments that support modern-day multigenerational project managers to be fully emotionally engaged when managing and leading organization projects.
{"title":"Analyzing the Critical Factors Motivating Project Managers Amidst the Challenges of an Ever-Changing Modern Global Marketplace","authors":"T. Henkel, Gordon R. Haley","doi":"10.19255/JMPM02409","DOIUrl":"https://doi.org/10.19255/JMPM02409","url":null,"abstract":"Abstract The concept of project management has evolved tremendously over the years. In addition to the technostructural changes that have taken place, the recent pandemic and sociocultural events and subsequent reflection that has occurred have impacted how people live and work. The purpose of this research study was to investigate the factors that create a culture of modern-day multigenerational project managers to be fully emotionally engaged when managing and leading organization projects. One hundred twenty practicing project managers working in a variety of industries representing different countries were interviewed. The findings identify the top six most frequently cited factors. The paper then explores ways to assist organizational leaders in design work environments that support modern-day multigenerational project managers to be fully emotionally engaged when managing and leading organization projects.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"11 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-09-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128659046","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}
Austin Morris, S. Wilkinson, Chivonne Algeo, Damian Candusso
Local government in New South Wales (NSW) is responsible for the delivery of a variety of projects, each with variable success measures. Due to the variation in success indicators, measurement of project management maturity (process and procedures) was sought. An industry specific project management maturity model was used to assess maturity levels. Using a mixed-methods approach, the project management maturity levels of NSW local government were determined. Correlation analysis was used to determine that maturity and organizational revenue are related.
{"title":"Project management maturity levels and organizational revenue in New South Wales local government","authors":"Austin Morris, S. Wilkinson, Chivonne Algeo, Damian Candusso","doi":"10.19255/JMPM02413","DOIUrl":"https://doi.org/10.19255/JMPM02413","url":null,"abstract":"Local government in New South Wales (NSW) is responsible for the delivery of a variety of projects, each with variable success measures. Due to the variation in success indicators, measurement of project management maturity (process and procedures) was sought. An industry specific project management maturity model was used to assess maturity levels. Using a mixed-methods approach, the project management maturity levels of NSW local government were determined. Correlation analysis was used to determine that maturity and organizational revenue are related.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"6 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-09-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132774543","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}
Project manufacturing is an operation designed to provide unique yet similar products, where every product is the result of a project (Yang 2012). The primary purpose of this study is to assess the effectiveness of traditional project management techniques, specifically Earned Value Management (EVM), in a manufacturing environment. This assessment was done by utilizing the case study method on 31 different projects at a large aerospace manufacturing firm. The analysis suggests that EVM may not be a useful tool in a project manufacturing environment. Furthermore, the findings indicate there is a gap between what the project team is baselining in terms of effort and what is actually getting executed to on the manufacturing floor by the manufacturing team. The extremely conservative approach to baselining by project team members results in EVM indicators that may not truly reflect the true health of the project on the manufacturing floor.
{"title":"Earned Value in a Project Manufacturing Environment - A Case Study Assessing the Effectiveness of EVM","authors":"Anisulrahman Nizam, H. Aburas, A. Elshennawy","doi":"10.19255/JMPM02404","DOIUrl":"https://doi.org/10.19255/JMPM02404","url":null,"abstract":"Project manufacturing is an operation designed to provide unique yet similar products, where every product is the result of a project (Yang 2012). The primary purpose of this study is to assess the effectiveness of traditional project management techniques, specifically Earned Value Management (EVM), in a manufacturing environment. This assessment was done by utilizing the case study method on 31 different projects at a large aerospace manufacturing firm. The analysis suggests that EVM may not be a useful tool in a project manufacturing environment. Furthermore, the findings indicate there is a gap between what the project team is baselining in terms of effort and what is actually getting executed to on the manufacturing floor by the manufacturing team. The extremely conservative approach to baselining by project team members results in EVM indicators that may not truly reflect the true health of the project on the manufacturing floor.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"27 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-09-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121293838","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 consultancy projects are a must-have in a pandemic context. Companies need to change or convert their business model and reinvent themselves, otherwise they lose competitive advantages. These kinds of changes are structural in the core business and mostly in the value chain, so their success is critical for the business continuity and company existence. This research aims to understand the importance of including customers in the development of new methods and processes that lead to better solutions for problems detected and at what stages of development of a management consulting project should they intervention. Findings show that customers are an integral part of the operational solution and should, therefore, cooperate in all stages of the process, since the moment of needs assessment, until the implementation.
{"title":"Engage Customers in Co-Creation is Critical for Projects Success","authors":"R. Costa, L. Pereira, Á. Dias, Rui Gonçalves","doi":"10.19255/JMPM02405","DOIUrl":"https://doi.org/10.19255/JMPM02405","url":null,"abstract":"The consultancy projects are a must-have in a pandemic context. Companies need to change or convert their business model and reinvent themselves, otherwise they lose competitive advantages. These kinds of changes are structural in the core business and mostly in the value chain, so their success is critical for the business continuity and company existence. This research aims to understand the importance of including customers in the development of new methods and processes that lead to better solutions for problems detected and at what stages of development of a management consulting project should they intervention. Findings show that customers are an integral part of the operational solution and should, therefore, cooperate in all stages of the process, since the moment of needs assessment, until the implementation.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"18 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-09-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133921265","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 paper presents a systematic literature review about traditional, Agile and Lean Project Management methodologies. A general overview on the methodologies was also made, either on the perspective of the traditional based methodologies or the Lean and Agile methodologies. SLR results revealed more than 3500 papers. After filtering and applying exclusion criteria, just 80 were analysed. Main findings were that, in spite of some reserves, project management methodologies based on Lean are used. Nevertheless, Agile methodologies are the most used.
