Concerns about sustainability drive organizations to assume responsibility for societal impacts. Reducing negative impacts requires organizational change, in which projects play an instrumental role. Considering sustainability in project management is an important project management trend today, and requires instruments to assess the sustainability of a project. Several instruments have been published for this, with most of them having limited impact. This study reports the review of three selected sustainability impact assessment instruments. It was found that all three instruments assessed the sustainability impact of a project on multiple levels, and based on a holistic set of criteria. The instruments however differed in the specificity of their assessment and their adaptability to the project’s context. The instruments were found to be light on their description of the assessment process. The contribution the study makes is that it provides insight into practically applicable instruments for the consideration of sustainability in project management.
{"title":"Sustainability Impact Assessment on the project level; A review of available instruments","authors":"Gilbert Silvius, R. Schipper","doi":"10.19255/JMPM02313","DOIUrl":"https://doi.org/10.19255/JMPM02313","url":null,"abstract":"Concerns about sustainability drive organizations to assume responsibility for societal impacts. Reducing negative impacts requires organizational change, in which projects play an instrumental role. Considering sustainability in project management is an important project management trend today, and requires instruments to assess the sustainability of a project. Several instruments have been published for this, with most of them having limited impact. This study reports the review of three selected sustainability impact assessment instruments. It was found that all three instruments assessed the sustainability impact of a project on multiple levels, and based on a holistic set of criteria. The instruments however differed in the specificity of their assessment and their adaptability to the project’s context. The instruments were found to be light on their description of the assessment process. The contribution the study makes is that it provides insight into practically applicable instruments for the consideration of sustainability in project management.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"45 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":"131792591","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 projects is to produce benefits, but who is responsible for project benefits realization? Project management practitioner-guiding frameworks are clear on the responsibility for benefits realization. The majority of scientific papers on the topic follows the same logic. However, watercooler conversations with practitioners reveal a more nuanced project reality. The purpose of the paper is to investigate the gap between theory and practice. Given an opportunity for collaboration with a large-scale Danish survey among practitioners of project management we included clarification of the institutionalization of responsibility for project benefits realization. The investigation was conducted with institutional logic as a lens, and the contribution of this paper is a deeper understanding of the stakeholder diversity regarding responsibility for benefits realization and to the socio-political dimension of the complexity of project management. The findings from the survey demonstrate that one in three of the participants holds the project manager responsible for benefits realization – in contrast to the overall recommendations in guidelines and research literature. The value of the paper is the demonstration inconsistence and hereby assist the understanding of the complexity and diversity of responsibility of benefits realization.
{"title":"Investigation of the institutionalizing responsibility of project managers for project benefits realization","authors":"Mogens Frank Mikkelsen, C. Marnewick","doi":"10.19255/JMPM02214","DOIUrl":"https://doi.org/10.19255/JMPM02214","url":null,"abstract":"The purpose of projects is to produce benefits, but who is responsible for project benefits realization? Project management practitioner-guiding frameworks are clear on the responsibility for benefits realization. The majority of scientific papers on the topic follows the same logic. However, watercooler conversations with practitioners reveal a more nuanced project reality. The purpose of the paper is to investigate the gap between theory and practice. Given an opportunity for collaboration with a large-scale Danish survey among practitioners of project management we included clarification of the institutionalization of responsibility for project benefits realization. The investigation was conducted with institutional logic as a lens, and the contribution of this paper is a deeper understanding of the stakeholder diversity regarding responsibility for benefits realization and to the socio-political dimension of the complexity of project management. The findings from the survey demonstrate that one in three of the participants holds the project manager responsible for benefits realization – in contrast to the overall recommendations in guidelines and research literature. The value of the paper is the demonstration inconsistence and hereby assist the understanding of the complexity and diversity of responsibility of benefits realization.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"155 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-01-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121525503","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 provides discussion and analysis of the successful deployment by a university-based project management office (PMO) of the balanced scorecard as a performance measurement tool. The research study builds on a supporting literature review on the balanced scorecard along with background material on collaborative research projects. This is followed by a case study investigation of the design and implementation of the scorecard for a university PMO over a 4-year period. Various managerial insights have been generated that have value to project management professionals engaged in the roll-out of a performance measurement system to support the management of research projects. There is a need to carefully adapt scorecard metrics to the academic requirements in regard to the management of a portfolio of research projects. Furthermore, although data collection is necessary for the sustained use of the scorecard to support team operations, it is also important to consider the people or social dimensions when utilizing the scorecard approach. The article also includes specific details on how scorecard’s key performance indicators have been derived through distilling strategic objectives into operational requirements.
