International Journal of Project Management (Int J Proj Manag )

Publisher: International Project Management Association, Elsevier


The International Journal of Project Management is a bi-monthly international journal that offers wide ranging and comprehensive coverage of all facets of project management. It provides a focus for worldwide expertise in the required techniques, practices and areas of research; presents a forum for its readers to share common experiences across the full range of industries and technologies in which project management is used; covers all areas of project management from systems to human aspects; links theory with practice by publishing case studies and covering the latest important issues. Application areas include: information systems, strategic planning, research and development, system design and implementation, engineering and construction projects, finance, leisure projects, communications, defence, agricultural projects, major re-structuring and new product development. Papers originate from all over the world and are fully peer-reviewed, on the 'double-blind' system. In addition, the journal carries conference reports, and book reviews. Topics Covered Include: Project concepts; project evaluation; team building and training; communication; project start-up; risk analysis and allocation; quality assurance; project systems; project planning; project methods; tools and techniques; resources, cost and time allocation; estimating and tendering; scheduling; monitoring, updating and control; contracts; contract law; project finance; project management software; motivation and incentives; resolution of disputes; procurement methods; organization systems; decision making processes; investment appraisal. The journal is published in collaboration with the International Project Management Association (IPMA)and is its official journal.

  • Impact factor
  • 5-year impact
  • Cited half-life
  • Immediacy index
  • Eigenfactor
  • Article influence
  • Website
    International Journal of Project Management website
  • Other titles
    International journal of project management (Online), Project management
  • ISSN
  • OCLC
  • Material type
    Document, Periodical, Internet resource
  • Document type
    Internet Resource, Computer File, Journal / Magazine / Newspaper

Publisher details


  • Pre-print
    • Author can archive a pre-print version
  • Post-print
    • Author can archive a post-print version
  • Conditions
    • Pre-print allowed on any website or open access repository
    • Voluntary deposit by author of authors post-print allowed on authors' personal website, or institutions open scholarly website including Institutional Repository, without embargo, where there is not a policy or mandate
    • Deposit due to Funding Body, Institutional and Governmental policy or mandate only allowed where separate agreement between repository and the publisher exists.
    • Permitted deposit due to Funding Body, Institutional and Governmental policy or mandate, may be required to comply with embargo periods of 12 months to 48 months .
    • Set statement to accompany deposit
    • Published source must be acknowledged
    • Must link to journal home page or articles' DOI
    • Publisher's version/PDF cannot be used
    • Articles in some journals can be made Open Access on payment of additional charge
    • NIH Authors articles will be submitted to PubMed Central after 12 months
    • Publisher last contacted on 18/10/2013
  • Classification
    ​ green

