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... It is 12 years since Turner [1] wrote a paper entitled ''What are projects and project management'', which has been taken as his definitive statement on the subject, and formed the basis of the definitions used in his books [2]. A project was defined as: ...
... We consider: the project as a production function; as a temporary organization; as an agency for change; as an agency for resource utilization; and as an agency for uncertainty management and show how some of the classic definitions of projects do or do not address these issues. We do not address the nature of project management, standing by the earlier definition that project management is the process by which projects are successfully delivered, and their objectives successfully achieved (whatever is meant by successfully [1][2][3]). However, we do address the role of the project manager, considering: the project manager as chief executive of the temporary organization and as the agent of the principal ...
... Most of the other definitions refer only obliquely to project's being temporary organizations. Turner's [1] definition says directly that the project is a vehicle (or agency) for organizing resources (see later) and therefore implies that it is an organization. The definition also implies quite overtly that the endeavour is unique, novel and transient, which are the three main features referred to in the second edition [1]. ...
... ); Goedknegt (2012); Turner (2010) A political dimension Pade et al. (2008a); Pade-Khene et al., 2011) AUTHOR COPY transparency (Khalfan, 2006; Silvius et al., 2012), and performance (Craddock, 2013; Eid, 2009; Maltzman & Shirley, 2010). Table 1 summarises the additional dimensions, next to the social, environmental and economic dimensions of the triple bottom line, that are mentioned in the publications in our sample. ...
... The importance of eliminating waste is mentioned by several authors, including Maltzman and Shirley (2010, 2013). They refer to " The Seven Wastes " , as identified in the Toyota production system. ...
... AUTHOR COPY sustainability in project management. Also Maltzman and Shirley (2010), Silvius et al. (2012), Tharp (2013) ...
Sustainability is one of the most important challenges of our time. How can we develop prosperity, without compromising the life of future generations? Companies are integrating ideas of sustainability in their marketing, corporate communication, annual reports and in their actions.
Projects play a pivotal role in the realisation of more sustainable business practices, and the concept of sustainability has more recently also been linked to project management. The emerging literature on this topic provides strong indications that considering sustainability impacts project management processes and practices. However, the standards for project management fail to address the sustainability agenda.
This article provides a structured review of 164 publications, covering the time period 1993 - 2013, that relate sustainability to project management. The research questions answered are: 'How is sustainability defined or considered in the context of project management?' and, 'How does considering sustainability impact project management?'
Based on an identification of relevant dimensions of sustainability that was evident from the publications, we identified the areas of impact of sustainability on project management. It appeared that considering sustainability impacts project management on different levels. Considering sustainability implies, firstly, a shift of scope in the management of projects: from managing time, budget and quality, to managing social, environmental, and economic impact. Secondly, it implies a shift of paradigm of project management: from an approach that can be characterised by predictability and controllability, to an approach that is characterised by flexibility, complexity and opportunity. And thirdly, considering sustainability implies a mind shift for the project manager: from delivering requested results, to taking responsibility for sustainable development in organisations and society.
With these findings, the practices and standards of project management can be developed further to address the role projects play in creating sustainable development.
... The programme and portfolio approach is closely linked with the strategy, values, vision and governance of the organization that is running the project. In most cases it is the Chief Executive Officer of an organisation who is tasked with providing the vision, which will result in the Board or Senior Management setting the organisational strategy (Maylor, 2010, p. 51). Alternatively this role may sit with customers, representing consultants or the client. ...
... Alternatively this role may sit with customers, representing consultants or the client. For the former, the organisation strategy should determine the selection criteria for portfolios, which in turn will focus the programmes so as to select the appropriate projects and set priorities aligned with the organisational strategy, as can be seen in Figure 2 (Maylor, 2010, p. 51). ...
... Organisational strategy process (Maylor, 2010 ...
