Pub Date : 2024-04-13DOI: 10.1177/87569728241242429
Siiri Tuominen, Miia Martinsuo
The governance of projects is often treated operationally, as project portfolio management. Project portfolio governance is more strategic and continuous than project portfolio management, but its various approaches are weakly understood. This study explores project portfolio governance in innovative companies. The resulting framework characterizes governance approaches in terms of the authority given to portfolio actors and the rhythm of using governance practices. Differences among the delegated, regulated, and consultative governance approaches appear to stem from the industry clock speed, innovation portfolio type, and organizational context. This study differentiates project portfolio governance approaches as part of organizational project management governance.
{"title":"Alternative Approaches to Innovation Project Portfolio Governance","authors":"Siiri Tuominen, Miia Martinsuo","doi":"10.1177/87569728241242429","DOIUrl":"https://doi.org/10.1177/87569728241242429","url":null,"abstract":"The governance of projects is often treated operationally, as project portfolio management. Project portfolio governance is more strategic and continuous than project portfolio management, but its various approaches are weakly understood. This study explores project portfolio governance in innovative companies. The resulting framework characterizes governance approaches in terms of the authority given to portfolio actors and the rhythm of using governance practices. Differences among the delegated, regulated, and consultative governance approaches appear to stem from the industry clock speed, innovation portfolio type, and organizational context. This study differentiates project portfolio governance approaches as part of organizational project management governance.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":"12 1","pages":""},"PeriodicalIF":5.0,"publicationDate":"2024-04-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140578265","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-04-12DOI: 10.1177/87569728241245648
Jeffrey Pinto, Kate Davis, Neil Turner
This article explores the concept of governance behaviors during project crises, which demand rapid responses. Grounded in the Cynefin model for decision-making and inspired by Iftikhar et al., (2021) , we sought to explore in greater detail the challenge of a particular and common response to crisis: project manager replacement. We address governance as essentially a two-level function: sensemaking under crisis conditions and offering guidance within the critical early stages of project manager replacement, when the need for governance is crucial. Finally, this article offers some guidance for the employment of governance within different Cynefin complexity domains for maximizing effective replacement steps.
{"title":"Governance in a Crisis and the Decision to Replace the Project Manager","authors":"Jeffrey Pinto, Kate Davis, Neil Turner","doi":"10.1177/87569728241245648","DOIUrl":"https://doi.org/10.1177/87569728241245648","url":null,"abstract":"This article explores the concept of governance behaviors during project crises, which demand rapid responses. Grounded in the Cynefin model for decision-making and inspired by Iftikhar et al., (2021) , we sought to explore in greater detail the challenge of a particular and common response to crisis: project manager replacement. We address governance as essentially a two-level function: sensemaking under crisis conditions and offering guidance within the critical early stages of project manager replacement, when the need for governance is crucial. Finally, this article offers some guidance for the employment of governance within different Cynefin complexity domains for maximizing effective replacement steps.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":"12 1","pages":""},"PeriodicalIF":5.0,"publicationDate":"2024-04-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140578376","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-04-03DOI: 10.1177/87569728241239633
Monique Aubry, Viviane Sergi
This article has three main objectives: (1) to present Monique Aubry’s professional trajectory, (2) to describe her intellectual legacy, and (3) to reveal her craft and work values. The first two sections are narrated by Monique in her own voice. The third part is based on conversations between Monique and Viviane Sergi, her colleague, collaborator, and friend, which took place in May and June 2023, while writing the other parts of this article.
