International Journal of Managing Projects in Business最新文献

Purpose

This research aspires to contribute in the area of exploration of the psychological traits evolving by practitioners within the project management profession. Specifically, it investigates whether there is any difference in optimism levels among experienced project management practitioners and newcomers in the profession.

Design/methodology/approach

The research used the life orientation test-revised (LOTR) (Scheier et al., 1994) to calculate respondents’ optimism scores. With these scores at hand, the researchers could then apply inferential statistics in order to deduce any differences observed among optimism score and the respondents’ characteristics (age, years of experience etc.).

Findings

Based on the results of this research, several demographic variables were shown to be statistically significant with optimism. These were (1) the number of years of experience the respondent had in managing projects, (2) working in a government organisation and (3) possessing specific project management certifications, all of which were found to adversely affect the respondent’s optimism score.

Originality/value

This research was unique in applying a well-known psychological test instrument (LOTR) to provide insight into the psychological impacts of a career as an information technology (IT) project manager. It is also highly likely that this correlation between the length of time working as a project manager and the adverse impact on their optimism would also apply to not just IT project managers but all experienced project managers.

Purpose

How organisations interact with and respond to environmental pressures has been a long-term interest of organisational scholars. Still, it remains an under-theorised phenomenon from a project perspective. So far, there is limited understanding of how projects, which are composed by a constellation of organisations, “respond” to institutional pressures that are exerted on them. This research takes the perspective of projects as adopters/implementers of institutional pressures and analyses how they interact with, and respond to, such pressures. More specifically, this research explores how construction projects respond to the pressure of a Building Information Modelling (BIM) mandate.

Design/methodology/approach

Multiple in-depth case studies were conducted to explore the practical implementation of a BIM mandate in the UK and understand how the construction projects responded to the coercive pressures to implement a new policy mandate for process digitalisation. Multiple sources were employed for data collection and the data were analysed inductively. The findings identify a hybrid response comprising four distinct ways that projects might respond to an institutional pressure.

Findings

We find that projects decouple both from the content and from the intended purpose of a policy, i.e. there are two variance of a policy-practice decoupling phenomenon in projects. The findings also reveal the underlying conditions leading to decoupling.

Originality/value

We advance decoupling literature so that it better applies to the temporary, distributed and interdependent work conducted via projects. Second, we define decoupling in projects as a provisional and fragmented process of wayfinding through heterogeneous institutional spaces, and discuss the potential policy-practice assemblages in projects, influenced by how, if and when project members' activities decouple from the many and often contradicting institutional pressures they face. Third, we discuss how the qualitatively different forms of decoupling that we identified in our work may act as part of a legitimation process in ambiguous situations whereby projects might share a resemblance of conformity with institutional pressures when they are de facto only partially conforming to them.

Purpose

Earned value management systems (EVMS), also called integrated project and program management systems, have been greatly examined in the literature, which has typically focused on their technical aspects rather than social. This study aims to hypothesize that improving both the technical maturity of EVMS and the social environment elements of EVMS applications together will significantly impact project performance outcomes. For the first time, empirical evidence supports a strong relationship between EVMS maturity and environment.

Design/methodology/approach

Data was collected from 35 projects through four workshops, attended by 31 industry practitioners with an average of 19 years of EVMS experience. These experts, representing 23 organizations, provided over 2,800 data points on sociotechnical integration and performance outcomes, covering projects totaling $21.8 billion. Statistical analyses were performed to derive findings on the impact of technical maturity and social environment on project success.

Findings

The results show statistically significant differences in cost growth, compliance, meeting project objectives and business drivers and customer satisfaction, between projects with high EVMS maturity and environment and projects with poor EVMS maturity and environment. Moreover, the technical and social dimensions were found to be significantly correlated.

Originality/value

Key contributions include a novel and tested performance-driven framework to support integrated project management using EVMS. The adoption of this detailed assessment framework by government and industry is driving a paradigm shift in project management of some of the largest and most complex projects in the U.S.; specifically transitioning from a project assessment based upon a binary approach for EVMS technical maturity (i.e. compliant/noncompliant to standards) to a wide-ranging scale (i.e. 0–1,000) across two dimensions.

Purpose

This paper explores project managers' (PMs') role in contributing to and achieving sustainability within construction projects, particularly focusing on Sustainable Development Goal (SDG) 11.

Design/methodology/approach

Semi-structured interviews were conducted with 15 PMs working with construction firms in the UK. Thematic analysis was also performed on the qualitative data retrieved using the NVivo software.