Issues such as global climate change, poverty & inequity, and the unsustainable use of resources are driving organisations to incorporate the principles of sustainable development into strategy and operations. Recently project management has drawn criticism of lacking sufficient governance to respond to such issues and the local interpretation and lessons learned have had little success in addressing this. Whilst sustainability principles can be actively influenced, encouraged and monitored through project portfolio programme and project management, there are often problems with translating vision and strategy into project practice. Here we suggest that portfolio and programme management presents an opportunity to integrate visionary and strategic sustainability with operational sustainability. Moreover a programme and portfolio approach can lead to enhanced opportunity to share sustainability practice between projects Therefore sustainability has to be an integrated part of Portfolio, Programme and Project processes to support and achieve the objectives of an organisation. Here the governance of organisational practice and the triple bottom line interlinks the processes to support the operational strategy of an organisation.
... Manage- ment needs to provide resources, solve problems that the team cannot solve, and provide a stable work environ- ment. Thomsett (2002) puts it as, "People, not resources, work on projects." The care and feeding of project teams is the main task of upper-level management for successful code development organizations (DeMarco and Lister, 1999). ...
... Finally, the team provides the continuity of corporate knowledge that forms a basis for future code projects. Thomsett quotes Bill Gates as stating that "every code project at Microsoft has two deliverables: a working code and a solid code development team" (Thomsett, 2002). Without good teams, an institution cannot maintain and support its existing codes or build new ones. ...
... Each code project should be managed as much like a stand- ard software project as possible (DeMarco, 1997;Peters and Pedrycz, 2000;Remer, 2000;Highsmith and Cockburn, 2001;Humphrey, 2001;Pressman, 2001;Thomsett, 2002). However, due allowance has to be given to the dif- ferences between highly complex scientific software involving a healthy dose of research to develop improved solution algorithms and projects that do not require such research. ...
... The programme and portfolio approach is closely linked with the strategy, values, vision and governance of the organization that is running the project. In most cases it is the Chief Executive Officer of an organisation who is tasked with providing the vision, which will result in the Board or Senior Management setting the organisational strategy (Maylor, 2010, p. 51). Alternatively this role may sit with customers, representing consultants or the client. ...
... Alternatively this role may sit with customers, representing consultants or the client. For the former, the organisation strategy should determine the selection criteria for portfolios, which in turn will focus the programmes so as to select the appropriate projects and set priorities aligned with the organisational strategy, as can be seen in Figure 2 (Maylor, 2010, p. 51). ...
... Organisational strategy process (Maylor, 2010 ...
Issues such as global climate change, poverty and inequity, and the unsustainable use of resources are becoming more commonly understood amongst the public, governments and organisations. As a result the pressure on businesses to incorporate the principles of sustainable development into policies and activities is mounting. Over the last 50 years, the discipline of project management has matured, the tools of which are increasingly used to deliver specific organisational objectives and introduce or improve new or existing products and services. The traditional definition of a project is an endeavour with a defined beginning and end, undertaken to meet unique goals and objectives. This definition would seem to be at odds with definitions of sustainable development that aim to recognise the long-term nature of environmental or societal impacts arising from business activities. In order to address this apparent dichotomy a new paradigm of project management that both implicitly and explicitly incorporates social, economic and environmental issues is emerging. The concept of sustainable project management is relatively new, but its role in contributing to sustainable development is increasingly gaining interest amongst project management professionals and academics. This paper will introduce the concept of sustainable project management and report on current research that seeks to re-define the relationship between project management and sustainability.
... A review of the literature revealed that PM ethics seems to have received scant attention with few papers published in PM-related journal papers and only recent interest being shown (Loo, 2002; Helgad ottir, 2008; Sohail and Cavill, 2008; Lee, 2009; Corvellec and Macheridis, 2010; Osei-Tutu et al., 2010). Little has been written about ethics in PM text books except for one recent book ( J onasson and Ingason, 2013) and several book chapters (Godbold and Turner, 1996; Walker et al., 2008) and there is no reference to ethics in the index of the latest Project Management Institute (PMI) body of knowledge (PMBOK) Guide (PMI, 2013). While the PMI, for example, has a code of ethics that acknowledges and demands ethical conduct (PMI, 2006), it neither defines ethics nor provides any guide to what may be considered as ethical dilemmas or how they may be dealt with. ...
