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: 2.44

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

Publications in this journal

  • [Show abstract] [Hide abstract]
    ABSTRACT: This study is an application of the Systemic Lessons Learned Knowledge (Syllk) model that enables management to conceptualise how organisational know-how for storytelling is wired (distributed) across various elements of an organisation. The research method consisted of action research cycles within a large division of a government organisation. Storytelling interventions and initiatives were implemented with two action research cycles completed. Actions and changes were observed, monitored, evaluated, and reflected on using an after action review process. This study has established that the alignment of the people and system elements (learning, culture, social, technology, process and infrastructure) can positively influence an organisation's capability for storytelling, and therefore learn lessons from stories of past project experiences.
    No preview · Article · Apr 2016 · International Journal of Project Management
  • [Show abstract] [Hide abstract]
    ABSTRACT: The relationship between managerial control and performance has been extensively investigated in literature. However, in the context of medical information systems (IS) projects, this topic has received little attention. Furthermore, the integrated effects of organizational environment and team risks, as well as managerial controls on the performance of medical IS projects have never been examined. The present study attempts to bridge these gaps using data on 195 medical IS projects from 160 hospitals. Our empirical results demonstrate that behavior, outcome, and clan controls positively affect the performance of medical IS projects. By contrast, self-control is insignificantly related to performance. This finding reveals that in medical IS projects, the effectiveness of managerial controls varies. Not all control modes significantly influence the performance of medical IS projects. Effective control modes should therefore be prioritized over ineffective control modes for such complex projects. Moreover, organizational environment and team risks diminish the effects of behavior, outcome and clan controls on performance in medical IS projects, which implies that project performance relies on the integrative influence of controls and risks, and the exercise of control should consider the mitigation of risks from both client and development team sides in medical IS projects.
    No preview · Article · Jan 2016 · International Journal of Project Management
  • [Show abstract] [Hide abstract]
    ABSTRACT: We investigated mining mega-projects to analyze the effect of project complexity on (1) the "make vs. ally" choice for the implementation stage of a project and the "fixed-price vs. cost-plus" contractual choice when an "ally" was chosen; and (2) the extent to which prior interactions with a contractor at earlier stages of the same project impact the "fixed-price vs. cost-plus" decision. Contrary to expectations, we found that project complexity promoted allying with external contractors but that, as expected, it promoted the use of cost-plus contracts. In addition, we found that prior interactions promoted fixed-price contracts and that this effect was more pronounced for less complex projects in which learning and knowledge acquired during prior stages was more easily transferred into contractual detail. Given that fixed prices are contractually heavier than cost-plus agreements, this result suggests that complexity strongly moderates the relationship between formal and relational contracting. © 2015 Elsevier Ltd and Association for Project Management and the International Project Management Association.
    No preview · Article · Nov 2015 · International Journal of Project Management
  • [Show abstract] [Hide abstract]
    ABSTRACT: Megaprojects are large, complex, and expensive projects that often involve social, technical, economic, environmental and political (STEEP) challenges to project managenment. Despite these challenges, project owners and financiers continue to invest large sums of money in megaprojects that normally run high risks of being over schedule and over budget. While some degree of cost, schedule and quality risks are considered during project planning, the challenge of understanding how risks interactions and impacts on project performance can be modelled analytically still remains. The consequences learnt from past experiences in megaproject practice indicate that there was a lack of analytic tools to effectively manage large risks across project lifecycle and more specifically, there was a lack of understanding on the priorities of all STEEP risks for individual megaprojects. In order to find a solution to tackle this specific technical problem, this research puts forward a new Risk Priority Index (RPI) as an innovative analytical approach to ranking risks for the construction and development of megaprojects. The new method adopts results from an analytic network process (ANP) model, which was built up based on data collected from the Edinburgh Tram Network (ETN) project. It provides an interactive quantitative way for developers to prioritise potential risks across the project supply network so as to initiate in advance mitigation strategies against the consequences of STEEP risks on megaproject performance at the construction phase which can normally cause significant overruns on cost and time. Keywords: Risk assessment; Analytical Network Process; Megaproject; Decision making
    No preview · Article · Sep 2015 · International Journal of Project Management
  • Article: INBAM 2014

    No preview · Article · Sep 2015 · International Journal of Project Management
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    ABSTRACT: The occurrence of disputes in Indian construction contracts results in damaging the relationship between the parties apart from the time and cost overruns. However, if the parties to a dispute can predict the outcome of the dispute with some certainty, they are more likely to settle the matter out of court resulting in the avoidance of expenses and aggravation associated with adjudication. Dispute resolution process is mainly based upon the facts about the case like conditions of the contracts; actual situations on site; documents presented during arbitrational proceedings, etc., which are termed as 'intrinsic factors' in this research. These facts and evidences being intrinsic to the cases have been explored by researchers to develop dispute resolution mechanisms. This study focuses on determining the intrinsic factors for construction disputes related to claims raised due to variation from 72 arbitration awards through Case Study approach and furthermore statistically proving their importance in arbitral decision making by seeking professional cognizance through a questionnaire survey. It also further asserts the feasibility of the multilayer perceptron neural network approach based on the intrinsic factors existing in the construction dispute case for predicting the outcome of a dispute. Data from 204 variation claims from the awards is employed for developing the model. A three-layer multilayer perceptron neural network was appropriate in building this model, which has been trained, validated, and tested. The tool so developed would result in dispute avoidance, to some extent, and would reduce the pressure on the Indian judiciary. © 2015 Elsevier Ltd and Association for Project Management and the International Project Management Association.
    No preview · Article · Sep 2015 · International Journal of Project Management