{"title":"An Artisan at Work: Monique Aubry’s Many Contributions","authors":"Monique Aubry, Viviane Sergi","doi":"10.1177/87569728241239633","DOIUrl":"https://doi.org/10.1177/87569728241239633","url":null,"abstract":"This article has three main objectives: (1) to present Monique Aubry’s professional trajectory, (2) to describe her intellectual legacy, and (3) to reveal her craft and work values. The first two sections are narrated by Monique in her own voice. The third part is based on conversations between Monique and Viviane Sergi, her colleague, collaborator, and friend, which took place in May and June 2023, while writing the other parts of this article.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":"51 1","pages":""},"PeriodicalIF":5.0,"publicationDate":"2024-04-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140602510","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-03-21DOI: 10.1177/87569728241241301
Yu Wang, Young Hoon Kwak, Qingbin Cui
This article draws on the new stakeholder theory to examine the role of flexibility in the decision process within capital-intensive public–private partnerships (PPPs). It highlights that successful PPPs rely on the project sponsor’s ability to effectively utilize market stakeholders’ critical resources (i.e., information and expertise) to maximize economic value creation, and to gain nonmarket stakeholders’ critical resources (i.e., support) through equitable social value identification and distribution. Drawing on two case studies in the national capital region of the United States, this article proposes a theoretical view to understand flexibility and stakeholder management for capital-intensive PPPs.
{"title":"The Power(lessness) of Flexibility in Public–Private Partnerships: Two Capital Projects From the National Capital Region","authors":"Yu Wang, Young Hoon Kwak, Qingbin Cui","doi":"10.1177/87569728241241301","DOIUrl":"https://doi.org/10.1177/87569728241241301","url":null,"abstract":"This article draws on the new stakeholder theory to examine the role of flexibility in the decision process within capital-intensive public–private partnerships (PPPs). It highlights that successful PPPs rely on the project sponsor’s ability to effectively utilize market stakeholders’ critical resources (i.e., information and expertise) to maximize economic value creation, and to gain nonmarket stakeholders’ critical resources (i.e., support) through equitable social value identification and distribution. Drawing on two case studies in the national capital region of the United States, this article proposes a theoretical view to understand flexibility and stakeholder management for capital-intensive PPPs.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":"3 1","pages":""},"PeriodicalIF":5.0,"publicationDate":"2024-03-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140198236","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-03-07DOI: 10.1177/87569728241232336
Dicle Kortantamer
This article explores the practice of shaping the project portfolio direction through the lens of leadership. Focusing on a public setting, it uncovers three interrelated activities: developing ownership, networking, and de-personalizing. These activities can be accomplished through continuous balancing of substantive–symbolic and visible–subtle acts, institutional structures and their improvisations, and hierarchical and distributed leadership. The article contributes to (1) the project portfolio management literature by offering the concept of hybrid leadership and insights into the alignment of diverse stakeholder interests and worldviews, and (2) to the leadership literature by critiquing the leadership-as-practice movement and advancing explanations of the interplay between hierarchical and distributed leadership.
{"title":"A Balancing Act of Leadership: The Practice of Shaping the Direction of a Project Portfolio","authors":"Dicle Kortantamer","doi":"10.1177/87569728241232336","DOIUrl":"https://doi.org/10.1177/87569728241232336","url":null,"abstract":"This article explores the practice of shaping the project portfolio direction through the lens of leadership. Focusing on a public setting, it uncovers three interrelated activities: developing ownership, networking, and de-personalizing. These activities can be accomplished through continuous balancing of substantive–symbolic and visible–subtle acts, institutional structures and their improvisations, and hierarchical and distributed leadership. The article contributes to (1) the project portfolio management literature by offering the concept of hybrid leadership and insights into the alignment of diverse stakeholder interests and worldviews, and (2) to the leadership literature by critiquing the leadership-as-practice movement and advancing explanations of the interplay between hierarchical and distributed leadership.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":"135 1","pages":""},"PeriodicalIF":5.0,"publicationDate":"2024-03-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140073396","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-03-04DOI: 10.1177/87569728241237443
Alfons van Marrewijk, Iben Stjerne, Jörg Sydow
This editorial scrutinizes the dichotomy of a project’s success and failure, which, in our opinion is too rigid, inflexible, and unnuanced. The aim of this special issue is to nuance this dichotomy by moving toward a process view on how imperfection is brought about in projects. We introduce and discuss five topics important for such a process view: (1) improvisation, (2) temporality, (3) power and politics, (4) transition, and (5) intentionality. We argue that a holistic, processual view of imperfections premises emergence and continuous learning and judgments of the project both in and over time. All five articles in this special issue deal with at least one of the discussed themes of our proposed process view on imperfect projects.