... Several areas of literature guide us through various frameworks of concepts to help us gain a better understanding of the term " ethics " . There are only a few examples of ethical guidance in PM text books (Godbold and Turner, 1996; Godbold, 2007; Walker et al., 2008) demonstrating that this subject is not generally considered to be topical in the PM literature.Table I presents a summary of the relevant literature. We can see fromTable I that ethics can be seen as more than just attending to a single dimension of " being good " or " doing the right thing " or even being mindful of wider stakeholder perceived entitlements. ...
Purpose
– The purpose of this paper is to present results and analysis from a case study on ethical dilemmas faced by client-side project management employees of a large Australian University.
Design/methodology/approach
– A single case study approach was adopted using the property services division's experience of potential ethical dilemmas that staff were exposed to as a focus for the unit of analysis. Data were triangulated by interviewing the Deputy Director of the division, a programme manager, a project manager and a client (stakeholder) with experience of dealing with the division. Each person was interviewed and the interview transcribed and analysed using grounded theory to make sense of the data.
Findings
– Four potential ethical dilemmas were identified: fraud/bribery/corruption; favouritism and special treatment; occupational health and safety and duty of care; and professionalism and respect for others. Leadership, governance structure and (organisational and national) culture supported initiative and independent thinking through cause-and-effect loops and consequences and this meditated and influenced how these dilemmas were dealt with.
Research limitations/implications
– This was just one case study in one cultural and governance setting. Greater insights and confidence in conclusions could be gained with replication of this kind of study. This study was part of a broader study of ethics in project management (PM) that consisted of eight other cases studies by others in the wider research team, also a quantitative study has been undertaken with results to be presented in other papers/reports. The main implication is that governance and workplace culture are two key influences that moderate and mediate an individuals inherent response to an ethical dilemma.
Practical implications
– Clients (project owners or POs) and their representatives (PORs) hold a pivotal role in ensuring that PM work takes place within an environment characterised by high ethical standards yet the authors know that all PM parties, including client-side PORs, are faced with ethical dilemmas. What do the authors mean by an “ethical dilemma” and how may POs ensure that their PORs behave ethically? This paper provides practical guidance and demonstrates how ethical dilemmas can be analysed and appropriate action taken.
Social implications
– Ethics in PM has profound implications for value generation through projects. Project managers need sound guidance and processes that align with society's norms and standards to be able to deliver project value so that commercial or sectarian interests do not dominate project delivery at the expense of society in general.
Originality/value
– This paper provides a rare example of a case study of project teams facing ethical dilemmas. The PM literature has few cases such as this to draw upon to inform PM theory and practice.
... Generally it has been proven that projects have direct relationship with the economy of nations especially in the area of construction projects which was reviewed earlier. Turner (1990) made a definitive statement about the concept of project that formed the foundation for his definition of the project as an effort which involves the novel organization of resources to complete a unique scope of work, within the constraint of budget and schedule in order to attain desired results as defined in the project objectives. This definition contains three features of a project which are: ...
There are many research results on the multivariate that influence project success especially in developed countries while limited results are available in developing countries in the area of project critical success factors (CSFs). This research study assessed the critical success factors of constriction projects in Nigeria. Quantitative survey that featured ninety nine respondents in the construction industry was used to collect data on forty two variables identified in literature. The data collected was analyzed using descriptive statistics in the statistical package for the social sciences (SPSS), and confirmatory factor analysis (CFA) in linear structural relationship (LISREL). Out of the forty two variables used for data analysis, twenty eight success factors emerged critical while the constructs, contractor related factor, consultant related factors, project team leader related factors and top management related factors emerged as the key critical success factors for construction projects. The top ten success factors identified in order of relevance were political risk, schedule update, compliance of the contractor with schedule and budget, design updates, budget updates, economic risks, complexity of project, the quality of the consultant team, the work relationship of project leader and availability of backup strategies The result also indicated that there is need for improvement in the observation of the critical success factors in the management of construction projects since twelve of the variables that were deemed critical to project success in previous studies had poor factor loading.
