This paper attempts to reduce confusion in project management practice by applying academic rigor to an evaluation of governance terminology in project and general management practitioner reference documents. It compares definitions in these documents against each other as well as against a set of previously published definitions of governance terms developed using a rigorous definitional refining method. It finds many inconsistencies in governance terminology between the reference documents analysed. These include the relationship with accountability, presumption of the joint-stock company model, inclusion of items considered unwarranted by the reference definitions and the means of handling legitimate inclusions. The existence of these inconsistencies indicates there is a need for general acceptance of a set of internally consistent governance terms and for these to be brought into the various practitioner reference documents. A set of terms is proposed. This paper contributes to the literature reviewing terminology in management and project management as well as the literature reviewing the veracity and interoperability of commercially available project management products. Projects, business and academic research can all benefit from removal of confusion from the definition of governance and related terms. This can potentially avoid waste of time, resources and money, facilitating building social and physical systems and infrastructure, benefitting organisations generally, whether public, charitable or private.
{"title":"Governance terminology confusion in management and project management reference documents","authors":"S. Mcgrath, S. Whitty","doi":"10.19255/JMPM02008","DOIUrl":"https://doi.org/10.19255/JMPM02008","url":null,"abstract":"This paper attempts to reduce confusion in project management practice by applying academic rigor to an evaluation of governance terminology in project and general management practitioner reference documents. It compares definitions in these documents against each other as well as against a set of previously published definitions of governance terms developed using a rigorous definitional refining method. It finds many inconsistencies in governance terminology between the reference documents analysed. These include the relationship with accountability, presumption of the joint-stock company model, inclusion of items considered unwarranted by the reference definitions and the means of handling legitimate inclusions. The existence of these inconsistencies indicates there is a need for general acceptance of a set of internally consistent governance terms and for these to be brought into the various practitioner reference documents. A set of terms is proposed. This paper contributes to the literature reviewing terminology in management and project management as well as the literature reviewing the veracity and interoperability of commercially available project management products. Projects, business and academic research can all benefit from removal of confusion from the definition of governance and related terms. This can potentially avoid waste of time, resources and money, facilitating building social and physical systems and infrastructure, benefitting organisations generally, whether public, charitable or private.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"9 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-10-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128110910","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}
Public-private partnerships (PPPs) have been used worldwide in infrastructure and public service provision as an alternative procurement model to traditional public work contracts. There are several benefits arising from the use of PPPs such as greater efficiency and value for money, but there is a pitfall that has significantly affected its performance: the lack of adequate monitoring by public authorities. This led to excessive renegotiations and problems of information asymmetry. Contract management remains as one of the main challenges in the PPP domain, if not the most relevant. This paper intends to minimize this gap, proposing a framework for key performance indicators (KPIs) categories that should be integrated in these contracts, enabling the grantor to effectively monitor the performance of the projects thus reducing information asymmetry problems. The KPIs category model proposed in this article congregates five groups of KPIs: operational indicators, financial indicators, relational indicators, environmental indicators and social indicators.
{"title":"The challenge of monitoring PPP projects: Proposal of a conceptual 5-dimension KPI’s model","authors":"Bruno Lima, C. Cruz","doi":"10.19255/JMPM02006","DOIUrl":"https://doi.org/10.19255/JMPM02006","url":null,"abstract":"Public-private partnerships (PPPs) have been used worldwide in infrastructure and public service provision as an alternative procurement model to traditional public work contracts. There are several benefits arising from the use of PPPs such as greater efficiency and value for money, but there is a pitfall that has significantly affected its performance: the lack of adequate monitoring by public authorities. This led to excessive renegotiations and problems of information asymmetry. Contract management remains as one of the main challenges in the PPP domain, if not the most relevant. This paper intends to minimize this gap, proposing a framework for key performance indicators (KPIs) categories that should be integrated in these contracts, enabling the grantor to effectively monitor the performance of the projects thus reducing information asymmetry problems. The KPIs category model proposed in this article congregates five groups of KPIs: operational indicators, financial indicators, relational indicators, environmental indicators and social indicators.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"19 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-10-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122091413","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 introduces a participatory and visual approach to milestone planning called the Visual Milestone Planning (VMP) Method. VMP promotes involvement and commitment, through the reification of the planning artifacts and their direct manipulation by team members who collectively create the plan. Once a project scope is defined via a work breakdown structure and relevant milestones identified, a novel construct called the milestone planning matrix is used to systematically and visually capture dependencies among milestones and map WBS elements to the milestones they help realize. The milestones due dates are later determined by accommodating sticky notes representing the work to be done on a resource and time scaled milestone scheduling canvas. The method is applicable to traditional as well as to agile projects.