Findings

The study’s findings revealed that PMs working on construction projects considered various sustainable construction processes in attempts to solve problems with traditional construction technology. Furthermore, it was revealed that the PM’s role was key in achieving the SDGs in general and SDG 11 in particular through the process of perfecting the client brief, ensuring the client’s financial stability and creating an environment of teamwork. In terms of specific competencies, sustainability leadership and sustainable innovative capability were revealed to suggest that a PM is the leader of change.

Originality/value

The study highlights the essential role of the PM in delivering sustainable construction projects as part of the drive to achieve SDG 11. The study impacts the construction industry in developing strategies and training programs that build PMs' competencies and skills for contributing to the world we want.

Purpose

This research explores project manager (PM) behavior in their professional virtual communities (PVCs), using social identity theory as a theoretical foundation. The purpose is to examine the extent to which PMs seek information on key topics in the Project Management Body of Knowledge Guide (PMBoK).

Design/methodology/approach

A text data analytics methodology that uses quantitative and qualitative analysis techniques is followed. The research method reveals relationships in language-based data gathered from six project management forums and blogs.

Findings

Information related to all the PMBoK topics is sought in the project management virtual communities. People management topics account for a dominant portion of interactions. The findings enhance social identification theorizing for the PM role. From a practical standpoint, the findings shed light on focal areas for greater emphasis in PM PVCs.

Originality/value

Our people management finding constructively replicates existing findings via a large, global sample and strengthens calls for increased focus on people management matters in project management. As a result, we call for increased scholarly attention to people management in project management. Finally, we encourage pursuit of several research questions to enhance knowledge of PM information-seeking behavior.

Purpose

As in the private sector, public organizational information systems (IS) development is commonly carried out through projects. One of the alternatives followed by governmental organizations to perform their projects is outsourcing (by hiring other public institutions that have expertise in the IS area of the projects to be developed). However, limited research has been conducted on project success regarding these government-to-government (G2G) contexts. Since achieving success is crucial for public management, this paper proposes a model for Success Management of IS projects in G2G context.

Design/methodology/approach

The research method was design science research (DSR). In the evaluation step of the DSR, IS projects in a G2G environment were the object of case studies.

Findings

This work presents in detail how Success Management activities can be integrated into the processes and process groups of the Project Management Institute's project management guide. The authors also suggest tools and techniques to be used in each Success Management activity.

Practical implications

Managing success, particularly addressing success criteria and success factors, can help managers focus their efforts on what will really impact the success of a project. In the context of IS projects in G2G contexts, this contributes to decreasing waste and increasing the chances of providing better services to citizens.

Originality/value

This work contributes to theory by providing a new model for IS G2G projects that integrates Success Management and project management processes.

Purpose

This research aims to examine the challenges of recruiting participatory action research (PAR) in managing innovation projects. An enhanced methodology based on PAR was developed to mitigate the challenges related to recruiting PAR in managing innovation projects. The proposed methodology was evaluated by comparing it to established methodologies/frameworks such as Scrum, Design Thinking (DT) and The Lean Startup (TLS). The evaluation aimed to determine the advantages and limitations of the proposed methodology in managing innovation projects.

Design/methodology/approach

The proposed enhanced methodology consists of eight steps, ranging from developing an understanding of the industry and business structure to learning and knowledge management. In addition, the enhanced methodology uses other techniques, such as Force field analysis and 12 boundary questions.

Findings

The research findings indicate that using the proposed methodology can improve the formalization of collaboration in PAR, enabling the organization to respond better to market changes. It helps define the project scope more clearly, encouraging innovation, addressing communication barriers and considering different worldviews and practical issues. Based on the findings, the proposed enhanced methodology could complement other methodologies/frameworks such as Scrum, DT and TLS.

Research limitations/implications

The current research adds to the existing literature by identifying the challenges of recruiting PAR in managing innovation projects. A deductive reasoning process was utilized because there is no comprehensive research concerning the challenges of recruiting PAR in managing innovation projects. On the other hand, the PAR 4-phase cycle has been reviewed and enhanced to manage innovation projects.

Practical implications

The proposed methodology was used in a new product development project. The case study was done on one of the payment service provider companies that design, develop and deploy a digital product for marketing, installation, repair and maintenance of electronic funds transfer at point of sale devices.

Originality/value

No research has yet sought to identify the challenges of using PAR in innovation project management (IPM). Identifying the challenges associated with applying PAR in the IPM and providing an enhanced methodology to mitigate the challenges could fill a gap in IPM studies.

