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
    • Authors pre-print on any website, including arXiv and RePEC
    • Author's post-print on author's personal website immediately
    • Author's post-print on open access repository after an embargo period of between 12 months and 48 months
    • 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
    • Author's post-print may be used to update arXiv and RepEC
    • Publisher's version/PDF cannot be used
    • Must link to publisher version with DOI
    • Author's post-print must be released with a Creative Commons Attribution Non-Commercial No Derivatives License
    • Publisher last reviewed on 03/06/2015
  • Classification
    ​ green

Publications in this journal

  • [Show abstract] [Hide abstract]
    ABSTRACT: An understudied aspect for the successful completion of PPP infrastructure projects is the extent to which they are satisfactorily implemented. Studying PPP implementation is important though, because well-planned projects can fail if project implementation is inadequately managed. This article aims to find out which management and public–private cooperation approaches produce satisfaction for public procurers in the implementation phase of different kinds of infrastructure projects. To this purpose, twenty-seven Dutch road construction projects are systematically analyzed with fuzzy set qualitative comparative analysis (fsQCA). The results show four configurations that produce satisfaction. It is concluded that externally-oriented management, which is characterized by a stakeholder-oriented project implementation approach, and close public–private cooperation, where public and private partners work together closely and interactively, are important for achieving satisfaction. In less complex projects with narrower scopes, however, the partners may rely on less interactive forms of cooperation, more characterized by monitoring contract compliance.
    International Journal of Project Management 09/2015; DOI:10.1016/j.ijproman.2015.08.006
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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; 33(5):1160-1169. DOI:10.1016/j.ijproman.2015.01.007
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    ABSTRACT: Morris (2013) calls for value creation for project stakeholders using project outcomes. This is an attempt to link the front end of the system lifecycle – the project phase – to the back end, i.e. the operations phase. Little is however known about how value creation occurs through developing project outcomes which have the capacity to continue value-creating activities even decades after a project is completed. We establish that projects are multi-organizational systems which transit from the project phase to the operations phase in system lifecycles, and we use the systems view to analyze value creation mechanisms within the system lifecycle. We carry out empirical research into the lifecycle of a shopping center. Four distinct value-enhancing integration mechanisms in the operations of this multi-organizational system are identified, and propositions for four new project management approaches that create value during the project and have long-term value-enhancing impacts in the operations phase are derived.
    International Journal of Project Management 06/2015; DOI:10.1016/j.ijproman.2015.05.003
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    ABSTRACT: This study was motivated by the view that cultural differences should be taken into account in the management of Korean and foreign workers on construction sites. We identify motivation factors that are influenced by the cultural differences of the laborers, and their effects on productivity. Based on the results of a preliminary survey of field technicians with at least 15 years of work experience, a final set of 27 factors was included in a questionnaire: 5 economic factors, 11 social factors, and 11 psychological factors. Taking cultural differences into account, motivation factors that can have an impact on productivity were determined and broken down by nationality, based on the analysis results. The findings of this research can be used to stimulate social awareness and build an appropriate systemic police. The results can also be used to help develop a management plan based on cultural differences between foreign workers in the construction industry.
    International Journal of Project Management 06/2015; DOI:10.1016/j.ijproman.2015.05.002
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    ABSTRACT: When to terminate a new product development (NPD) project is an important economic decision and an interesting managerial dilemma. To date research examining NPD termination decisions has been largely focused on the single project level examining the impact of formal termination decision processes. This study examines these decisions at the organizational level exploring the impact of both executive advocacy behaviors and organizational context on the quality of 150 termination decisions in 40 German R&D units of pharmaceutical companies. We confirm that adopting termination decision processes such as formal decision criteria and decision committees has positive influences on the quality of the termination decision. However, our results also demonstrate that dysfunctional executive advocacy behavior has a greater negative influence on the quality of project termination decision suggesting that, while organizational governance components can and should be used to mediate executive behaviors, these factors alone will not ensure high quality NPD termination decisions.
    International Journal of Project Management 05/2015; DOI:10.1016/j.ijproman.2015.04.001
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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; 33(6). DOI:10.1016/j.ijproman.2015.03.012
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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