International Journal of Project Management Impact Factor & Information

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
  • [Show abstract] [Hide abstract]
    ABSTRACT: Public-private partnerships (PPPs) are an effective and established strategy for procuring infrastructure. Although numerous countries have implemented PPPs for infrastructure development in recent years, not all projects have been successful. Most PPP failures result from inappropriate risk allocation and a lack of information on success factors in specific countries. For this study, we compared the categories of key drivers, critical success factors (CSFs), and preferred risk allocation in PPPs established in Taiwan, Singapore, China, the United Kingdom, and Indonesia. Mean value analysis, confirmatory factor analysis, and dimensional importance were used to analyze and compare these categories. Data on PPPs in Taiwan, Singapore, China, and the United Kingdom were obtained through comprehensive literature reviews. Data for Indonesia were obtained through structured surveys distributed to PPP practitioners and academicians. Considering Indonesia as the baseline, the results revealed that Indonesia and Taiwan exhibit several similar indicators of key drivers. Furthermore, comparisons with several countries revealed that Indonesian CSFs are most similar to those of China. Regarding risk allocation preference, the analytical results indicated that Singapore exhibits the most similarity with Indonesia. This study provides useful information for people seeking to invest in PPP projects, enabling them to enhance their understanding of key drivers, CSFs, and risk allocation in the researched countries. Based on our findings, international investors can apply investment strategies by considering the similarities and differences in each country.
    International Journal of Project Management 05/2015; 33(4). DOI:10.1016/j.ijproman.2014.12.003
  • International Journal of Project Management 04/2015;
  • [Show abstract] [Hide abstract]
    ABSTRACT: The Critical Success Factors for Public–Private Partnership is a major research interest worldwide therefore this paper aims to methodically review studies on the CSFs for implementing PPP from some selected top tier academic journals from 1990 to 2013 (years inclusive). The search results indicated an increased research interest in the exploration of PPP CSFs since 1990. The mostly identified CSFs are risk allocation and sharing, strong private consortium, political support, community/public support and transparent procurement. It was further noticed that Australia, the U.K., China and Hong Kong have been the countries of focus for most research studies on PPP CSFs. Finally the research approaches adopted are case study, questionnaire survey and mixed methods. The findings revealed provide an overview of CSFs for PPPs in order to enhance future implementations. Moreover a checklist of CSFs for PPPs has been developed, which could be adopted for further empirical studies.
    International Journal of Project Management 03/2015; DOI:10.1016/j.ijproman.2015.02.008
  • Article: avav agag
    [Show abstract] [Hide abstract]
    ABSTRACT: faafgg
    International Journal of Project Management 03/2015;
  • [Show abstract] [Hide abstract]
    ABSTRACT: The importance of the front-end decision-making phase in securing projects long-term success is being increasingly recognized. This area is underrepresented in the literature, but there are several key themes that run throughout, identifying key issues or difficulties during this stage. Clearly, a key to successful projects lies in the choice of concept. This paper presents some findings from the work of the Concept research programme on front-end management and governance of major public investment projects in Norway. It is based on studies that explore strengths and weaknesses in the processes of analysis and decision-making during the early phase before the final choice of conceptual solution is made, and the extent to which projects under study are (or are likely to be) relevant and effective in relation to needs and priorities in society. It concludes that there are frequent deficiencies in these processes, and that the potential for improvements is huge.
    International Journal of Project Management 02/2015; DOI:10.1016/j.ijproman.2015.01.014
  • [Show abstract] [Hide abstract]
    ABSTRACT: The purpose of this study is to examine the current level of stakeholder involvement during the project's planning process. Stakeholders often provide the needed resources and have the ability to control the interaction and resource flows in the network. They also ultimately have strong impact on an organisation's survival, and therefore appropriate management and involvement of key stakeholders should be an important part of any project management plan.
    International Journal of Project Management 01/2015; DOI:10.1016/j.ijproman.2014.12.007