Jeffrey K. Pinto

• PhD
• Chair at Pennsylvania State University

Time is at the heart of the theory of temporary organizations yet its implications are not well-developed, as the theory remains wedded to a narrow view of time. Different conceptualizations of time are pursued in isolation or framed as either-or choices, thereby lacking synthesis across the literature. To rectify this problem, we analyze the liter...

Worldwide, major projects are sought after yet they fall short with depressing regularity, as they endure a double ‘whammy’ of cost overruns and benefit shortfalls at completion. However, the question of what explains cost overruns and benefit shortfalls and what can be done about it remains a longstanding puzzle fraught with academic, practitioner...

Statistical approaches such as Reference Class Forecasting and Monte Carlo Simulation are widely used to estimate the cost contingency of large-scale transport projects (>$500 million) to mitigate cost overruns during construction. Such approaches may accommodate exposure to risk, but they will fall short in the face of the irreducible uncertainty...

One of the key requirements of a successful project is its diligent financial management. Project funding and financial management have a significant impact on project cost, cash flow, and, more importantly, success. This chapter discusses project funding and financial management, including some of the most important concepts and key issues. Projec...

Supply chain management (SCM) is the management of a sequence of dynamic activities concerned with the planning, control, and execution of the flow of goods in various stages of manufacture—from raw materials to production through distribution to the end customer, in the most streamlined and cost‐effective manner possible. This chapter examines SCM...

This introduction presents an overview of the key concepts discussed in the subsequent chapters of this book. The book explains the challenges of cost and value management in projects. It focuses on why it is critical to identify the needs and scope of a project at the earliest possible stage. The book then covers the important topic of cost estima...

Budgets serve a vital role in the management of projects. They function as a control mechanism that sets the standard against which future expenditures will be monitored. In most organizations, there are two kinds of budgets: project budgets and fiscal operating budgets. This chapter examines the various aspects and approaches to project budgeting,...

Quality management, quality assurance, and quality control are being increasingly recognized as critical dimensions of project success in an increasingly competitive environment. This chapter discusses the concept of quality, and its management in the context of a project environment. It focuses on the concept of total quality management, as well a...

An estimate is a view of the future at a particular point in time. Estimates can apply to all three aspects of a project: cost, schedule, and level of performance. Project cost estimation is the process of estimating all of the costs associated with completing a project within scope and according to its timeline. This chapter focuses on the issues...

One of the inevitable features of project management is change, defined as any addition, deletion, or alteration to the scope, nature, quantity, standards, timing, or location of work for a project during implementation. Changes can provide opportunities to improve a project, or to overcome problems. This chapter discusses how to manage and control...

This chapter discusses the concept of a project value chain, which demonstrates the inseparable and interwoven nature of project costs and value. It presents various approaches to simultaneously managing cost and value to achieve project success. In Porter's value chain model, there are two distinct sets of activities: primary activities and suppor...

Cash flow is critical to any business, but from a project organization's point of view, effective cash flow management can mean the difference between project success and failure. This chapter focuses on why managing cash flow is vital to project success. It focuses on the various aspects of cash flow management, including payment arrangements and...

The third important part of cost management is project cost control, which typically falls under the larger umbrella of project evaluation and control. This chapter provides an examination of the various aspects and approaches to evaluating and controlling project costs, including S‐curve analysis of time–cost relationships. A project evaluation an...

Cost management is concerned with cost estimation and budgeting, the management of cash flow, and, liaising with contractors. Value management (VM), on the other hand, focuses on optimizing project value—given cost, time, and resource constraints—while meeting performance requirements such as the highlighting of the reliability and quality dimensio...

Projects typically follow a life cycle. This life cycle consists of four stages: needs identification and conceptual development, project planning, project execution, and project termination. This chapter focuses on the first two stages in the project life cycle as they relate to the critical activities in identifying project needs and developing a...

Fast-and-frugal heuristics are simple, task-specific decision strategies that form part of a decision maker's repertoire of cognitive strategies for solving judgment and decision tasks. They have been shown to deliver better decision outcomes than statistical (including probabilistic and stochastic) approaches in uncertain and complex settings or w...