... Визначивши проект як свого роду зусилля для здійснення унікального обсягу роботи зі заданими специфікаціями, в якому людські, фінансові та матеріальні ресурси організовані найбільш оптимально, а кінцевою метою є вигідні зміни, визначені кількісними та якісними цілями, Дж. Р. Тернер, фактично, першим сформулював визначення терміну «проект» [4]. З гідно з Довідником з управління проектами (PMBOK) -стандарту, який містить фундаментальні та базові практики у сфері проектного менеджменту, -проект є тимчасовим зусиллям, метою якого є створення унікального продукту, послуги або результату [5, c. 717]. ...
The article is aimed at highlighting the need for a deep understanding of the terminology in the sphere of realization and implementation of innovations for successful financial risk management and entry into financial markets, also to ensure sustainable innovation development of the national economy. On the basis of analysis of scientific literature, different approaches to the definition of the term «innovation project» are systematized, and the conclusion is made about the existence of the real problem of incompleteness and the narrowing of the basic concepts in the sphere of innovations. Based on the existing uncertainty in the implementation of innovation as well as the characteristics of the final product, the most complete and comprehensive definition of an innovation project is suggested, the author also presents the key difference between an innovation project and a conventional, traditional project for further quality management of investment and financial risks of projects with such an inherent feature as the significant spread of future results.
... Back then, projects were primarily seen as reflecting a rational and predictable view on the world. The spreading of PM to almost all of the industries and the rise of new social views on organizing and interactions (e.g., [47]) made the discipline of PM evolve from a "hard perspective" into seeing PM as an "instrument to manage (organizational) change" [10], "converting vision into reality" [48] with "quantitative and qualitative objectives" [49]. This development enriched the field of PM with topics and research strands such as e.g., behavioral aspects, leadership, and complexity. ...
Projects and project management (PM) are becoming a way of working, and many changes in society have evolved because of projects. However, will the societal agenda also influence the project management discipline? Societal issues generated by urban population growth and rapid urbanization arise in cities. Making a city "smart" and sustainable is emerging as a strategy to mitigate these issues. How does this development impact project management? In order to answer this question, we performed meaningful learning by mapping the concepts for Smart Sustainable Cities (SSC) and project management and developing prior and post concept maps. We identified four major findings describing the implication of societal issues on project management: quality of life acts as a societal objective for PM; PM governs autonomous projects with new business models; and PM success criteria are related to stakeholders and long-term effects, as well as extensive connection to the digital world with consideration of the privacy and ethics. From this, we were able to redefine the definition of project management as "a collaborative endeavor of all affected stakeholders equivalently participating in exploring and exploiting, via an autonomous temporary organization, fit-for-purpose deliverables with connections to the digital platform, thereby aiming to prepare the entities of the affected stakeholders for the future". Our study is novel and relevant for PM and SSC practice: societal issues are on the strategy agenda of many governments and companies, and these will drive the projects that are performed in this environment. The project management community should align with this development, since these challenges are part of their environment. As a start, a comprehensive understanding of the impact of societal issues is relevant to build new definitions, competences, and supporting processes.
... Despite the recent interest in sustainability by project management researchers and the professional bodies there is a distinct lack of integration of the BoKs and the principles of sustainable project management. It has been suggested that many of the current project management frameworks do not effectively address the three dimensions of sustainable development, i.e., social equity, economic efficiency and environmental performance (Ebbesen and Hope, 2012;Maltzman and Shirley, 2012). Although some aspects of sustainability can be found in the various standards it is significant that 'sustainability' is not covered as a knowledge area in any of the project management BoKs (Mui and Sankaran, 2004). ...
The integration of sustainability into business practices and organizational strategy requires a rethink as to the way in which operations are managed. As managing projects increasingly play an integral role in business and society, the question is whether current project management definitions, methods, processes, practices and knowledge areas are fit-for-purpose in delivering sustainable outcomes. This paper will examine the impact of sustainability on the methods, processes, practices and knowledge areas used to manage projects. A comparison of evidence from the literature will identify the levers that shape the current agenda and can assist in the development of a deeper understanding of the challenges faced by the discipline to move towards 'sustainable project management'. This agenda will identify key areas of focus for academics and practitioners before evaluating whether an evolution of project management towards sustainable project management is possible, or if a more revolutionary approach is required.