{"title":"Measuring PMO Performance – Application of the Balanced Scorecard in a Collaborative Research Context","authors":"Simon P. Philbin, Rajneet Kaur","doi":"10.19255/JMPM02213","DOIUrl":"https://doi.org/10.19255/JMPM02213","url":null,"abstract":"This article provides discussion and analysis of the successful deployment by a university-based project management office (PMO) of the balanced scorecard as a performance measurement tool. The research study builds on a supporting literature review on the balanced scorecard along with background material on collaborative research projects. This is followed by a case study investigation of the design and implementation of the scorecard for a university PMO over a 4-year period. Various managerial insights have been generated that have value to project management professionals engaged in the roll-out of a performance measurement system to support the management of research projects. There is a need to carefully adapt scorecard metrics to the academic requirements in regard to the management of a portfolio of research projects. Furthermore, although data collection is necessary for the sustained use of the scorecard to support team operations, it is also important to consider the people or social dimensions when utilizing the scorecard approach. The article also includes specific details on how scorecard’s key performance indicators have been derived through distilling strategic objectives into operational requirements.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"29 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-01-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132411261","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 concept of project complexity has evolved a tremendously since topic discussions were initiated. A diversification was sparked a decade ago. The multiplicity of concepts makes it increasingly challenging to utilize the overall research stream of project complexity. This paper takes stock and presents a typology with five ideal types of research in project complexity. This demonstrate an overarching relation between the type of research of project complexity and the inherent perspective on project success. The typology contributes a much-needed overview for researchers who are new to the overall topic of project complexity. The complexity of projects is an important aspect of research of rethinking of project management, and the typology has the potential of forming a theory of project complexity supporting this research.
{"title":"The complex project complexity – Identification of five ideal research types","authors":"Mogens Frank Mikkelsen","doi":"10.19255/JMPM02201","DOIUrl":"https://doi.org/10.19255/JMPM02201","url":null,"abstract":"The concept of project complexity has evolved a tremendously since topic discussions were initiated. A diversification was sparked a decade ago. The multiplicity of concepts makes it increasingly challenging to utilize the overall research stream of project complexity. This paper takes stock and presents a typology with five ideal types of research in project complexity. This demonstrate an overarching relation between the type of research of project complexity and the inherent perspective on project success. The typology contributes a much-needed overview for researchers who are new to the overall topic of project complexity. The complexity of projects is an important aspect of research of rethinking of project management, and the typology has the potential of forming a theory of project complexity supporting this research.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"68 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-01-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130482151","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 contemporary landscape of Project Management is continually morphing as a response to the changing demands as well as the developing technology available. This article discusses and uncovers the current state of Data Science and Artificial Intelligence in relation to the Project Management sector. Drawing from this context, the possible future applications and uses are then delineated. Several trends are identified, and the overall findings are synthesised to provide a realistic impression of what the future topography of Project Management holds. The increasingly sophisticated applications of technology will assist in streamlining current industry-standard procedures.
{"title":"Data Science and Artificial Intelligence in Project Management: The Past, Present and Future","authors":"Stephen Ong, S. Uddin","doi":"10.19255/JMPM02202","DOIUrl":"https://doi.org/10.19255/JMPM02202","url":null,"abstract":"The contemporary landscape of Project Management is continually morphing as a response to the changing demands as well as the developing technology available. This article discusses and uncovers the current state of Data Science and Artificial Intelligence in relation to the Project Management sector. Drawing from this context, the possible future applications and uses are then delineated. Several trends are identified, and the overall findings are synthesised to provide a realistic impression of what the future topography of Project Management holds. The increasingly sophisticated applications of technology will assist in streamlining current industry-standard procedures.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"22 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-01-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132133203","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}
In a previous article we discussed the weaknesses of the popular heat map style risk matrix for project risk prioritization, and we proposed an alternative called the risk adjusted loss (RAL) method. Although the RAL method demonstrated significant improvement, there were mechanical as well as interpretive issues associated with it. This paper describes improvements to the RAL method and experimentally demonstrates its superiority over the heat map style risk matrix for prioritizing project risks.