Publications in this journal

  • International Journal of Project Management 05/2015; 33(4).
  • [Show abstract] [Hide abstract]
    ABSTRACT: Project-based organisations have emerged as new forms of organisation in the last few decades. However, hierarchy persists. Both serve their own purpose, but entail different sets of values. This is particularly true in relation to the contribution of project management to organisational performance. The competing values framework has been used to highlight different sets of values and preferences underlying the evaluation of PMO performance and emphasizes the competing aspect. The research adopted a participatory action research approach in a university hospital where a major organisational transformation is taking place. Findings reveal the existence of paradoxes between the executives and the PMO regarding the PMO performance and show how these paradoxes evolved over time. This sheds light not only on the paradoxes, but also on the dynamic process related to performance evaluation within a transformation project.
    International Journal of Project Management 11/2014; 32(8):1333–1345.
  • [Show abstract] [Hide abstract]
    ABSTRACT: Successfully managing the risks of information technology projects continues to be a central problem for organizations regardless of whether the project is outsourced or not. While a plethora of studies has examined the effects of risks on performance, majority fail to distinguish the sourcing characteristics of the projects investigated. Furthermore, little is known about the joint effects of strategic importance and the risk on system performance across internal and outsourced projects. Based on data collected from 77 internal projects and 51 outsourced projects, we find that social subsystem and project management risks are negatively associated with system performance in both internal and outsourced projects. However, technical subsystem risk negatively affects performance only in internal projects. While social subsystem risk exerts greater influence on system performance in outsourced projects than in internal projects, the technical subsystem risk has greater effect on performance in internal than that in outsourced projects. Moreover, the effect of project management risk is not different in both types of projects. In addition, strategic importance moderates the relationship between risks and performance. The negative impact of risks on performance is greater in projects that are more strategic. Strategies are proposed to reduce the complexity and potential conflicts inherent to strategic projects because these characteristics may amplify a risk's impact.
    International Journal of Project Management 11/2014; 32(8):1494-1510.
  • [Show abstract] [Hide abstract]
    ABSTRACT: The Last Planner System™ (LPS) is well-documented in the literature, and has sometimes been used to represent lean construction or lean project management. LPS aims to achieve reliable workflow by encouraging foremen to have a sense of ownership of the project programme and to build-in their commitment into it. This study reports on the perceptions of Chinese building professionals of the application of LPS in Chinese construction projects. It reveals that several components of LPS have already taken place in large Chinese construction firms. Further, this study employs a SWOT analysis to examine the possible strength, weakness, opportunity, and threat factors that might have an impact on implementation of LPS in construction projects in China.
    International Journal of Project Management 10/2014;
  • [Show abstract] [Hide abstract]
    ABSTRACT: Innovation-based strategies are widely recognized as key drivers to maintain competitive advantage. The design and strategic literature underline the possibility of triggering a multiproduct value-expansion dynamic based on the creation of new concepts dynamically twinned with corporate strategy. However, the multiproject-management literature—portfolio, program, and platform—lags behind and remains focused on ex ante coordination, resource allocation and selectionism. Thus, there are still few indications of the processes that stimulate and orient continuous, profitable multiproject creative expansion. Bridging the multiproject-management literature and design theory, we propose a model of multiproject lineage management (MPLM), which focuses on the key processes that drive exploration efforts and shape innovation trajectory. We conduct a multiple longitudinal case analysis in the automobile sector. Based on this analysis, we expose the principles of MPLM, mapping the roles of corporate, program and project management within a global expansion project. Finally, we highlight our contributions to managerial practices and the related literature.
    International Journal of Project Management 10/2014;
  • [Show abstract] [Hide abstract]
    ABSTRACT: This paper explores how programme management (as opposed to project management) can contribute to the effective design and delivery of megaprojects. Traditionally, project management is considered to be performance focused and task oriented, whilst programme management entails a more strategic focus. The programme management literature suggests that this can result in tensions between the management of the projects and the programme as a whole. This paper uses the findings of the €2.4 billion Room for the River flood protection programme in the Netherlands as a case study, because indicators about its budget, time, quality and stakeholder satisfaction suggest high programme management performance upon completion of the planning and design stage of its 39 river widening projects. Based on a literature review, document analysis and 55 face-to-face interviews, we have analysed how the programme management of the programme contributed to this result. Six attributes for effective programme management that are identified from the project and programme management literature are used to structure the research data. Consecutively, the interactions between project and programme management are analysed. The analysis of Room for the River reveals a combined strategic/performance focus at the level of both programme and project management that enables a collaborative approach between programme and project management. This particularly enables effective stakeholder collaboration, coordination and adaptation of the programme to contextual changes, newly acquired insights and the changing needs of consecutive planning stages, which positively contributes to the performance of the programme as a whole.
    International Journal of Project Management 10/2014;
  • [Show abstract] [Hide abstract]