The world is slowly emerging from a series of healthcare, financial, and economic disruptions caused by the Covid19 pandemic. While it is still too early to come to a definitive reckoning of the myriad ways in which our world has been forced to make adjustments in how it operates pre-and-post Covid, it is worth considering at least one aspect of th...

Projects continue to offer a superior means for organizations to realize many advantages, including improving internal operations, achieving commercial success, and fostering greater society benefits. In spite of the enthusiasm with which projects are undertaken, in company after company, there is clear evidence of chronic under-performance, frustr...

Decades of research demonstrate that practitioners and scholars may have only a vague notion of what project success is and thus settle for conflicting or inaccurate attributions of this still-elusive phenomenon. Stakeholder evaluations may differ as multiple groups and coalitions seldom hold the same viewpoint. A project that meets business expect...

In his seminal book, The Anatomy of Major Projects (co-authored with George Hough), Peter Morris established himself as one of the early, original theorists in project management scholarship. Not simply a ground-breaking study of major projects at its time, Anatomy has proven to have both a lasting residual impact as well as serving as a wellspring...

Large-scale infrastructure projects tend to experience variances between estimated and final costs. Governments, in response, have been using statistical methods (including probabilistic approaches) such as Reference Class Forecasting (RCF) to try and mitigate cost overruns. While helpful in accommodating risk, such statistical methods often fail t...

This chapter will address the idea of project success, examining its evolution as a guiding project management principle, unraveling the complexity that underlies a comprehensive understanding of success, and, along the way, showing that the more we seem to know about success, the more a variety of paradoxes emerge. These tensions must be understoo...

Abstract Purpose-Worldwide, major projects often make the headlines as they suffer from a fourfold whammy of delays, cost blowouts, benefit shortfalls, and stakeholder disappointments. It seems that error and bias can explain their underperformance. Which overarching explanation outweighs the other? It is the question this article aims to address...

Organizational mistakes and accidents have a long history in practice and have been studied extensively in the engineering and organizational literature. One of the primary causes of persistent organizational error is the existence of deviance; i.e., behavior violating organizational norms. We examined the behaviors and motivations of project team...

The majority of projects—even ultimately successful ones—run into significant problems during their development. While organizations have a variety of mechanisms at their disposal to correct projects that are experiencing difficulties, one of the most radical is replacing the project manager. Replacing a project manager “mid-stream” involves a majo...

The concept of Critical Success Factors (CSFs) in projects represents an area of scholarly activity with roots going back over some 40 years. Critical Success Factors are generally defined as elements of a project which, when addressed by project stakeholders, increase the likelihood of success; these are the independent variables that make success...

The question—what explains cost overruns and benefit shortfalls—remains an important conversation in project management. Two theoretical principles, the Planning Fallacy and the Hiding Hand, shed light on project behavior, that is how projects take different and complex out-turns. The Planning Fallacy denotes the tendency for forecasts of project s...

This study sheds light on polycentric forms of organizing and corresponding performance implications. Organizations with a polycentric architecture supplement their internal hierarchical decision-making structures with egalitarian, local structures to encourage collaboration with independent stakeholders. We ground our study on the planning stage f...

In this interview with Aaron Shenhar, Jeffrey Pinto and Graham Winch, we probe the influence of Rodney's work on the field as it is, in terms of how it is developing now, and how it will develop into the future. Based on three questions asked by the interviewer Martina Huemann we get insights about 1) What these three leading scholars consider to b...

This report summarizes the insights of a three-year study on “megaprojects”—the project-based organizations purposely formed to develop capital-intensive infrastructure. Our aim was to further our understanding of what form of organizing work a megaproject is and investigate the extent to which we could trace empirical regularities in the performan...

There have been numerous studies examining the various manners in which female managers are subjected to negative stereotypes and bias, and how such bias influences hiring decisions. We sought to study the job selection challenge within the specific context of project management, a discipline that has historically been viewed as male-dominated, foc...