{"title":"Traditional, Agile and Lean Project Management - A Systematic Literature Review","authors":"A. Alves, Anabela Tereso, Andre F. Cruz","doi":"10.19255/JMPM02407","DOIUrl":"https://doi.org/10.19255/JMPM02407","url":null,"abstract":"This paper presents a systematic literature review about traditional, Agile and Lean Project Management methodologies. A general overview on the methodologies was also made, either on the perspective of the traditional based methodologies or the Lean and Agile methodologies. SLR results revealed more than 3500 papers. After filtering and applying exclusion criteria, just 80 were analysed. Main findings were that, in spite of some reserves, project management methodologies based on Lean are used. Nevertheless, Agile methodologies are the most used.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"8 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-09-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133358666","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 culprit for project failure is the complexity that is associated with a project. Unfortunately, project complexity will be part and parcel of a project especially in a VUCA world. This implies then that projects will continuously fail as the culprit is not disappearing. However, the purpose of this paper is to show how complexity at times appears like an opaque conundrum, which allows hiding whatever in it, even stupidity. The analysis of 1064 datasets from a questionnaire-based survey on stakeholder complexity reveals that project stakeholders do not treat project complexity with the necessary respect that sometimes borders stupidity. The article highlights that project stakeholders do not apply common sense when dealing with project complexity. Our journey in understanding project complexity became a learning journey into stupidity and a critical reflection on our frivolous liaison with the VUCA world.
{"title":"On Stupidity in Project Management - A critical reflection of PM in a VUCA world","authors":"Mogens Frank Mikkelsen, C. Marnewick, L. Klein","doi":"10.19255/JMPM02412","DOIUrl":"https://doi.org/10.19255/JMPM02412","url":null,"abstract":"The culprit for project failure is the complexity that is associated with a project. Unfortunately, project complexity will be part and parcel of a project especially in a VUCA world. This implies then that projects will continuously fail as the culprit is not disappearing. However, the purpose of this paper is to show how complexity at times appears like an opaque conundrum, which allows hiding whatever in it, even stupidity. The analysis of 1064 datasets from a questionnaire-based survey on stakeholder complexity reveals that project stakeholders do not treat project complexity with the necessary respect that sometimes borders stupidity. The article highlights that project stakeholders do not apply common sense when dealing with project complexity. Our journey in understanding project complexity became a learning journey into stupidity and a critical reflection on our frivolous liaison with the VUCA world.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-09-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131237163","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 state-of-the-art in the practice of probabilistic network planning for complex construction projects PERT (Program Evaluation Review Technique) is evaluated along the lines of thought of the reality test that was introduced in the workshop “Error in the Sciences”, Lorentz Center, Leiden University, 2011. The conclusion is that the application of the PERT-methodology during project execution can be improved by: including in the planning software the actual durations of the activities as soon as these are finished; monitoring progress by keeping the probability of timely completion just over 50%; and adopting risk ranking for prioritising managerial attention.
{"title":"Continuous Adjustments and the Reality Test in Managing Complex Projects","authors":"Leonard Anthonie van Gunsteren","doi":"10.19255/JMPM02305","DOIUrl":"https://doi.org/10.19255/JMPM02305","url":null,"abstract":"The state-of-the-art in the practice of probabilistic network planning for complex construction projects PERT (Program Evaluation Review Technique) is evaluated along the lines of thought of the reality test that was introduced in the workshop “Error in the Sciences”, Lorentz Center, Leiden University, 2011. The conclusion is that the application of the PERT-methodology during project execution can be improved by: including in the planning software the actual durations of the activities as soon as these are finished; monitoring progress by keeping the probability of timely completion just over 50%; and adopting risk ranking for prioritising managerial attention.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"75 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-05-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128743220","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}
Risk management is used to identify, assess, and respond to uncertainties. In project management, risks can be categorized as either threats (negative events or conditions) or opportunities (positive). This exploratory qualitative study investigates on how practitioners use positive risks in project management practice and identifies areas for further research. Recommendations from this study include further exploration of: (a) opportunity management training (b) developing a catalog of opportunity examples, and (c) developing a template for the business case for opportunity management. Through risk management, the project manager can improve the likelihood of successfully meeting project objectives. Through a focus on both negative and positive risk, the project manager can offset negative results and possibly project objectives to delight the stakeholders. This research provides greater insight to improve the efficacy for current and future project, program, and portfolio managers.
{"title":"Exploring the upside of risk in project management: A phenomenological inquiry","authors":"Valerie P. Denney","doi":"10.19255/JMPM02312","DOIUrl":"https://doi.org/10.19255/JMPM02312","url":null,"abstract":"Risk management is used to identify, assess, and respond to uncertainties. In project management, risks can be categorized as either threats (negative events or conditions) or opportunities (positive). This exploratory qualitative study investigates on how practitioners use positive risks in project management practice and identifies areas for further research. Recommendations from this study include further exploration of: (a) opportunity management training (b) developing a catalog of opportunity examples, and (c) developing a template for the business case for opportunity management. Through risk management, the project manager can improve the likelihood of successfully meeting project objectives. Through a focus on both negative and positive risk, the project manager can offset negative results and possibly project objectives to delight the stakeholders. This research provides greater insight to improve the efficacy for current and future project, program, and portfolio managers.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"61 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-05-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127695877","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}
京公网安备 11010802042870号
京ICP备2023020795号-1
扫码关注我们
求助内容：
应助结果提醒方式：