{"title":"An Improved Alternative to Heat Map Risk Matrices for Project Risk Prioritization","authors":"J. P. Monat, Scott M. Doremus","doi":"10.19255/JMPM02211","DOIUrl":"https://doi.org/10.19255/JMPM02211","url":null,"abstract":"In a previous article we discussed the weaknesses of the popular heat map style risk matrix for project risk prioritization, and we proposed an alternative called the risk adjusted loss (RAL) method. Although the RAL method demonstrated significant improvement, there were mechanical as well as interpretive issues associated with it. This paper describes improvements to the RAL method and experimentally demonstrates its superiority over the heat map style risk matrix for prioritizing project risks.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"81 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-01-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132231191","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}
Christophe Danjou, Aristide Bled, Nolwenn Cousin, Thibaut Roland, Nathalie Perrier, M. Bourgault, R. Pellerin
The fourth industrial revolution, also known as Industry 4.0, has underpinned the digital transformation of the manufacturing industry for several years. Earlier studies show that Industry 4.0 is now impacting the construction industry and one of its specific features: supply chain management and particularly on-site logistics. Although many technologies have been associated with what can be called Construction 4.0, little attention has been paid to the applications resulting from these technologies. Thus, the utilization of technologies remains largely unknown. The aim of this article is to explore the technological applications associated with Industry 4.0 and used in on-site logistics. The study is based on a comparative analysis of the technological applications found in the scientific literature and those identified in practice.
{"title":"Industry 4.0 in Construction Site Logistics: A Comparative Analysis of Research and Practice","authors":"Christophe Danjou, Aristide Bled, Nolwenn Cousin, Thibaut Roland, Nathalie Perrier, M. Bourgault, R. Pellerin","doi":"10.19255/JMPM02215","DOIUrl":"https://doi.org/10.19255/JMPM02215","url":null,"abstract":"The fourth industrial revolution, also known as Industry 4.0, has underpinned the digital transformation of the manufacturing industry for several years. Earlier studies show that Industry 4.0 is now impacting the construction industry and one of its specific features: supply chain management and particularly on-site logistics. Although many technologies have been associated with what can be called Construction 4.0, little attention has been paid to the applications resulting from these technologies. Thus, the utilization of technologies remains largely unknown. The aim of this article is to explore the technological applications associated with Industry 4.0 and used in on-site logistics. The study is based on a comparative analysis of the technological applications found in the scientific literature and those identified in practice.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"1983 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-01-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128051963","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}
A. Moreira, Darli Rodrigues Vieira, A. Bravo, C. Bredillet
Aerospace maintenance, repair, and overhaul (MRO) organization is a complex process that has elements of the traditional manufacturing industry and service industry. One of the challenges is to recognize the balance of strategic goals between both sides. Because aerospace maintenance has strict and high-quality requirements defined by airworthiness regulations, this paper focuses on improving a service-oriented process adaptation to quality regulations and customer demands with business process management approaches. The paper studies the role of business process management to improve process flexibility and performance. A case study of a large corporation is conducted to identify the business process management (BPM) context of the organization and process activities through interviews and participant-observation techniques. The methodology and BPM approach are valuable ways to improve process flexibility to achieve performance goals.
{"title":"Improving business process management for product-centric service organization: the case of aerospace maintenance project","authors":"A. Moreira, Darli Rodrigues Vieira, A. Bravo, C. Bredillet","doi":"10.19255/JMPM02212","DOIUrl":"https://doi.org/10.19255/JMPM02212","url":null,"abstract":"Aerospace maintenance, repair, and overhaul (MRO) organization is a complex process that has elements of the traditional manufacturing industry and service industry. One of the challenges is to recognize the balance of strategic goals between both sides. Because aerospace maintenance has strict and high-quality requirements defined by airworthiness regulations, this paper focuses on improving a service-oriented process adaptation to quality regulations and customer demands with business process management approaches. The paper studies the role of business process management to improve process flexibility and performance. A case study of a large corporation is conducted to identify the business process management (BPM) context of the organization and process activities through interviews and participant-observation techniques. The methodology and BPM approach are valuable ways to improve process flexibility to achieve performance goals.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"7 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-01-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130845245","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}
Purpose – This paper explores the role of interorganizational projects, embedded within the firm’s network of relationships, in the building of competitive advantage. Projects play a relevant role in terms of accomplishing strategic objectives and developing strategies and competitive advantage. Projects can be developed in an interorganizational context within industrial networks. However, due to the complexity of industrial networks, the relevance of interorganizational projects is difficult to evaluate. Design/methodology/approach – The research was developed using a case study approach. Four cases were selected, each representing an interorganizational project. The studied interorganizational projects from the Portuguese textile and clothing industry were analyzed within the framework of industrial networks, composed of actors, resources and activities. Findings – By analyzing four interorganizational projects, this paper explores the role of project networks as a source of competitive advantage by analyzing how the set of actors, resources and activities within each project evolve over time. Originality/value – The paper describes the main features of the studied project networks (temporary nature; aims; dynamics and complexity of relationships; informality and trust) and how these features are important for competitive advantage.