{"title":"Beyond Failure and Success: A Process View on Imperfect Projects as Common Practice","authors":"Alfons van Marrewijk, Iben Stjerne, Jörg Sydow","doi":"10.1177/87569728241237443","DOIUrl":"https://doi.org/10.1177/87569728241237443","url":null,"abstract":"This editorial scrutinizes the dichotomy of a project’s success and failure, which, in our opinion is too rigid, inflexible, and unnuanced. The aim of this special issue is to nuance this dichotomy by moving toward a process view on how imperfection is brought about in projects. We introduce and discuss five topics important for such a process view: (1) improvisation, (2) temporality, (3) power and politics, (4) transition, and (5) intentionality. We argue that a holistic, processual view of imperfections premises emergence and continuous learning and judgments of the project both in and over time. All five articles in this special issue deal with at least one of the discussed themes of our proposed process view on imperfect projects.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":"18 1","pages":""},"PeriodicalIF":5.0,"publicationDate":"2024-03-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140047700","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-02-21DOI: 10.1177/87569728231223733
Timo Braun, Jörg Sydow
Based on conceptual reasoning, combined with illustrations from the air cargo industry, this article proposes a gradual broadening of the concept of what project management offices (PMOs) are responsible for to provide added value to the collaborating organizations when planning for and executing interorganizational projects. Thus far, the ability of PMOs to support interorganizational projects and practices has been restricted—this goes for project management practice as well as a lack of concepts and theoretical reasoning from research in the domain of project studies. Against this background, this article distinguishes four types of PMOs and identifies promising organizational design elements pointing to functions and barriers, as well as to the interorganizational bridging practices of PMOs in support of their interorganizational responsibilities.
{"title":"The Mandate of Project Management Offices Beyond Organizational Boundaries—Still A Blind Spot for Organizational Design?","authors":"Timo Braun, Jörg Sydow","doi":"10.1177/87569728231223733","DOIUrl":"https://doi.org/10.1177/87569728231223733","url":null,"abstract":"Based on conceptual reasoning, combined with illustrations from the air cargo industry, this article proposes a gradual broadening of the concept of what project management offices (PMOs) are responsible for to provide added value to the collaborating organizations when planning for and executing interorganizational projects. Thus far, the ability of PMOs to support interorganizational projects and practices has been restricted—this goes for project management practice as well as a lack of concepts and theoretical reasoning from research in the domain of project studies. Against this background, this article distinguishes four types of PMOs and identifies promising organizational design elements pointing to functions and barriers, as well as to the interorganizational bridging practices of PMOs in support of their interorganizational responsibilities.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":"15 1","pages":""},"PeriodicalIF":5.0,"publicationDate":"2024-02-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139946780","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
While literature indicates that leadership plays an important role in project management and impacts project performance, it remains unclear what characterizes an effective leadership style in project management. Drawing on authentic leadership, behavioral integrity, and project governance research, and using cross-sectional data from multiple industries, we propose and test a leadership performance model to examine how authentic leaders and leaders with behavioral integrity affect their project team’s performance. We find that authenticity and behavioral integrity in a project manager enhance project performance, and that project governance mediates the relationships between leader authenticity and project performance, and between leader behavioral integrity and project performance.