    ABSTRACT: Occupational stress affects the health and wellbeing of people who work, and the construction industry is recognized as a high-stress working environment. The relationship between job demands, job control, workplace support, and experiences of stress in the South African construction context is investigated, using hierarchical regression, factor analysis and structural equation modeling to explore the strength of thirteen factor relationships with perceived stress. Data were gathered from an on-line questionnaire survey response sample of 676 architects, civil engineers, quantity surveyors, and project and construction managers. Predictors displaying a significant relationship with occupational stress are the presence of work–life imbalance, the need to ‘prove’ oneself, hours worked per week, working to tight deadlines, and support from line managers in difficult situations at work. Existing theories of occupational stress are confirmed but not completely supported. The construction industry should give attention to how the need to work long hours is justified. Organizations should look to improving managerial and collegial support for construction professionals, but be careful in engaging in socializing and project team-building activities. Further research will need to focus more deeply on construction-specific job demand factors; explore why women professionals appear to experience more stress than men; and aim to develop reliable early-warning detection techniques for construction professionals.
    International Journal of Project Management 10/2014;
  • [Show abstract] [Hide abstract]
    ABSTRACT: Keeping large scale projects “on time and on budget” is no trivial accomplishment, especially when they rely on creative contributions from multiple individuals and groups that cannot be precisely timed. Simultaneously delivering on all of these aspects requires a flexible and nuanced approach to controls that builds on the discipline instilled in professional practice. We substantiate this insight with 82-day ethnography of a dramatic television series production as it unfolded in real-time. Our analyses reveal three distinct practices enacted by project members to (re)balance creativity within the parameters of the project: 1) analogically linking controls with creative tasks; 2) (in)formally attuning creative tasks to controls as the project unfolds; and 3) (re)allocating scarce resources to realize creative aspirations of the project. Taken together, these practices organically but predictably (re)balance creativity and control in large scale projects.
    International Journal of Project Management 10/2014;
  • [Show abstract] [Hide abstract]
    ABSTRACT: In this study we examine the impact of culture and environmental pressures on IT project performance. Specifically, the current study examines four dimensions of organizational culture (i.e., institutional collectivism, results orientation, positive work environment, leadership risk tolerance) and environmental pressures that are competitive and regulatory in nature. Within the context of these variables this study examines the moderating effect of environmental pressures (i.e., levels of competitive and regulatory pressure) on the relationship between organizational culture and IT project performance. The model was empirically tested with data from the United States and China. These two countries were chosen due to their very distinctive characteristics related to organizational resources and environmental factors. Results support the theory that the relationship between organizational culture and IT project performance is moderated by environmental pressures. These results should aid project managers when making decisions pertaining to the designing and carrying out of project management practices.
    International Journal of Project Management 10/2014;
  • [Show abstract] [Hide abstract]
    ABSTRACT: When a project faces an unexpected, ambiguous and risky environment, “drop your tools” often comes up against the reluctance of the actors to accept and implement its renewal. Our contribution aims to explore how team members discursively co-construct the sense of their situation and accept to “drop their tools”. Drawing upon a real-time, in situ ethnographic study of a mountaineering expedition in Patagonia, we conducted a discursive analysis of a project renewal episode. Our paper first contributes to shed light on an unexplored phenomenon: the construction and acceptance of “dropping the tools”. Second, we add to the literature on project renewal. Third, we show how team members make sense in real-time of their environment by drawing on four discursive practices (re-wording, reframing, focusing attention, and reaffirming team cohesiveness) in order to construct and accept project renewal.
    International Journal of Project Management 10/2014;
  • [Show abstract] [Hide abstract]
    ABSTRACT: Public Private Partnership (PPP) is adopted throughout the world for delivering public infrastructure. Despite the worldwide experience has shown that PPP can provide a variety of benefits to the government, to fully gain them several critical aspects related to a PPP project need to be managed, among these the determination of the concession period. This paper provides a methodology to calculate the concession period as the best instant of time that creates a ‘win–win’ solution for both the concessionaire and the government and allows for a fair risk sharing between the two parties. In other words, the concession period is able to satisfy the private and the government by guaranteeing for both parties a minimum profit, and, at the same time, to fairly allocate risks between parties. In order to take into account the uncertainty that affects the PPP projects, the Monte Carlo simulation was used. To demonstrate the applicability of the proposed model, a Build–Operate–Transfer (BOT) port project in Italy has been used as case study.
    International Journal of Project Management 10/2014;
  • [Show abstract] [Hide abstract]
    ABSTRACT: Uncertainty of cost items is an important aspect of complex projects. Cost uncertainty analysis aims to help decision makers to understand and model different factors affecting funding exposure and ultimately estimate the cost of project. The common practice in cost uncertainty analysis includes breaking the project into cost items and probabilistically capturing the uncertainty of each item. Dependencies between these items are important and if not considered properly may influence the accuracy of cost estimation. However these dependencies are seldom examined and there are theoretical and practical obstacles in modeling them. This paper proposes a quantitative assessment framework integrating the inference process of Bayesian networks (BN) to the traditional probabilistic risk analysis. BNs provide a framework for presenting causal relationships and enable probabilistic inference among a set of variables. The new approach explicitly quantifies uncertainty in project cost and also provides an appropriate method for modeling complex relationships in a project, such as common causal factors, formal use of experts' judgments, and learning from data to update previous beliefs and probabilities. The capabilities of the proposed approach are explained by a simple example.
    International Journal of Project Management 10/2014;