{"title":"Interorganizational projects and competitiveness in industrial networks in the textile and clothing industry","authors":"João Areias, V. Eiriz","doi":"10.19255/JMPM02206","DOIUrl":"https://doi.org/10.19255/JMPM02206","url":null,"abstract":"Purpose – This paper explores the role of interorganizational projects, embedded within the firm’s network of relationships, in the building of competitive advantage. Projects play a relevant role in terms of accomplishing strategic objectives and developing strategies and competitive advantage. Projects can be developed in an interorganizational context within industrial networks. However, due to the complexity of industrial networks, the relevance of interorganizational projects is difficult to evaluate. Design/methodology/approach – The research was developed using a case study approach. Four cases were selected, each representing an interorganizational project. The studied interorganizational projects from the Portuguese textile and clothing industry were analyzed within the framework of industrial networks, composed of actors, resources and activities. Findings – By analyzing four interorganizational projects, this paper explores the role of project networks as a source of competitive advantage by analyzing how the set of actors, resources and activities within each project evolve over time. Originality/value – The paper describes the main features of the studied project networks (temporary nature; aims; dynamics and complexity of relationships; informality and trust) and how these features are important for competitive advantage.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"57 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-01-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123424029","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 addresses the following question: what happens when people pool their resources in a project but also compete for market share? This question is at the heart of project management in the cultural industries. To be viable, these projects must find a compromise between competition and collaboration. To conceptualize this compromise, we used the theoretical framework On Justification by Boltanski and Thevenot (2006). These authors represented society with six independent worlds, and they explored compromises between the various worlds. We associate competition with the market world and collaboration with the civic world. Boltanski and Thevenot (2006) did not find a figure of compromise between these two worlds, but we suggest that coopetition is a viable form of compromise. We undertook 50 semi-structured interviews with professional visual artists to empirically support our assumptions that (1) coopetition is the answer to our initial question, and (2) it is the figure of compromise between the market and civic worlds. Our findings contribute to the literature on coopetition in project management by presenting three typical cases of coopetition in projects in cultural industries: artwork creation projects, art exhibition projects in private galleries, and art exhibition projects in cooperative galleries. We also contribute to the literature on Boltanski and Thevenot (2006) theoretical framework by exploring a new figure of compromise.
{"title":"Coopetition in Projects in Cultural Industries","authors":"J. Bérubé, J. Gauthier","doi":"10.19255/JMPM02209","DOIUrl":"https://doi.org/10.19255/JMPM02209","url":null,"abstract":"This paper addresses the following question: what happens when people pool their resources in a project but also compete for market share? This question is at the heart of project management in the cultural industries. To be viable, these projects must find a compromise between competition and collaboration. To conceptualize this compromise, we used the theoretical framework On Justification by Boltanski and Thevenot (2006). These authors represented society with six independent worlds, and they explored compromises between the various worlds. We associate competition with the market world and collaboration with the civic world. Boltanski and Thevenot (2006) did not find a figure of compromise between these two worlds, but we suggest that coopetition is a viable form of compromise. We undertook 50 semi-structured interviews with professional visual artists to empirically support our assumptions that (1) coopetition is the answer to our initial question, and (2) it is the figure of compromise between the market and civic worlds. Our findings contribute to the literature on coopetition in project management by presenting three typical cases of coopetition in projects in cultural industries: artwork creation projects, art exhibition projects in private galleries, and art exhibition projects in cooperative galleries. We also contribute to the literature on Boltanski and Thevenot (2006) theoretical framework by exploring a new figure of compromise.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"27 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-01-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128969458","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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