International Journal of Project Management (Int J Proj Manag )

Publisher: International Project Management Association, Elsevier

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.

  • Impact factor
    1.53
  • 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

Elsevier

  • Pre-print
    • Author can archive a pre-print version
  • Post-print
    • Author can archive a post-print version
  • Conditions
    • Voluntary deposit by author of pre-print allowed on Institutions open scholarly website and pre-print servers
    • Voluntary deposit by author of authors post-print allowed on institutions open scholarly website including Institutional Repository
    • Deposit due to Funding Body, Institutional and Governmental mandate only allowed where separate agreement between repository and publisher exists
    • 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 PMC after 12 months
    • Authors who are required to deposit in subject repositories may also use Sponsorship Option
    • Pre-print can not be deposited for The Lancet
  • Classification
    ​ green

Publications in this journal

  • [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).
  • [Show abstract] [Hide abstract]
    ABSTRACT: A significant challenge for government and business project organisations is to ensure that lessons are learned and that mistakes of the past are not repeated. Both knowledge and project management literature suggests that in practice lessons learned processes rarely happen, and when it does it is concerned with lessons identification rather than organisational learning. There are limited practical models for general management to use to conceptualise what organisational learning is and therefore how to enable it. However, aspects of health care, nuclear power, rail, and aviation organisations have successfully implemented organisational learning by way of the Swiss cheese model for safety and systemic failures. This paper proposes an adaptation of the Swiss cheese model to enable project organisations to conceptualise how they learn from past project experiences and distribute successful project know-how across an organisational network of elements such as individual learning, culture, social, technology, process and infrastructure.
    International Journal of Project Management 08/2014;
  • [Show abstract] [Hide abstract]
    ABSTRACT: Overlapping and iteration stemming from concurrent engineering are fundamental features of product development (PD) projects. They may not only reduce project duration but also create process uncertainty and ambiguity. We propose that the iteration and overlapping are the main causes of uncertainty and ambiguity in the PD process. Based on discrete-event simulation modeling and analysis with Arena software, our empirical research provides a quantitative method to reveal how uncertainty related to iteration and ambiguity related to overlapping impact on project schedule. In the simulation model, we use four variables to characterize uncertainty: iteration probability, iteration length, number of iterations and activity's learning curve effect. And different sequential and overlapped process structures are used to describe the variable of ambiguity in the model. Propositions regarding the reduction of uncertainty and ambiguity by controlling iteration and overlapping are derived. Simulation experiment results yield and reinforce several managerial insights, including: the relationship between uncertainty or ambiguity reduction and the complexity of iteration or levels of overlapping; and how to control project schedule and hedge the risk resulting from overlapping and iteration.
    International Journal of Project Management 07/2014;
  • [Show abstract] [Hide abstract]
    ABSTRACT: Project governance is important in ensuring successful project delivery. In this article we conduct a systematic investigation of previous research to provide a content-driven review of the literature, and to provide future research direction. We use the textual data mining software Leximancer to identify dominant concepts and themes underlying project governance research. Our findings indicate that agency and stakeholder theories have been adapted to the project governance context to a greater extent than other theories. Furthermore, we find differences in project governance research, published in project management journals compared to general management, IT and engineering journals. We conclude the paper by presenting a framework that links governance theories to the multiple organizational levels relevant to project governance.
    International Journal of Project Management 06/2014;
  • [Show abstract] [Hide abstract]
    ABSTRACT: The purpose of this paper is to take a critical look at the question “what is a competent project manager?” and bring some fresh added-value insights. This leads us to analyze the definitions, and assessment approaches of project manager competence. Three major standards as prescribed by PMI, IPMA, and GAPPS are considered for review from an attribute-based and performance-based approach and from a deontological and consequentialist ethics perspectives. Two fundamental tensions are identified: an ethical tension between the standards and the related competence assessment frameworks and a tension between attribute and performance-based approaches. Aristotelian ethical and practical philosophy is brought in to reconcile these differences. Considering ethics of character that rises beyond the normative deontological and consequentialist perspectives is suggested. Taking the mediating role of praxis and phrónêsis between theory and practice into consideration is advocated to resolve the tension between performance and attribute-based approaches to competence assessment.
    International Journal of Project Management 04/2014;
  • [Show abstract] [Hide abstract]
    ABSTRACT: This article investigates how managers in public-private partnership (PPP) projects respond to social or physical events during the implementation of their projects, and which of their responses produce satisfactory outcomes. Multi-value Qualitative Comparative Analysis (mvQCA) was used to examine the events that took place during a large Dutch Design, Build, Finance and Maintain (DBFM) transportation infrastructure project. The analysis found that most events were social in nature. Private managers' responses to these events were internally-oriented and resulted in dissatisfactory outcomes. In contrast, externally-oriented managerial responses were associated with satisfactory outcomes. The article concludes that both public and private managers need to invest sufficiently in stakeholder management resources and capabilities when implementing projects. Although the intention of DBFM contracts is to lower the burden on the government, public managers still play an important role as intermediaries between the contractor and the local stakeholders and this role should not be underestimated.
    International Journal of Project Management 01/2014;
  • International Journal of Project Management 01/2014;
  • International Journal of Project Management 01/2014; forthcoming.
  • [Show abstract] [Hide abstract]
    ABSTRACT: This paper presents the results of a structured review of the rethinking project management (RPM) literature based on the classification and analysis of 74 contributions and in addition takes a critical look at this brave new world. Through the analysis, a total of 6 overarching categories emerged: contextualization, social and political aspects, rethinking practice, complexity and uncertainty, actuality of projects and broader conceptualization. These categories cover a broad range of different contributions with diverse and alternative perspectives on project management. The early RPM literature dates back to the 1980s, while the majority was published in 2006 onwards, and the research stream appears to be still active. A critical look at this brave new world exhibits the overall challenge for RPM to become much more diffused and accepted.
    International Journal of Project Management 01/2014;
  • International Journal of Project Management 01/2014; 32(6).
  • [Show abstract] [Hide abstract]
    ABSTRACT: Projects delivered in complex environments are often late, over-budget and provide fewer benefits than what were originally expected. Systems Engineering is the emerging paradigm in complex project environments to transform the governance from “project based” to “system based” and thereby increase the chance of holistic success. Systems Engineering is a multidisciplinary approach to enable the successful delivery of systems in complex environments through a comprehensive set of approaches, techniques and tools, initially developed in the USA after the Second World War. This paper focuses on how Systems Engineering can transform the governance from “project governance” to “system governance”, improving the performance of projects delivered in a complex environment. This paper presents Systems Engineering tools and techniques focusing, in particular, on the most relevant for project management, project governance and stakeholder management. At the end it provides a rich research agenda for further studies.
    International Journal of Project Management 10/2013;

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