Project Management Journal Impact Factor & Information

Publisher: Wiley

Journal description

Current impact factor: 1.14

Impact Factor Rankings

Additional details

5-year impact 0.00
Cited half-life 6.40
Immediacy index 0.08
Eigenfactor 0.00
Article influence 0.00
Other titles Project management journal (Online), Project management journal
ISSN 1938-9507
OCLC 47853105
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 cannot archive a post-print version
  • Restrictions
    • 12 months embargo for scientific, technical and medicine titles
    • 2 years embargo for humanities and social science titles
  • Conditions
    • Some journals have separate policies, please check with each journal directly
    • On author's personal website, institutional repositories, arXiv, AgEcon, PhilPapers, PubMed Central, RePEc or Social Science Research Network
    • Author's pre-print may not be updated with Publisher's Version/PDF
    • Author's pre-print must acknowledge acceptance for publication
    • On a non-profit server
    • Publisher's version/PDF cannot be used
    • Publisher source must be acknowledged with citation
    • Must link to publisher version with set statement (see policy)
    • As OnlineOpen is not available, BBSRC, EPSRC, MRC, NERC and STFC authors, may self-archive after 6 months
    • As OnlineOpen is not available, AHRC and ESRC authors, may self-archive after 12 month
    • Reviewed 18/03/14
    • This policy is an exception to the default policies of 'Wiley'
  • Classification
    ​ yellow