{"title":"Milestone Planning: A Participatory and Visual Approach","authors":"Eduardo Miranda","doi":"10.19255/JMPM02003","DOIUrl":"https://doi.org/10.19255/JMPM02003","url":null,"abstract":"This paper introduces a participatory and visual approach to milestone planning called the Visual Milestone Planning (VMP) Method. VMP promotes involvement and commitment, through the reification of the planning artifacts and their direct manipulation by team members who collectively create the plan. Once a project scope is defined via a work breakdown structure and relevant milestones identified, a novel construct called the milestone planning matrix is used to systematically and visually capture dependencies among milestones and map WBS elements to the milestones they help realize. The milestones due dates are later determined by accommodating sticky notes representing the work to be done on a resource and time scaled milestone scheduling canvas. The method is applicable to traditional as well as to agile projects.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-10-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128955570","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}
Darli Rodrigues Vieira, E. S. Melo, Marcela Pereira dos Santos Silva
Product development in the aerospace industry involves a complex environment that demands a high level of integration to ensure that the final product cost adheres to the business plan. However, in the initial development phases, the work scope is immature and cannot be completely defined a priori. In this context, cost management is a real challenge, particularly for small and medium-sized enterprises (SMEs) that have smaller margins for errors when defining their products’ pricing. This paper proposes a framework to manage costs during product development using a method based on the design structure matrix associated with the design to cost methodology. The analysis is based on the literature and the case study method, which is applied in an aerospace SME. The results indicate positive prospects for the application of the method, which can provide a holistic perspective of the development process while promoting better control of costs.
{"title":"Product Development Cost Management in Aerospace SMEs","authors":"Darli Rodrigues Vieira, E. S. Melo, Marcela Pereira dos Santos Silva","doi":"10.19255/JMPM02005","DOIUrl":"https://doi.org/10.19255/JMPM02005","url":null,"abstract":"Product development in the aerospace industry involves a complex environment that demands a high level of integration to ensure that the final product cost adheres to the business plan. However, in the initial development phases, the work scope is immature and cannot be completely defined a priori. In this context, cost management is a real challenge, particularly for small and medium-sized enterprises (SMEs) that have smaller margins for errors when defining their products’ pricing. This paper proposes a framework to manage costs during product development using a method based on the design structure matrix associated with the design to cost methodology. The analysis is based on the literature and the case study method, which is applied in an aerospace SME. The results indicate positive prospects for the application of the method, which can provide a holistic perspective of the development process while promoting better control of costs.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"9 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-10-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"117184827","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 discusses lean innovations and lean startup methods for the engineering management field. The aim of the literature review is to explain the methods and processes used in lean startup. First, we discuss the concept of startup and the impact that innovation has on startups and organizations seeking to implement lean innovations models. The assumption made in the hypothesis is that lean startup can be applied to areas outside of high-tech entrepreneurship. This hypothesis is further explored in the research. The findings in this paper suggest that innovation and entrepreneurship are highly influenced by innovation and company cultures. We find that technology transfer plays a key role in fostering innovation. However, there are barriers to public-private innovation partnerships, which is discussed in this paper.
{"title":"Reflection of Literature on Using Lean Innovation Models For Start-Up Ventures","authors":"B. Galli","doi":"10.19255/JMPM02001","DOIUrl":"https://doi.org/10.19255/JMPM02001","url":null,"abstract":"This paper discusses lean innovations and lean startup methods for the engineering management field. The aim of the literature review is to explain the methods and processes used in lean startup. First, we discuss the concept of startup and the impact that innovation has on startups and organizations seeking to implement lean innovations models. The assumption made in the hypothesis is that lean startup can be applied to areas outside of high-tech entrepreneurship. This hypothesis is further explored in the research. The findings in this paper suggest that innovation and entrepreneurship are highly influenced by innovation and company cultures. We find that technology transfer plays a key role in fostering innovation. However, there are barriers to public-private innovation partnerships, which is discussed in this paper.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"45 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-10-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128788649","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The purpose of this study is to present the research findings about factors that contribute to making customer involvement work effectively in an agile software project and to explore factors that can provide hindrance to customer involvement. We conducted 24 interviews with practitioners working with agile software projects in Norwegian software industry. Grounded theory was used to analyse the data. Findings suggested a list of factors that can enhance customer involvement and make it more effective. We called these factors enablers to customer involvement. The factors that suppliers use for effective customer involvement are: understanding customer’s perception of success, effective communication, being forthcoming and accommodating, transparency and openness and establishing trust. Factors that suppliers think the customer should pay special attention to are: customer attention, product owner who understands business, good understanding of technical and functional side and persistent cooperation. This study also presents factors that can hinder customer involvement, thus making the customer–supplier relationship less effective. We called these barrier factors. These are: not getting enough customer time, lack of understanding on the customer’s part, people without right skills and lack of communication. Research was carried out in the Norwegian software industry and grounded theory was used for data analysis, therefore this research can be called context-specific. Research participants interviewed were project managers, therefore this study presents project managers’ viewpoints only. Another limitation is that most of the participants were from the supplier side. This study provides a theory/framework of enablers and barriers to customer involvement in agile software projects. Practitioners can use these factors to enhance customer involvement in agile projects.