... Despite the recent interest in sustainability by project management researchers and the professional bodies there is a distinct lack of integration of the BoKs and the principles of sustainable project management. It has been suggested that many of the current project management frameworks do not effectively address the three dimensions of sustainable development, i.e., social equity, economic efficiency and environmental performance (Ebbesen and Hope, 2012;Maltzman and Shirley, 2012). Although some aspects of sustainability can be found in the various standards it is significant that 'sustainability' is not covered as a knowledge area in any of the project management BoKs (Mui and Sankaran, 2004). ...
The integration of sustainability into business practices and organizational strategy requires a rethink as to the way in which operations are managed. As managing projects increasingly play an integral role in business and society, the question is whether current project management definitions, methods, processes, practices and knowledge areas are fit-for-purpose in delivering sustainable outcomes. This paper will examine the impact of sustainability on the methods, processes, practices and knowledge areas used to manage projects. A comparison of evidence from the literature will identify the leavers that shape the current agenda and can assist in the development of a deeper understanding of the challenges faced by the discipline to move towards 'sustainable project management'. This agenda will identify key areas of focus for academics and practitioners before evaluating whether an evolution of project management towards sustainable project management is possible, or if a more revolutionary approach is required.
... Projeyi en iyi şekilde tanımlayacak faaliyetlerin saptanması; bu faaliyetler arasındaki ilişkilerin kurulması ve faaliyetlerin gerçekleştirilmesi için gerekli kaynakların tespiti ile her bir faaliyetin süresinin hesaplanması işlemlerinin tümü planlamanın kapsamındadır. [3] Proje planı bize; nerede ve hangi zamanda, hangi işlerin kimler tarafından yapılması gerektiğini gösterir. Yani plan için, proje süresince izleyeceğimiz yol haritasıdır diyebiliriz. ...
ANALYSIS OF WORK PLAN AND COST OF BASIC STRUCTURE FOR A STANDARD BUILDING IN TURKEY
ABSTRACT
In this project the essentials of project management which is also the main subject of our postgraduate program are theoretically examined and applied to a construction project.In these days the fact that construction projects are getting bigger and more organized, make the most efficient usage of cash and human resources compulsory. To make that happen except having good knowledge of theory and site engineering somebody has to master also in work planning techniques. Also, now that the computers are being intensively used in construction industry the project management is done with programs. In this project a program which is widely used for years in construction industry, named Oracle Primavera is analyzed and used.
In the first chapter there is information about structure that will be examined.Despite the fact this structure is not big, the same methods can be used for bigger projects and structures.
In the second chapter there is theoretical information about project management and the most popular methods on this subject that are used in computer programs.
The third chapter consists of the construction phases of our structure, the cost analysis and the construction time that is needed depending on the available human resources.For every activity firstly a quantity survey is made from computer drawings and then the cost is calculated with official data given from the ministry of environment and urban planning.
In the fourth chapter Oracle Primavera, the program that the data which calculated in chapter three will be input is examined. There is a touch upon the usage areas and detailed ways of usage of the program.
In the fifth chapter Oracle Primavera program is used to find the work plan and project management of our structure. The point in this analysis is to complete the project in minimum time and in the most efficient way.For this purpose methods like Critical Path method which is also a function of Primavera is used.
The sixth chapter includes the bibliography that is used for the theoretical parts of the project.
The seventh chapter consists of the drawings that are used in the calculation of previous chapters but could not put in chapter one because of the thesis writing guidelines.
Keywords: Project Management, Critical Path Method, CPM, Cost Analysis, Primavera
... Since the technology hasn't been implemented or used before in the organization, there are likely to be complications that will shape the project's probability of success. [7] ...