Introduction Programs, within public and private organizations, are commonly viewed as a critical means for instituting organizational change, developing new products, processes, and services, and allowing firms to maintain a technological or innovative edge in the marketplace. Programs may be used to support broad societal initiatives, including c...

What is a megaproject? Why do they perform the way they do? What the powerful forces at play that can explain empirical regularities including scope screep, cost escalation, and delays? To what extent context matters, and if so, why and how? In this book (work-in-progress) Nuno Gil and Jeff Pinto are seeking to address these questions by looking at...

This study was conducted to investigate the impact of autonomy, support, goal clarity, and learning opportunities on the motivation to perform of project managers and team members in multiple-project environments. Even though the motivation literature is rather extensive, the motivation of personnel in multiple-project environments is underexplored...

As a result of the frenetic and demanding working conditions associated with projects, much research and theory has addressed the stress and burn-out propensity of members of project teams. However, research has generally not taken into consideration the differential effects of job title or types of project organizations on job demands, perhaps ass...

There have been numerous studies examining the effects of social role theory on negative stereotyping of female managers, including low perceived likeability and unwillingness by subordinates to trust them. These attributions are particularly relevant in the context of “male-dominated” jobs, such as technical disciplines like engineering and projec...

As part of the development of his Management of Projects (MoP) perspective, Peter Morris identified a broader, more comprehensive understanding of the principal project management activities and interfaces required for project success. In advancing the MoP framework, Morris offered a wide-ranging critique of the philosophy behind PMI's execution-ba...

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 de...

The Agile project management methodology has been widely used in recent years as a means to counter the dangers of traditional, front-end planning methods that often lead to downstream development pathologies. Although numerous authors have pointed to the advantages of Agile, with its emphasis on individuals and interactions over processes, custome...

The client’s choice of contractor at the project prequalification stage is critical as the selected contractor is responsible for the overall coordination of a project. Although a wide variety of criteria have been employed to develop models for contractor selection, one critical component of their capability – management performance – has historic...

Narcissism is a psychological state or personality disorder that is characterized by high self-regard and desire for personal aggrandizement. In an organization setting, narcissistic behavior of individuals can impact a number of operational initiatives, including new product development and other project ventures. As many projects in an organizati...

The term “normalization of deviance” was coined by sociologist Diane Vaughan (1996) based on her study of the culture of NASA prior to the Challenger disaster. This concept continues to reverberate within organizational settings, as companies grapple with employee behaviors that are often counter-productive to achieving organizational ends but are...

Project-based work has become a critical component of global industrial activity. Among other functions, projects are used to develop new products and services, improve operations flows, implement innovative information technologies, and conduct primary RED. At the same time, project management is a core skill requirement for numerous corporations...

Project-based work has long been characterized as frenetic, fast-paced, and dynamic. The often competing constraints imposed by schedules, stakeholders, and budgetary restrictions make project activities conflict-laden and highly conducive to work-related stress. Stress is not an end unto itself but instead, is often a precursor for burnout. Burnou...

This book presents the latest cutting edge theory on current areas of interest in the field of project management. The chapters are written by leading international scholars from the UK, Europe, and the US. The book shows how projects have become increasingly significant in organizations. The book covers history and current trends. The book present...

The idea of sharing geographic data both within and between organizations remains largely resisted despite the obvious benefits that can be derived from data-sharing activities and Federal initiatives that promote them. The research presented in this paper examines the various properties of data-sharing activities, as well as related motivations ci...

In recent years, a considerable interest in and literature regarding relational contracting and trust have emerged in the project management field. Though there are distinct and important differences in the nature of these two phenomena, their central premises underscore an important movement in re-evaluating inter-organizational relationships (par...

This Introduction defines the concept of the project and gives a brief overview of the history of the project. Project management's growth since the growth since its formal articulation in the 1950s has been relentless and impressive, the Introduction states, and now presents many opportunities for interesting research. Finally the Introduction out...

This article seeks to address the question of the current state of project management research through an analysis of the domain's advance over time, as evidenced in the pages of its principal academic research outlets. While there are many ways in which theoreticians and researchers have sought to examine the evolving nature of the project managem...

