Hourly cost rates are crucial project costing due to the substantial proportion of labor cost in projects. Yet, there is little published about calculating hourly cost rates, and it is a contentious topic in corporations. Therefore, an approach is provided in this paper that will improve the calculation of hourly cost rates. It is based on a novel approach to Activity-Based Costing (ABC) and a revised version of the CAM-I Capacity Model which is adopted to project-based industries. Both an example and a case are provided to allow detailed discussions.
{"title":"Calculating hourly cost rates in project-based industries – part 2; cost management","authors":"J. Emblemsvåg, G. Cokins","doi":"10.19255/JMPM02205","DOIUrl":"https://doi.org/10.19255/JMPM02205","url":null,"abstract":"Hourly cost rates are crucial project costing due to the substantial proportion of labor cost in projects. Yet, there is little published about calculating hourly cost rates, and it is a contentious topic in corporations. Therefore, an approach is provided in this paper that will improve the calculation of hourly cost rates. It is based on a novel approach to Activity-Based Costing (ABC) and a revised version of the CAM-I Capacity Model which is adopted to project-based industries. Both an example and a case are provided to allow detailed discussions.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"1 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":"114200625","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}
Patricia Laura Herrero Motzer, Fabiano Armellini, Laurence Solar-Pelletier
For manufacturing companies especially, the arrival of the 4th Industrial Revolution or Industry 4.0 has meant a leap forward and a considerable influx of innovation while new technologies are combined with increasing human knowledge and technological skills to automatize manufacturing processes and move towards a customized production culture. The aim of this exploratory research paper is to evaluate Industry 4.0 technology adoption and define the leading agents that contribute or hinder such an implementation in the scope of change management. The investigation of the adoption challenges will be made using two methodologies. Firstly, with a literature review and secondly with a statistical review using qualitative research methodologies of transcripts of readily available interviews with four Canadian manufacturers.
{"title":"Change management in the context of the Fourth Industrial Revolution: An exploratory research using qualitative methods","authors":"Patricia Laura Herrero Motzer, Fabiano Armellini, Laurence Solar-Pelletier","doi":"10.19255/JMPM02208","DOIUrl":"https://doi.org/10.19255/JMPM02208","url":null,"abstract":"For manufacturing companies especially, the arrival of the 4th Industrial Revolution or Industry 4.0 has meant a leap forward and a considerable influx of innovation while new technologies are combined with increasing human knowledge and technological skills to automatize manufacturing processes and move towards a customized production culture. The aim of this exploratory research paper is to evaluate Industry 4.0 technology adoption and define the leading agents that contribute or hinder such an implementation in the scope of change management. The investigation of the adoption challenges will be made using two methodologies. Firstly, with a literature review and secondly with a statistical review using qualitative research methodologies of transcripts of readily available interviews with four Canadian manufacturers.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"13 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":"124537701","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}
Recently, the fundamental assumptions underpinning project management process models have been criticized as being insufficient to support the proactiveness, innovation and creativity needed by organizations competing in dynamic markets. To address this, this paper undertakes an extensive review of the project management and corporate entrepreneurship literature to construct a theoretical Entrepreneurial Project Management model. The model presented seeks to provide a basis for practitioners to incorporate entrepreneurial elements into their projects more effectively and efficiently, as well as a basis for future academic research to explore its validity and machinations across a range of industry and organizational contexts.
{"title":"Introducing an Entrepreneurial Project Management Model","authors":"JE Mbiru, Wickham, Desmond Tutu Ayentimi","doi":"10.19255/JMPM02210","DOIUrl":"https://doi.org/10.19255/JMPM02210","url":null,"abstract":"Recently, the fundamental assumptions underpinning project management process models have been criticized as being insufficient to support the proactiveness, innovation and creativity needed by organizations competing in dynamic markets. To address this, this paper undertakes an extensive review of the project management and corporate entrepreneurship literature to construct a theoretical Entrepreneurial Project Management model. The model presented seeks to provide a basis for practitioners to incorporate entrepreneurial elements into their projects more effectively and efficiently, as well as a basis for future academic research to explore its validity and machinations across a range of industry and organizational contexts.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"35 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":"115040686","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}
Hourly cost rates are crucial in project costing due to the substantial proportion of labor cost in projects. Critical in this endeavor is to model capacity correctly. While there is much published on capacity modeling, there is nothing published about capacity modeling in project-based industries. This fact in combination with the fact that it is a contentious topic in corporations, makes it an important topic for research. Therefore, in this paper capacity modeling is analyzed and a revised version of the CAM-I capacity model is proposed for project-based industries. Both an example and a case are provided to allow detailed discussions.