Clinical research is a robust process which involves billions of dollars and several years of time to test an investigational drug or a device in the clinical trials conducted on human subjects for the determination of the product efficacy in curing the disease or for implementing a new treatment procedure respectively. The success of a process or a project depends on how well it is planned, organized, implemented and managed. This is also known as project management. The current study deals with the application of project management in executing clinical trials. Clinical trials involve huge supply of resources, energy, effort, man power and time in a way to acquire the desired results which is exceptionally not very productive. Utilization of the project management methodologies along with the conventional techniques would increase the chances of execution of clinical trials in a much cost and resource effective and time-efficient manner. In this article, different methods of project management, data collection and analysis were discussed especially to cut down the costs, efforts and time spent in executing a clinical trial successfully in this fast paced environment in an efficient way.
... "A combination of human and non-human resources pulled to-gether into a temporary organization to achieve a specified purpose." Turner [1990] states that the project is a vehicle (or agency) for organizing resources and therefore implies that it is an organization. Packendorff [1995] in his work pointed out the wrong perspective on projects, seen as "tools", highlighting the necessity to improve the research on "temporary organization" in order to construct middle-range theories on different types of projects. ...
... The strategic project management process helps achieve the projects' successful implementation, including the financial and the non-financial outcomes, as well as, the benefits. Strategic project management includes two primary phases: the evaluation phase and the monitoring phase [5]. The evaluation phase includes development, planning and the evaluation of the strategic projects as well as the project approval. ...
The paper explores the impact of the main elements of the strategic investment projects management process in South East Europe (SEE), on achieving project objectives. The impact of different projects elements on the project's risk management process was also addressed. The initial hypotheses are based on literature review in the field. The proposed hypotheses were tested by the SEM (Structural Equation Modeling) methodology on a sample of 311 strategic investment projects in Serbia, Bosnia and Herzegovina as well as Macedonia. The strategic projects were analyzed in companies across various business sectors thus the obtained results represent a benchmark of risk factors' significance according to the project team members and managers. The benchmarking of risk factors significance was conducted by using the PROMETHEE – GAIA methodology. The results verify the adequacy of the hypothetical framework.
... Specific, measurable goals are advised because, as previously noted, empirical evidence shows that these types of goals lead to better performance than vague, abstract goals such as "do your best" (Latham & Locke, 1991, 2007. Goal specificity has been shown to be critical for a project's success (Ang & Slaughter, 2001;Markus, Manville, & Agres, 2000;Turner, 2003). Attainability is important for a project manager to take into account because if supervisors perceive the goal as too high, they are likely to abuse their subordinates (Mawritz, Fogler, & Latham, 2013). ...
... Researchers from philosophy, theology, and related disciplines develop links between traditional moral philosophy and management, in what can be called normative ethics approaches to the topic, whereas work from social psychologists and other social scientists can be put under the heading of behavioral ethics. The literature on project management has so far aligned with the former direction in ethics (Godbold, 2007(Godbold, , 2008Godbold & Turner, 1996), and can benefit from further exploration of research within the latter. ...
... Construction industry, as a project-oriented industry, represents an important sector in any economy development and the society in whole. As such, it is also the driving force of development of a wide range of economic activities (Thomsett, 2001). ...
This paper will show the results of research PM in construction industry of Bosnia and Herzegovina. The project management in B&H is not accepted and acknowledged widely within this industry, primarily due to the current legal regulations. Construction companies in B&H are not at an enviable stage of project management in both building and civil engineering sectors. The research results point *out that there is a noticeable difference in human interaction and the application of project management techniques, depending on the company. Without increasing the involvement and the implementation of programmed computer software for this purpose, PM cannot be present in B&H.
... However, that should not detract from the benefits of iterated threat management applied throughout the project from prefeasibility to decommissioning. In the short time frame, project managers use threats and issues log (Barker and Cole 2007). Issues are threats which have eventuated. ...