Purpose

Agenda for knowledge creation within inter-project alliances and inter-firm supply chain networks has been extensively debated. However, the existing knowledge networks within consultant-supplier interfaces in the architecture, engineering and construction (AEC) industry seem to be vague, loose, incidental and insignificant. This study examines factors affecting knowledge networking intention (KNI) within construction service supply chain (CSSC) networks.

Design/methodology/approach

Data analysis was conducted on a quantitative survey of 161 consulting professional service firms in Tanzania, employing stepwise regression modelling as the statistical technique.

Findings

The results indicate that three types of knowledge inertia (KI) exert varying effects on KNI. While both procedural (PI) and learning inertia (LI) negatively impact KNI, experience inertia (EI) has no impact on KNI. In addition, knowledge governance (KG) mechanisms are found to strongly strengthen and leverage the negative effects of PI and LI on KNI and the positive link between EI and KNI within outbound and heterogeneous CSSC actors, with formal KG having greater leverage than informal KG.

Practical implications

The study offers guidance on how managers of PBOs should strategically orchestrate knowledge governance mechanisms within CSSC networks to leverage KI behaviours.

Originality/value

Current literature on KNI, KI and KG within CSSC networks offers a limited understanding of how KI behaviours influence KNI of project-based organizations (PBOs) in tapping vibrant outbound peripheral knowledge. The research presents two major original contributions. First, the empirical evidence contributes to deepening the current understanding of how heterogeneous external knowledge within consultant-supplier interactions is negatively influenced by KI. Lastly, the study suggests formal and informal knowledge governance strategies for managers on how to counteract KI forces, thus extending the theoretical debate on KNI, KI and KG literature.

Purpose

This paper examines how expert practitioners define project governance and develop a project governance system that enables strategy implementation through projects.

Design/methodology/approach

Semi-structured interviews were conducted with project governance experts and analyzed the data using thematic analysis. Subsequently, based on the stratified ontology of critical realism, retroductive theoretical triangulation was employed to explain the themes identified using five emergent theoretical perspectives.

Findings

By integrating the themes extracted from the data with the emergent theoretical perspectives, a framework was developed outlining the general process through which practitioners make sense of the concept of project governance, formulate an appropriate project governance system for their respective organizations and manage its evolution over time. Furthermore, a holistic approach to project governance was proposed that spans the entire investment life cycle of projects and enables the implementation of strategy through projects.

Practical implications

This study attempts to make sense of the diverse interpretations of the concept of project governance adopted by practitioners. It further summarizes valuable insights from expert practitioners for formulating and enacting effective project governance systems.

Originality/value

This study contributes to the governance-as-practice perspective and the growing stream of literature that views projects as investments. The project governance system is positioned as the steward of an organization's investments in projects.

Purpose

The study emphasizes the importance of human perception in engaging stakeholders and sheds light on the way the often “disregarded” actors (i.e. local communities) make sense of an organization's behavior at the corporate, project and individual level.

Design/methodology/approach

Departing from the normative stance of stakeholder theory, this conceptual paper aims to unfold the benefits of a more holistic and inclusive organizational approach to stakeholders. The conceptual framework is elucidated through the lens of attribution theory, which points to communication as the source of stakeholders' attributional processes and thus their perception of fairness.

Findings

Focusing the authors’ attention on construction and infrastructure projects, this research suggests that early transparent and informative communication with local community stakeholders motivates them to perceive fairness, from both the process of decision-making (distributive) and the outcome of decisions (procedural), as well as the way in which they are treated (interactional). Such communications lead to less biased attributions as they reduce the influence of personal beliefs in achieving a conscious and non-biased attribution mode.

Originality/value

In this paper, the authors adopt attribution theory as their lens with which to interpret the process whereby individuals attempt to make sense of an organization's behavior. Focusing on secondary stakeholder engagement such as local community, the authors’ conceptualization shapes both a framework highlighting communication as the mediator for shaping human perceptions, and a process model to guide project organizations and practitioners to embrace an inclusive approach toward the often-disregarded stakeholders, which is aimed at enhancing their perception of fairness at the corporate, project and individual levels. The authors highlight the need for organization to provide clear and transparent communication to a broader range of stakeholders, such as those that have had little to say in the decision-making process (the often-disregarded voices). By seeking collaboration rather than manipulation, a project organization might promote stakeholders' non-biased perception of fairness, in terms of both the process and outcome of the project.