A great deal of literature has pointed to the importance of trust as a facilitator of positive relationships among project stakeholders. Trust is argued to enhance a variety of intra-organizational relationships, including project team dynamics, top management support, and coordination across functional departments. Likewise, trust is argued to imp...

Introduction Leadership Defined A Diagnostic The Bonoma/Slevin Leadership Model Four Leadership Styles Participative Management Delegation Pressures Affecting Leadership Findings from the Field Leadership Checklist An Example Conclusion: Organizational Implications of Leadership Motivational Issues Motivation to Manage Defined Research Results Diag...

Cost and Value Management in Projects provides practicing managers with a thorough understanding of the various dimensions of cost and value in projects, along with the factors that impact them, and the managerial approaches that would be most effective for achieving cost efficiency and value optimization. This book addresses cost from a strategic...

Issues in Project Budgeting Developing a Project Budget Approaches to Developing a Project Budget Activity-based Costing Program Budgeting Developing a Project Contingency Budget Issues in Budget Development Crashing the Project: Budget Effects References

Importance of Cost Estimation Problems of Cost Estimation Sources and Categories of Project Costs Cost Estimating Methods Cost Estimation Process Allowances for Contingencies in Cost Estimation The Use of Learning Curves in Cost Estimation References Appendix

Half Title Title Copyright Contents

Financing of Projects Versus Project Finance Principles of Financing Projects Types and Sources of Finance Sources of Finance Cost of Financing Project Finance The Process of Project Financial Management References

Definition of Quality in Projects Elements of Project Quality Total Quality Management (TQM) in Projects Quality Management Methods for a Project Organization Quality Standards for Projects References

What Is Supply Chain Management? The Need to Manage Supply Chains SCM Benefits Critical Areas of SCM SCM Issues in Project Management Value Drivers in Project Supply Chain Management Optimizing Value in Project Supply Chains Project Supply Chain Process Framework Integrating the Supply Chain Performance Metrics in Project Supply Chain Management Pr...

Overview of the Project Evaluation and Control System Integrating Cost and Time in Monitoring Project Performance: The S-Curve Earned Value Management Earned Value Management Model Fundamentals of Earned Value EVM Terminology Relevancy of Earned Value Management Conducting an Earned Value Analysis Performing an Earned Value Assessment Managing a Po...

Importance of Cost and Value Management in Projects Keys to Effective Project Cost Management Essential Features of Project Value Management Organization of the Book References

Concept of Value Dimensions and Measures of Value Overview of Value Management Value Management Terms Need for Value Management in Projects The Value Management Approach The VM Process Benefits of Value Management Other VM Requirements Value Management Reviews Relationship between Project Value and Risk Value Management as an Aid to Risk Assessment...

The Project Value Chain Project Value Chain Analysis Sources and Strategies for Integrating Cost and Value in Projects Integrated Value and Risk Management The Project Cost and Value Integration Process References

Causes of Changes Influence of Changes Configuration Management Configuration Management Standards The CM Process Control of Changes Change Control Procedure and Configuration Control Responsibility for the Control of Changes Crisis Management An Example of Configuration Management References

The Concept of Cash Flow Cash Flow and the Worth of Projects Payment Arrangements References

Needs Identification Conceptual Development The Statement of Work Project Planning Project Scope Definition Work Breakdown Structure References

Definitions of spatial data infrastructure (SDI), and claims about its value, emphasise applications that solve real societal issues as the ultimate benefit. While it may be premature to expect that those benefits show up in many SDIs (if in any, by now), preparing for systematic evaluation is timely. Initiatives like the Spatial Data Interest Comm...

A 12-Factor Model Key Comments from Practitioners Conclusions Acknowledgment References

Sources of Power Power versus Influence Forms of Influence Developing Influence Skills Block's Framework Negotiation Skills What Is Negotiation? Preparation for Negotiation Team Organization Negotiating Strategies Choosing a Strategy The Feasibility of Problem Solving The Feasibility of Contending The Feasibility of Inaction and Withdrawing The Fea...