{"title":"Effects of Authentic Leadership, Behavioral Integrity, and Project Governance on Project Performance","authors":"Qing (Ray) Cao, Ajaya (Ajay) K. Swain, Pinyarat Sirisomboonsuk, Vicky Ching Gu","doi":"10.1177/87569728241231936","DOIUrl":"https://doi.org/10.1177/87569728241231936","url":null,"abstract":"While literature indicates that leadership plays an important role in project management and impacts project performance, it remains unclear what characterizes an effective leadership style in project management. Drawing on authentic leadership, behavioral integrity, and project governance research, and using cross-sectional data from multiple industries, we propose and test a leadership performance model to examine how authentic leaders and leaders with behavioral integrity affect their project team’s performance. We find that authenticity and behavioral integrity in a project manager enhance project performance, and that project governance mediates the relationships between leader authenticity and project performance, and between leader behavioral integrity and project performance.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":"64 1","pages":""},"PeriodicalIF":5.0,"publicationDate":"2024-02-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139946781","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-02-16DOI: 10.1177/87569728231226226
Vartenie Aramali, G. Edward Gibson, Mounir El Asmar, Hala Sanboskani
We present a novel framework to assess 27 earned value management system (EVMS) environment factors and investigate their impact on project performance. A study of the EVMS literature, a survey of practitioners, and focus group meetings with 36 EVMS industry and government experts, supported the development of the framework. Focus groups involving 80 practitioners refined and tested it. We analyzed performance data from 35 completed projects/programs representing over US$21.8 billion in total cost; a project demonstrating a positive environment could save up to 25% in cost versus baseline. Practitioners can develop an effective EVMS environment by following the provided guidance.
{"title":"An Effective Earned Value Management System (EVMS) is a Team Sport","authors":"Vartenie Aramali, G. Edward Gibson, Mounir El Asmar, Hala Sanboskani","doi":"10.1177/87569728231226226","DOIUrl":"https://doi.org/10.1177/87569728231226226","url":null,"abstract":"We present a novel framework to assess 27 earned value management system (EVMS) environment factors and investigate their impact on project performance. A study of the EVMS literature, a survey of practitioners, and focus group meetings with 36 EVMS industry and government experts, supported the development of the framework. Focus groups involving 80 practitioners refined and tested it. We analyzed performance data from 35 completed projects/programs representing over US$21.8 billion in total cost; a project demonstrating a positive environment could save up to 25% in cost versus baseline. Practitioners can develop an effective EVMS environment by following the provided guidance.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":"9 1","pages":""},"PeriodicalIF":5.0,"publicationDate":"2024-02-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139946791","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-02-02DOI: 10.1177/87569728241229220
Alexander Kock, Bastian Ekrot, Hans Georg Gemünden
Despite abundant research on project management offices and project portfolio management offices (PPMOs), it is still unclear whether PPMOs contribute to business success. This study explores the role of employee voice behavior in the relationship between PPMOs and business success. The findings from 255 portfolios reveal that PPMO contributions and voice behavior positively relate to management quality, which subsequently relates to business success. Moreover, voice behavior enhances the relationships among PPMO contributions, management quality, and business success. These results have important implications for research on voice behavior in a multiproject context and for understanding PPMOs’ performance and social dynamics.
{"title":"It Takes Two to Tango: The Interactive Effect of Project Portfolio Management Offices and Voice Behavior on Project Portfolio Management Quality and Business Success","authors":"Alexander Kock, Bastian Ekrot, Hans Georg Gemünden","doi":"10.1177/87569728241229220","DOIUrl":"https://doi.org/10.1177/87569728241229220","url":null,"abstract":"Despite abundant research on project management offices and project portfolio management offices (PPMOs), it is still unclear whether PPMOs contribute to business success. This study explores the role of employee voice behavior in the relationship between PPMOs and business success. The findings from 255 portfolios reveal that PPMO contributions and voice behavior positively relate to management quality, which subsequently relates to business success. Moreover, voice behavior enhances the relationships among PPMO contributions, management quality, and business success. These results have important implications for research on voice behavior in a multiproject context and for understanding PPMOs’ performance and social dynamics.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":"48 1","pages":""},"PeriodicalIF":5.0,"publicationDate":"2024-02-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139946978","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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