International Journal of Project Management (Int J Proj Manag)

Publisher: International Project Management Association, Elsevier

Journal description

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.

Current impact factor: 1.53

Impact Factor Rankings

Additional details

5-year impact 0.00
Cited half-life 7.30
Immediacy index 0.14
Eigenfactor 0.00
Article influence 0.00
Website International Journal of Project Management website
Other titles International journal of project management (Online), Project management
ISSN 0263-7863
OCLC 39038248
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

  • [Show abstract] [Hide abstract]
    ABSTRACT: The present study proposes a seven-step method for the project management competency map. Additionally, the method helps to evaluate and design evolution trajectories based on organisational experience and challenges. This methodological approach merges literature reviews with qualitative and quantitative research methods. Data were collected in a large Brazilian engineering company through the analysis of documentation, behavioural event interviews, self-assessment surveys and statistical analyses. The proposed method is simple, replicable and insightful for managers across all industries and consists of the following: a description of competence and performance criteria, an assessment process, a diagnosis of the current proficiency level, the identification of competence levels that differentiate professional categories, the establishment of expected profiles, a gap analysis and the association between experience and competency development.
    International Journal of Project Management 11/2015; 33(4):784 – 796. DOI:10.1016/j.ijproman.2014.10.013
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    ABSTRACT: The effectiveness of safety training practices is an important part of safety management on a construction site. Safety professionals’ perceptions of the effectiveness of training practices in safety training sessions were sought in a survey administered to the top 400 contractors in the U.S. The study shows that contractors are sensitive to organizational, feedback, content, process, and worker issues. Whenever they encounter language problems, they use visual aids, and provide translators and safety guidelines written in workers’ own language. Very few statistically significant differences are observed when the findings are analyzed from the point of view of the demographic characteristics of the respondents. The contribution of this study is that it conveys the views of safety personnel about how safety learning can be achieved, sustained and improved by addressing organizational, feedback, content, process, and worker issues in training sessions. It provides project managers with best practices in safety training sessions.
    International Journal of Project Management 07/2015; DOI:10.1016/j.ijproman.2015.01.007
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    ABSTRACT: This paper presents empirical results from a research on how companies developing products reconfigure their resources (we refer to human resources) as changes continuously occur to their new product development (NPD) portfolios. Although resource scheduling and allocation methods have received a wide attention in academic literature, the systematic and holistic resource management processes that support the whole organization's portfolio are still not understood. We have adopted an action research approach and worked together with different project teams of a multi-national company. This research approach has allowed us to get close contact with the difficulties faced by its managers, imposed by the need to quickly respond to the frequent changes in a coordinated manner. This research contributes to an improved understanding of the context in which resource management decisions are made. For practitioners, this proposes a process framework for organizations to effectively manage their resources in the context of dynamic NPD portfolios.
    International Journal of Project Management 05/2015; DOI:10.1016/j.ijproman.2015.03.012
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    ABSTRACT: In recent years, a variety of novel approaches for fulfilling the important management task of accurately forecasting project duration have been proposed, with many of them based on the earned value management (EVM) methodology. However, these state-of-the-art approaches have often not been adequately tested on a large database, nor has their validity been empirically proven. Therefore, we evaluate the accuracy and timeliness of three promising deterministic techniques and their mutual combinations on a real-life project database. More specifically, two techniques respectively integrate rework and activity sensitivity in EVM time forecasting as extensions, while a third innovatively calculates schedule performance from time-based metrics and is appropriately called earned duration management or EDM(t). The results indicate that all three of the considered techniques are relevant. More concretely, the two EVM extensions exhibit accuracy-enhancing power for different applications, while EDM(t) performs very similar to the best EVM methods and shows potential to improve them.
    International Journal of Project Management 05/2015; DOI:10.1016/j.ijproman.2015.04.003
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    ABSTRACT: Projects and project management work present what would seem to be a paradox. Although business and industrial companies regard projects as strategic vehicles for innovation and growth, it is doubtful whether project managers are seen as a similarly strategic asset, due to their working environment. This article, which is based on interviews conducted at four major Scandinavian companies, describes several empirical cases of a project as a workplace. In line with previous research we observe a challenging and in many cases exposed situation for many project managers. Our main finding is that a considerable part of what makes up a non-sustainable project work environment stems from the imbalance of power that exists between permanent and temporary organisational forms. The article concludes that a process of “deprojectification” of project employees, i.e. making the distinction between line and project work less distinct in organisations may actually lead to more sustainable project work.
    International Journal of Project Management 05/2015; 33(4):828-838. DOI:10.1016/j.ijproman.2014.10.002
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    ABSTRACT: The purpose of this research is to identify typical professional and occupational groups in service-intensive projects, and illustrate the inbuilt tensions among them through the lens of institutional theory. The cases used for the study are a wind turbine business and a content management system project business. Our findings suggest that there are two professional groups (problem solvers, technology developers) and two occupational groups (lead generators, relationship developers) involved in these businesses. More importantly, their intergroup tensions are related to different institutional logics toward the conception of time (project temporality) and prioritization of different aspects of business (primarily commercial or technical issues) that become manifested in stereotypes, perceptions of trust, internal politics and lack of cooperation. Together, we call these institutional logics the project ethos of each group. Our findings contribute to the research on project management by illustrating the organizational challenges of service-intensive projects.
    International Journal of Project Management 05/2015; 33(4):901-916. DOI:10.1016/j.ijproman.2014.11.001