Publications in this journal

  • [Show abstract] [Hide abstract]
    ABSTRACT: To add value to project performance and help obtain project success, a new framework for decision making in projects is defined. It introduces the project decision chain inspired by the supply chain thinking in the manufacturing sector and uses three types of decisions: authorization, selection, and plan decision. A primitive decision element is defined where all the three decision types can be accommodated. Each task in the primitive element can in itself contain subtasks that in turn will comprise new primitive elements. The primitive elements are nested together in a project decision chain.
    Project Management Journal 07/2015; DOI:10.1002/pmj.21517
  • [Show abstract] [Hide abstract]
    ABSTRACT: This study employs a unique combination of the grounded theory methodology (GTM) and Behavioral Event Interviews to explore the competencies of IT project managers. The findings largely support other studies using more traditional data collection approaches but also provide some new insights that warrant attention from practitioners and researchers alike. These insights include the importance of multiple modes of communication both internal to the project and also with external stakeholders. Some significant differences between the competencies of experienced and inexperienced project managers were also uncovered. Finally, the use of higher authorities to influence project stakeholders was observed.
    Project Management Journal 07/2015; DOI:10.1002/pmj.21511
  • Project Management Journal 07/2015; DOI:10.1002/pmj.21515
  • [Show abstract] [Hide abstract]
    ABSTRACT: This study explores how engineering students studying project management perceive their learning experiences. To facilitate an understanding of the constituent components of engineering students’ experiences and to understand how these experiences influence preferred learning styles, a comparative study of university students studying engineering in South Africa and the United Kingdom is conducted. The study finds no significant demographic differences in learning experiences across the two student cohorts. However, the South African cohort reports higher levels of overall experiences. They also report higher usage of online learning materials but lower levels of blended learning and individual critical evaluation skills experiences.
    Project Management Journal 07/2015; DOI:10.1002/pmj.21510
  • [Show abstract] [Hide abstract]
    ABSTRACT: Public–private partnership (PPP) projects may be organized in a variety of ways, depending on the level of integration of the so-called Special Purpose Vehicle. Based on the analyses of four major PPP light rail projects in Spain, this article outlines two fundamentally different models of organizing the Special Purpose Vehicle in PPP projects; moreover, the article examines the central principles of these two different models of organizing the private sector Special Purpose Vehicle and their implications for risk sharing and project management in large-scale infrastructure PPP projects.
    Project Management Journal 07/2015; DOI:10.1002/pmj.21508
  • Project Management Journal 07/2015; DOI:10.1002/pmj.21516
  • Project Management Journal 07/2015; DOI:10.1002/pmj.21513
  • [Show abstract] [Hide abstract]
    ABSTRACT: When projects fail to adequately meet requirements, organizations are forced to either abandon the project or to initiate a new project to address the original project requirements. Because the organization already has experience with and exposure to many project details, it is possible that the second attempt to address the original requirements (a rework project) will create different challenges for the project team. The purpose of this study was to examine risk indicators for rework projects and to determine whether or not risk indicators were the same or different for rework projects. A risk indicator is a factor that has predictive power about the likelihood of a risk occurring in the course of a project's life cycle. The projects studied for this research were undertaken by a large engineering design organization. The results show that there are some important differences in the types of risk indicators experienced by project managers and project teams in rework projects. Specifically, the risks associated with project urgency, quality, and technological changes were more common in rework projects. By understanding and attending to these differences in rework project risks, project managers will be better equipped to successfully guide rework projects to completion.
    Project Management Journal 06/2015; DOI:10.1002/pmj.21509
  • [Show abstract] [Hide abstract]
    ABSTRACT: In today's high-pressure work environment, project managers are often forced to “do more with less.” We argue that this imperative can lead project managers to engage in either high-performance or abusive supervision behaviors. To understand this process, we develop a model and associated propositions linking a project manager's cognitive appraisal of project-related demands to high-performance work practices versus abusive supervision behaviors—both of which impact three project outcomes: stakeholder relationships, people-related project success factors, and employee well-being. We propose that the choice between high-performance work practices and abusive supervision behaviors is moderated by a project manager's personal resources (psychological capital, emotional intelligence, and dark triad personality).
    Project Management Journal 05/2015; 46(3). DOI:10.1002/pmj.21500
  • [Show abstract] [Hide abstract]
    ABSTRACT: Focusing on new product development projects, this study suggests that the effect of a market orientation on innovation performance relationships may differ depending on whether the market orientation is responsive or proactive. This study also argues that process-based and outcome-based rewards moderate the effect. Based on a survey of 186 new product development projects in 122 high-tech firms, this study found that responsive and proactive market orientations have positive influences on incremental innovation performance and radical innovation performance, respectively. In addition, the positive effect of a proactive market orientation on performance is strengthened by process-based rewards, whereas the positive effect of a responsive market orientation on performance is positively moderated by outcome-based rewards. This study provides practical implications and directions for future research.
    Project Management Journal 05/2015; 46(3). DOI:10.1002/pmj.21499
  • [Show abstract] [Hide abstract]
    ABSTRACT: Building Information Modeling (BIM) systems are increasingly used in construction projects. Theoretically, these systems provide greater transparency and access to construction project information and, in doing so, should reduce the information asymmetry that commonly arises in construction contracting relationships. This typically occurs when suppliers of products and services opportunistically take advantage of the client due to the imbalance in information. The article therefore explores whether or not the high level of information content offered by BIM and the potential for sharing that information among contracting parties means that the information asymmetry can be alleviated using BIM. In order to investigate this, evidence was collected through three purposively sampled case studies of large principal organizations undertaking projects in Australia—each representing a different type of customer in the supply chain on construction projects. Our findings suggest a gap between the theoretical potential and practical application of BIM to reduce information asymmetry. The study found that, although BIM has the capability to reduce information asymmetry, it has not reached a mature enough stage in the Australian construction industry to clearly confirm that it actually reduces the problem. There is even a degree of evidence that, under certain circumstances, a reverse asymmetry may exist in which a client has the technical knowledge to more successfully analyze the BIM model (relative to the organizations they contract with) and then use the resulting information to their own opportunistic advantage.
    Project Management Journal 05/2015; 46(3). DOI:10.1002/pmj.21504
  • [Show abstract] [Hide abstract]
    ABSTRACT: This article draws on theories from knowledge and project management to develop an understanding of how knowledge sharing is encouraged and hindered in the context of a multifirm network assembled to execute an innovative shipbuilding project. The empirical data are based on a qualitative case study, collected from in-depth face-to-face interviews in China and Norway, with the key people from a ship owner, shipbuilder, and ship technology supplier. The research indicates three interesting findings: First, differences in organizational culture (not national culture) hamper knowledge sharing. Second, a strategic misalignment made knowledge sharing difficult. Third, protecting knowledge by patenting and secrecy barely influenced the knowledge sharing processes. Based on previous research and lessons learned from case study experience, we suggest a framework to analyze challenges and links in project networks.
    Project Management Journal 05/2015; 46(3):n/a-n/a. DOI:10.1002/pmj.21501
  • Project Management Journal 04/2015; 46(3). DOI:10.1002/pmj.21497
  • [Show abstract] [Hide abstract]
    ABSTRACT: Although serendipity is commonly encountered during research activities, it has not received as much attention as it deserves. Through a case study on a case study, which evolved from a methodology exercise into a rare case study of a project crisis, we mobilize the notions of serendipitous events and serendipity patterns to demonstrate how chance was cultivated using sagacity within the serendipity equation. Thereby, we contribute to a better understanding of the process of discovery through serendipitous creativity, especially in the dynamic and volatile project management research field where tensions between planned and unplanned are multiple.
    Project Management Journal 04/2015; 46(2):47-59. DOI:10.1002/pmj.21482
  • Project Management Journal 04/2015; 46(2). DOI:10.1002/pmj.21486
  • Project Management Journal 04/2015; 46(2). DOI:10.1002/pmj.21487