{"title":"Enablers and barriers to customer involvement in agile software projects in Norwegian software industry: The Supplier´s perspective","authors":"Lubna Siddique, Bassam A. Hussein","doi":"10.19255/JMPM02009","DOIUrl":"https://doi.org/10.19255/JMPM02009","url":null,"abstract":"The purpose of this study is to present the research findings about factors that contribute to making customer involvement work effectively in an agile software project and to explore factors that can provide hindrance to customer involvement. We conducted 24 interviews with practitioners working with agile software projects in Norwegian software industry. Grounded theory was used to analyse the data. Findings suggested a list of factors that can enhance customer involvement and make it more effective. We called these factors enablers to customer involvement. The factors that suppliers use for effective customer involvement are: understanding customer’s perception of success, effective communication, being forthcoming and accommodating, transparency and openness and establishing trust. Factors that suppliers think the customer should pay special attention to are: customer attention, product owner who understands business, good understanding of technical and functional side and persistent cooperation. This study also presents factors that can hinder customer involvement, thus making the customer–supplier relationship less effective. We called these barrier factors. These are: not getting enough customer time, lack of understanding on the customer’s part, people without right skills and lack of communication. Research was carried out in the Norwegian software industry and grounded theory was used for data analysis, therefore this research can be called context-specific. Research participants interviewed were project managers, therefore this study presents project managers’ viewpoints only. Another limitation is that most of the participants were from the supplier side. This study provides a theory/framework of enablers and barriers to customer involvement in agile software projects. Practitioners can use these factors to enhance customer involvement in agile projects.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"23 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-10-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122580971","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 case study investigates how the life experiences of a project manager has influenced their professional practice. The research methodology takes a phenomenological approach to an art therapy technique. We call it the Practitioner’s Tapestry, which comprise narrative with sketching sessions. The methodology revealed that close relationships with inspirational people in their formative years has influenced their practice, specifically in forming mental models that subsequently structures their behaviour towards others and their approach towards ‘doing things’. The results align with an important criticism about the epistemological and ontological assumptions of the various project management bodies of knowledge, as mental models and the tacit knowledge they develop do rightly constitute project management knowledge for dealing with the actuality of project work
{"title":"The Practitioner’s Tapestry: Revealing the epistemological diversity to project management knowledge","authors":"Markus Krusi, S. Whitty","doi":"10.19255/JMPM02010","DOIUrl":"https://doi.org/10.19255/JMPM02010","url":null,"abstract":"This case study investigates how the life experiences of a project manager has influenced their professional practice. The research methodology takes a phenomenological approach to an art therapy technique. We call it the Practitioner’s Tapestry, which comprise narrative with sketching sessions. The methodology revealed that close relationships with inspirational people in their formative years has influenced their practice, specifically in forming mental models that subsequently structures their behaviour towards others and their approach towards ‘doing things’. The results align with an important criticism about the epistemological and ontological assumptions of the various project management bodies of knowledge, as mental models and the tacit knowledge they develop do rightly constitute project management knowledge for dealing with the actuality of project work","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"7 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-10-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125473511","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}
Previous published work has identified confusion in the definition of the term program. This paper reports on a study investigating the understanding of program terminology within a sample of experienced management and project management practitioners across a range of industries and disciplines. The study was conducted in Australia which is subject to influence by both USA and British practice, without being constrained to favour either, but where any inconsistencies between these influences are potentially problematic. The outcome was that confusion on this issue was found within the practitioner community. Furthermore, this confusion had developed into competition between fields over exclusive usage of the term to the extent that one organization had even attempted to resolve it by attributing different meanings to the two different nationality spellings of the term. No common understanding or definition of the term was articulated and there was contention over whether a program has to be transformational to be labelled as such. The boundaries with the terms project and portfolio were also unclear. The existence of these inconsistencies indicates there is a need for an internally consistent set of definitions of project, program and portfolio to be agreed and adopted across the whole project management field.