{"title":"Calculating hourly cost rates in project-based industries – part 1; capacity modeling","authors":"J. Emblemsvåg, G. Cokins","doi":"10.19255/JMPM02204","DOIUrl":"https://doi.org/10.19255/JMPM02204","url":null,"abstract":"Hourly cost rates are crucial in project costing due to the substantial proportion of labor cost in projects. Critical in this endeavor is to model capacity correctly. While there is much published on capacity modeling, there is nothing published about capacity modeling in project-based industries. This fact in combination with the fact that it is a contentious topic in corporations, makes it an important topic for research. Therefore, in this paper capacity modeling is analyzed and a revised version of the CAM-I capacity model is proposed for project-based industries. Both an example and a case are provided to allow detailed discussions.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"26 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":"115340765","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 view that PRINCE2 was not suitable for application to infrastructure was identified in a study done for a separate purpose, namely to examine project governance and methodology, which is not reported in this paper. It was asserted by several participants in interviews conducted with a sample of experienced practitioners across a range of industries and disciplines. This paper follows up on those comments by conducting an examination of PRINCE2 from an engineering infrastructure perspective to investigate the validity of this assertion. It takes a deductive, definitional approach to determine if there are any features in it that would cause difficulty for engineering infrastructure use. 17 features were examined and 15 were found to have difficulty in application to the project management of engineering infrastructure. The remaining two found inconsistencies that were unlikely to cause too much difficulty. The features causing difficulty include non-generic terminology for the terms project, lifecycle and stage, using a product rather than a project based process, use of an iterative product delivery process unsuited to predictive projects, use of a delivery process for all project phases, assumption of a board governance model with inappropriate accountabilities, lack of clarity around use of the project plan, and absence of a lifecycle appropriate for engineering infrastructure, with PRINCE2 effectively self-declaring its need for a higher-level project lifecycle/ methodology from somewhere else. The paper concludes that PRINCE2 is quite poorly suited to managing engineering infrastructure projects and identifies that some of the reasons for this are likely to also cause difficulty for many ICT projects as well.
{"title":"The suitability of PRINCE2 for engineering infrastructure","authors":"S. Mcgrath, S. Whitty","doi":"10.19255/JMPM02216","DOIUrl":"https://doi.org/10.19255/JMPM02216","url":null,"abstract":"The view that PRINCE2 was not suitable for application to infrastructure was identified in a study done for a separate purpose, namely to examine project governance and methodology, which is not reported in this paper. It was asserted by several participants in interviews conducted with a sample of experienced practitioners across a range of industries and disciplines. This paper follows up on those comments by conducting an examination of PRINCE2 from an engineering infrastructure perspective to investigate the validity of this assertion. It takes a deductive, definitional approach to determine if there are any features in it that would cause difficulty for engineering infrastructure use. 17 features were examined and 15 were found to have difficulty in application to the project management of engineering infrastructure. The remaining two found inconsistencies that were unlikely to cause too much difficulty. The features causing difficulty include non-generic terminology for the terms project, lifecycle and stage, using a product rather than a project based process, use of an iterative product delivery process unsuited to predictive projects, use of a delivery process for all project phases, assumption of a board governance model with inappropriate accountabilities, lack of clarity around use of the project plan, and absence of a lifecycle appropriate for engineering infrastructure, with PRINCE2 effectively self-declaring its need for a higher-level project lifecycle/ methodology from somewhere else. The paper concludes that PRINCE2 is quite poorly suited to managing engineering infrastructure projects and identifies that some of the reasons for this are likely to also cause difficulty for many ICT projects as well.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"502 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":"132964756","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 arose from empirical investigations of practitioner views of both governance and program definitions together with investigations of practitioner reference documents. These investigations indicated that some confusion had arisen in infrastructure project management as a result of approaches used in IT. This paper contributes to the literature evaluating project standards and methodologies by conducting an examination of the suitability of one such source (MSP) for use in in engineering infrastructure program management. A deductive definitional approach is taken to identify features that could cause difficulty. Eight features were examined and six were found to have difficulty in application to engineering infrastructure. The remaining two were found to be terminology differences that are unlikely to cause too much difficulty. The features causing difficulty include inappropriate definition of a program, use of a non-generic process flow unsuitable for rolling programs, confusion of transformation projects with programs, presumption of a board governance model, and confusion of large projects with programs. The paper concludes that MSP is quite poorly suited to managing rolling programs, whether they are in engineering infrastructure or IT. Various changes to MSP and PMI publications are recommended.