  • International Journal of Project Management 04/2015;
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    ABSTRACT: This study assesses the effectiveness of an IT project team's direct persuasion behaviors in obtaining management support. The literature typically suggests that obtaining management support is critical for IT project success. The literature also generally prescribes cognition-based approaches to obtaining such support, ignoring the potential effect of emotion on influencing management. We employ organizational influence theory to identify direct persuasion strategies and posit that both cognitive involvement and emotional involvement mediate the effectiveness of influence strategies on management support. Our argument was tested on a survey of non-MIS managers who recently undertook large IT projects. Our results demonstrate the effectiveness of two persuasion behaviors applied by the project team to obtain management support. Both persuasion behaviors encourage management support by increasing management's cognitive and emotional involvement in the project. We find that emotional involvement has a stronger effect than cognitive involvement on management support. Important implications for theory and practice are discussed.
    International Journal of Project Management 04/2015; DOI:10.1016/j.ijproman.2015.03.009
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    ABSTRACT: We hypothesized that teamworking quality, defined as an inter-team collaborative process, is the mediator that links the efficacy of three antecedents—relational attitudes (relational norms and senior management commitment), collaborative practices (team integration and joint working procedures), and teams' joint capability (the project team's overall competence and experience)—in improving project performance (efficiency, effectiveness, perceived satisfaction, perceived success). Using a sample of 113 capital projects, we applied partial least squares structural equation modeling to test our hypotheses. The results confirm that the three antecedents indirectly influence project performance through teamworking quality. There is no empirical evidence that these antecedents directly influence project performance: relational attitudes, teams' joint capability, and collaboration practices do not automatically lead to a successful collaboration without day-to-day managerial intervention in teamworking processes. We also found that the parties' expectations regarding continuing relationships, as a consequence of good project performance, are directly affected by relational attitudes.
    International Journal of Project Management 04/2015; DOI:10.1016/j.ijproman.2015.03.015
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    ABSTRACT: Different statistical process control (SPC) approaches were proposed over the years for project management using earned value management/earned schedule. A detailed examination of these approaches has led us to express a need for a unified framework in which to test and compare them. The main drivers for this need were the lack of a formal definition for a state of control, the unavailability of a benchmark dataset, the absence of measures to quantify the SPC performance and the lack of consensus on how to overcome and test the normality assumption. In this paper, we present such a framework that combines a classification from empirical data, a known project dataset, a sound simulation model and two quantitative measures for project control efficiency. Four SPC approaches from prior literature have been implemented and an exhaustive experiment was set up to compare and to discuss their value for the project management practice.
    International Journal of Project Management 04/2015; DOI:10.1016/j.ijproman.2015.03.014
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    ABSTRACT: An adequate identification of antecedents is recognized as fundamental in order to set the basis for connecting the inter-organizational networks in a SCM perspective. This work aims to identify key antecedents of SCM in a project-based environment by using Interpretive Structural Modelling (ISM). This is firstly useful in order to highlight the relationships among the antecedents and to deduce priority for their achievement. The findings provide a hierarchical perspective of the 16 identified antecedents. In particular, three macro-classes of prerequisites were defined: cross-organizational cooperation, rules and procedures — accessibility, and super-ordinate goals. Moreover, results from a longitudinal and illustrative case study are also presented in order to compare the out-coming ISM model with evidence from a success case in the Yacht-building context so offering interesting insights about the implementation process. From a managerial perspective, the proposed model offers a conceptual path for SCM adoption, emphasizing most critical issues that have to be considered and organized in this complex and unpredictable setting.
    International Journal of Project Management 04/2015; DOI:10.1016/j.ijproman.2015.03.013
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    ABSTRACT: Projects are increasingly cross-cultural and complex, both technically and relationally. The diversity of participants enhances differences in perceptions and understanding of meaning of the variety of signals (such as drawings and messages); often, the consequence is reduced performance and conflictual situations. Appreciation of such differences and of how people make sense of their worlds enables participants to appreciate the views of others and so, mitigate potential problems. Hence, a review of sensemaking literature is undertaken regarding individual and collective sensemaking, cultural schemas and the impact of cultural sensemaking on cross-culture international alliances, together with examination of application to contexts of construction, such as project realisation process and construction innovation. Conclusions advocate practical changes to secure heedful sensemaking towards improving relationships on projects and both process and product performance.
    International Journal of Project Management 04/2015; DOI:10.1016/j.ijproman.2015.03.010
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    ABSTRACT: Construction organizations are increasingly cooperating in what are often referred to as “collaboration network” that enabled them to share risks, pool resources and explore opportunities to jointly participate in managing large-scale projects. In this study, we construct the so-called inter-contractors' collaboration networks by mapping the electronic database of NQAPC for an 8-year period (2003-2010). In these networks, nodes represent contractors; two contractors are connected by an edge if they have cooperated at least one project. By using a variety of network measures, i.e., giant component, degree distribution, average path length, and clustering coefficient, we aim to descriptively investigate the structural evolution of the collaborations between contractors in the construction industry of China. As network size increases, we find a structural transition in the collaboration community size, the degree follows power-law distribution with an exponential cutoff, the average path length tends to decrease, and the clustering coefficient slightly decreases. Some explanations and a series of construction insights are discussed. The results and methodologies not only would help governors understand the social mechanisms underlie processes of construction industry, but could help contractors choose competent partners by identifying network properties.
    International Journal of Project Management 04/2015; 33(3):599-609. DOI:10.1016/j.ijproman.2014.11.003