This article considers threats to a project slipping on budget, schedule and fit-for-purpose. Threat is used here as the collective for risks (quantifiable bad things that can happen) and uncertainties (poorly or not quantifiable bad possible events). Based on experience with projects in developing countries this review considers that (a) project slippage is due to uncertainties rather than risks, (b) while eventuation of some bad things is beyond control, managed execution and oversight are still the primary means to keeping within budget, on time and fit-for-purpose, (c) improving project delivery is less about bigger and more complex and more about coordinated focus, effectiveness and developing thought-out heuristics, and (d) projects take longer and cost more partly because threat identification is inaccurate, the scope of identified threats is too narrow, and the threat assessment product is not integrated into overall project decision-making and execution. Almost by definition, what is poorly known is likely to cause problems. Yet it is not just the unquantifiability and intangibility of uncertainties causing project slippage, but that they are insufficiently taken into account in project planning and execution that cause budget and time overruns. Improving project performance requires purpose-driven and managed deployment of scarce seasoned professionals. This can be aided with independent oversight by deeply experienced panelists who contribute technical insights and can potentially show that diligence is seen to be done.
... This aspect of project planning is critical to defi ning real outcomes based on the value the project adds to the overall system. Morris (2009) stated the key to understanding the business value of a project or program is looking past standard metrics. Morris stated this can be accomplished by asking and answering these 10 questions: ...
... Issues pertaining to core logic have been paralleled in the project and programme management literature of the last decade, although mostly with no real considerations to a pertinent epistemological approach (Bredillet, 2004a). A look at project management classification (Shenhar et al., 2002;Turner, 2000;Crawford et al., 2002; reflects the same trends as detected for core logics of organisational strategy (Crawford et al., 2002;NASA, 2004). Although classifications tend to be slightly different, there is consistency in (Sommer & Loch, 2004). ...
Project management is increasingly regarded as a strategic competency because projects play an active part in defining an organization’s relationship to its environment. It is now widely accepted that projects and programmes are at the centre of strategy implementation. However, the conditions and underlying assumptions of this dynamic relationship are still unclear. This paper aims to clarify the dynamics of the strategy process, by defining traditional approaches (corporate/business) and introducing three strategy core logics (archetypes). Building on this 'archetypology' the authors demonstrate how project management, through enactment and sense-making of strategy, enables organizations to face the challenge of complexity and uncertainty.
While recognizing that the "traditional" methods of analysis and management remain valid under certain conditions, this paper offers new avenues of reflection concerning the necessary contextualization of the project management approaches in order to ensure coherence between archetypes, enactment, learning and decision-making.
... Thus, employee empowerment through training has become an important source of work motivation (Price, Bryman, & Dainty, 2004). Other important dimensions to work motivation in case of project management have been identified as goal clarity, feedback on performance, and communication among the project team members (Turner, 2003). To summarize the discussion so far, we posit that the constructs of work motivation in traditional and project—based organizations as perceived by the employees may not be strikingly different. ...
The purpose of this study is to understand the constructs of work motivation in project-based organizations. We first juxtapose work motivation in traditional and project-based organizations to put forward an operational definition of work motivation for our study. We then present the research methodology where we profile work motivation as perceived by project workers using principal component analysis. We obtain a five factor structure of work motivation. Finally, we discuss these results by putting them within the project management perspective and suggest managerial implications.
... While drafting this introduction we received an email publicising a book that promised to help us 'Avoid Ethical Lapses that Put Your Project and Organization at Risk' with 'the use of graphics, checklists, examples, and other tools' (marketing materials for Kliem, 2011). The check-box approach to ethics, which is the mainstay of any bureaucratic procedure, may help deal with certain sorts of risk but is ultimately limited. ...
This article explores a number of key questions that serve to introduce this special issue on the ethics of research on activism. We first set out the limitations of the bureaucratic response to ethical complexities in our field. We then examine two approaches often used to justify research that demands time consuming and potentially risky participation in research by activists. We label these approaches the ethic of immediate reciprocity and the ethic of general reciprocity and question their impacts. We note, in particular, the tendency of ethics of reciprocity to preclude research on ‘ugly movements’ whose politics offends the left and liberal leanings predominant among movement researchers. The two ethics also imply different positionalities for the researcher vis-à-vis their subject movement which we explore, alongside dilemmas thrown up by multiple approaches to knowledge production and by complex issues of researcher and activist identities. The overall move to increasing complexity offered by this paper will, we hope, provide food for thought for others who confront real-world ethical dilemmas in fields marked by contention. We also hope that it will encourage readers to turn next to the wide range of contributions offered in this issue.