{"title":"The suitability of MSP for engineering infrastructure","authors":"S. Mcgrath, S. Whitty","doi":"10.19255/JMPM02217","DOIUrl":"https://doi.org/10.19255/JMPM02217","url":null,"abstract":"This paper arose from empirical investigations of practitioner views of both governance and program definitions together with investigations of practitioner reference documents. These investigations indicated that some confusion had arisen in infrastructure project management as a result of approaches used in IT. This paper contributes to the literature evaluating project standards and methodologies by conducting an examination of the suitability of one such source (MSP) for use in in engineering infrastructure program management. A deductive definitional approach is taken to identify features that could cause difficulty. Eight features were examined and six were found to have difficulty in application to engineering infrastructure. The remaining two were found to be terminology differences that are unlikely to cause too much difficulty. The features causing difficulty include inappropriate definition of a program, use of a non-generic process flow unsuitable for rolling programs, confusion of transformation projects with programs, presumption of a board governance model, and confusion of large projects with programs. The paper concludes that MSP is quite poorly suited to managing rolling programs, whether they are in engineering infrastructure or IT. Various changes to MSP and PMI publications are recommended.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"163 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":"134195192","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}
Haavard Haaskjold, B. Andersen, Jan Alexander Langlo
Existing research suggests a positive relationship between the level of collaboration in projects and project performance in terms of cost, time and quality. However, empirical data to support this are scant and this paper responds to the calls for more empirical research on this specific relationship. In this paper we conducted bivariate analysis on a dataset from 142 Norwegian projects which reported their cost, schedule and quality performance through the 10-10 benchmarking tool developed by the Construction Industry Institute (CII). We found a strong positive relationship between collaboration and project quality performance. Projects with good collaboration experienced fewer errors and deviations and more often delivered according to requirements and client expectations than projects with poor collaboration. We also propose an indicator that practitioners can apply to measure the collaboration quality in their projects.
{"title":"In search of Empirical Evidence for the Relationship Between Collaboration and Project Performance","authors":"Haavard Haaskjold, B. Andersen, Jan Alexander Langlo","doi":"10.19255/JMPM02207","DOIUrl":"https://doi.org/10.19255/JMPM02207","url":null,"abstract":"Existing research suggests a positive relationship between the level of collaboration in projects and project performance in terms of cost, time and quality. However, empirical data to support this are scant and this paper responds to the calls for more empirical research on this specific relationship. In this paper we conducted bivariate analysis on a dataset from 142 Norwegian projects which reported their cost, schedule and quality performance through the 10-10 benchmarking tool developed by the Construction Industry Institute (CII). We found a strong positive relationship between collaboration and project quality performance. Projects with good collaboration experienced fewer errors and deviations and more often delivered according to requirements and client expectations than projects with poor collaboration. We also propose an indicator that practitioners can apply to measure the collaboration quality in their projects.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"118 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":"131423840","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 aim of this research is to develop and propose a framework to supplement existing government frameworks for the selection and prioritisation of large public capital projects. The effectiveness of the existing Australian frameworks are tested against three large public projects. Case study analysis indicated Optimism Bias and Focalism were cognitive traits that influenced key decision-making along with legislature structures. The result of the analysis showed the proposed framework is capable of mitigating risks of improper project selection through criterion analysis of quantitative and qualitative measures, however empirical analysis is required to further test assumptions.
{"title":"A Selection and Prioritisation Framework for Public Projects","authors":"K. Amos, A. Abbasi","doi":"10.19255/JMPM02203","DOIUrl":"https://doi.org/10.19255/JMPM02203","url":null,"abstract":"The aim of this research is to develop and propose a framework to supplement existing government frameworks for the selection and prioritisation of large public capital projects. The effectiveness of the existing Australian frameworks are tested against three large public projects. Case study analysis indicated Optimism Bias and Focalism were cognitive traits that influenced key decision-making along with legislature structures. The result of the analysis showed the proposed framework is capable of mitigating risks of improper project selection through criterion analysis of quantitative and qualitative measures, however empirical analysis is required to further test assumptions.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"31 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":"125881462","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}
{"title":"Editorial Guest: PPP Governance","authors":"G. L. Scalia, A. Calabrese, A. Marco","doi":"10.19255/JMPM02101","DOIUrl":"https://doi.org/10.19255/JMPM02101","url":null,"abstract":"","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"54 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-12-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121660471","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}
C. Paciarotti, F. Ciarapica, G. Mazzuto, M. Bevilacqua
In recent years, the project management field has received increasing attention, in terms of both practical implementation and research. However, unlike other sectors, project management practice in the field of international humanitarian aids seems to be neglected. In this context, the current paper illustrates an empirical study on international development projects performed by Italian non-governmental organizations. The aim of the paper is to investigate the use of PM tools in humanitarian aid projects and the relationship between critical success factors and project success. The necessary data were gathered through a questionnaire and statistical methods were subsequently implemented for the data analysis.
{"title":"Project management in the international aid sector: the perspective of Italian NGOs","authors":"C. Paciarotti, F. Ciarapica, G. Mazzuto, M. Bevilacqua","doi":"10.19255/JMPM02104","DOIUrl":"https://doi.org/10.19255/JMPM02104","url":null,"abstract":"In recent years, the project management field has received increasing attention, in terms of both practical implementation and research. However, unlike other sectors, project management practice in the field of international humanitarian aids seems to be neglected. In this context, the current paper illustrates an empirical study on international development projects performed by Italian non-governmental organizations. The aim of the paper is to investigate the use of PM tools in humanitarian aid projects and the relationship between critical success factors and project success. The necessary data were gathered through a questionnaire and statistical methods were subsequently implemented for the data analysis.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"22 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-12-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115765349","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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