{"title":"A typology of meanings: practitioners views of ‘program'","authors":"S. Mcgrath, S. Whitty","doi":"10.19255/JMPM02011","DOIUrl":"https://doi.org/10.19255/JMPM02011","url":null,"abstract":"Previous published work has identified confusion in the definition of the term program. This paper reports on a study investigating the understanding of program terminology within a sample of experienced management and project management practitioners across a range of industries and disciplines. The study was conducted in Australia which is subject to influence by both USA and British practice, without being constrained to favour either, but where any inconsistencies between these influences are potentially problematic. The outcome was that confusion on this issue was found within the practitioner community. Furthermore, this confusion had developed into competition between fields over exclusive usage of the term to the extent that one organization had even attempted to resolve it by attributing different meanings to the two different nationality spellings of the term. No common understanding or definition of the term was articulated and there was contention over whether a program has to be transformational to be labelled as such. The boundaries with the terms project and portfolio were also unclear. The existence of these inconsistencies indicates there is a need for an internally consistent set of definitions of project, program and portfolio to be agreed and adopted across the whole project management field.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"87 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-10-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114701645","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}
Survival is number one motive of companies today; therefore the majority of necessary changes and related projects within the organizations aim to secure this. However, failing to use a project management methodology may jeopardize an organization’s project management efforts and overall effectiveness, where number one reason of failures with implementing a project management methodology is related to change domain in different audience groups. This paper contributes to name the audience characteristics and relying strategies accordingly.
{"title":"Audience analysis as organizational change agent: A project management methodology approach","authors":"Emre S. Ozmen","doi":"10.19255/JMPM01904","DOIUrl":"https://doi.org/10.19255/JMPM01904","url":null,"abstract":"Survival is number one motive of companies today; therefore the majority of necessary changes and related projects within the organizations aim to secure this. However, failing to use a project management methodology may jeopardize an organization’s project management efforts and overall effectiveness, where number one reason of failures with implementing a project management methodology is related to change domain in different audience groups. This paper contributes to name the audience characteristics and relying strategies accordingly.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"89 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":"121126569","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}
T. Silva, Darli Rodrigues Vieira, S. Melhado, M. M. Carvalho
Engineering projects tend to present numerous uncertainties due to a lack of information or unreliable information, new technologies, project complexity or even unpredictable factors. These uncertainties can affect the project´s success. This paper aims to investigate the level of knowledge and adoption of risk management practices in engineering projects. Moreover, the paper aims to explore the perception of the influence of risk management on project success. The methodological approach was a survey-based study with a sample of 596 respondents. The results indicated that most professionals (61.6%) know of the PMBoK® and try to partially or totally apply it, followed by ISO 31000 (24.7%) and ICB/IPMA (13.6%). Considering the success dimensions, the most frequent consequences associated with risk were delayed schedule, increased cost, damaged client reputation, and decreased quality.
{"title":"Risk and Uncertainty in Engineering Projects: A Survey of Professionals","authors":"T. Silva, Darli Rodrigues Vieira, S. Melhado, M. M. Carvalho","doi":"10.19255/JMPM01912","DOIUrl":"https://doi.org/10.19255/JMPM01912","url":null,"abstract":"Engineering projects tend to present numerous uncertainties due to a lack of information or unreliable information, new technologies, project complexity or even unpredictable factors. These uncertainties can affect the project´s success. This paper aims to investigate the level of knowledge and adoption of risk management practices in engineering projects. Moreover, the paper aims to explore the perception of the influence of risk management on project success. The methodological approach was a survey-based study with a sample of 596 respondents. The results indicated that most professionals (61.6%) know of the PMBoK® and try to partially or totally apply it, followed by ISO 31000 (24.7%) and ICB/IPMA (13.6%). Considering the success dimensions, the most frequent consequences associated with risk were delayed schedule, increased cost, damaged client reputation, and decreased quality.","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":"126955481","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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