... The essential attributes that project managers need to possess in order to cope with the demands and constraints of each culture will be explored. An exploratory framework of analysis will be introduced which is believed to have the potential to adequately incorporate the managerial profile, the dominant project organisation cultures and the different available organisation designs (Vanasse, 1986). This should enable us to determine the optimum fit between project managers and the three major available organisational designs. ...
When appraising a project, two major issues—the selection of a suitable project manager and the choice of the organisation for implementation—have received much attention, but in relative isolation from each other. Here it is suggested that matching the project manager's abilities to the type of organisation will increase his or her effectiveness, litis has implications for the training of managers.
... • 3 rd Lesson: An Enhanced Phased Implementation with "phase-gates" Helps: Phased project approaches help structure and track the strategic, tactical and people/team facilitation requirements of initiatives (J. Weiss and R. Wysocki (1992), Czuchry, M. Yasin, and P. Bayes (2001), G. Hackbarth and W. Kettinger (2000),M. Tatikond and S. Rosenthal (2000). ...
Abstract This paper presents and evaluates an enterprise methodology,for migrating and changing a firm’s content to the Internet. A change management approach complements,the implementation methodology. Over 90 percent of enterprises have undertaken major changes affecting half of the overall organization over the past two years. Two major factors include accelerating supply chain integration with customer-centricprocesses and implementing,second generation e-business restructuring (J. Mahoney, 2001). Another factor influencing substantial organizational change is corporations moving,content to the Internet. Web enabled systems provide a competitive advantage for attracting, selling to, and servicing clients
The Project Management Institute has commissioned the authors to conduct research into whether the project manager's leadership style is a success factor on projects, and whether its impact is different on different types of projects. In this paper, we review the literature on the topic. Surprisingly, the literature on project success factors does not typically mention the project manager and his or her leadership style or competence as a success factor on projects. This is in direct contrast to the general management literature, which views effective leadership as a critical success factor in the management of organizations, and has shown that an appropriate leadership style can lead to better performance. Since, unlike most literature on project success factors, project management literature does consider the role of the project manager, we also review what it says about his or her leadership style and competence.
Leistungsgesellschaft ist eine zentrale Selbstbeschreibung der modernen Gesellschaft, die individuell erbrachte Leistung belohnt und eine Verteilung von Ressourcen und Chancen auf der Basis von Leistung für legitim hält. Zum Zweck der Distribution knapper Güter können Leistungen nicht nur einzeln bewertet, sondern auch untereinander verglichen werden, mit der Folge, dass beides, Leistungsbewertungen und Vergleiche, in verschiedenen Bereichen der Gesellschaft zunehmen und dort unterschiedliche Formen annehmen.
‘Sustainability’ in its broadest meaning has acquired a great importance in modern society, and consequently influences almost every aspect of social life. This paper analyses the transformation that the project management profession is undergoing towards the integration of sustainability into its core values and practices.
This research uses qualitative data from a mix of semi-structured interviews and archival evidence – professional bodies of knowledge, codes of ethics, newsletters, websites, social media platforms, blogs, online databases, and international standards – with the intention of answering the following research question: ‘what is the influence of professional associations with regard to the institutionalizing of sustainability practices into project management (PM) tools and techniques?’
The analysis of sustainable project management (SPM) is aimed at contributing to the PM academic literature, describing the transformation of PM practices, and to the practitioner literature, engaging with PM professional associations on the way they introduce the set of new practices.
This is paper is based on a work in progress research project, therefore results and conclusions are preliminary.
Green Information Technology (IT) is the study of environment friendly practices in the IT context. Science and technology has brought in many benefits over the years but we failed to see the environmental degradation that is happening due to anthropogenic activities. In recent times, there exists an enthusiasm in sustainable activities among people but its relationship with their day to day work is not that clear. Literature also shows high rates of awareness in the green IT. But the translation of awareness to practice is hardly limited to only 1/4th of the population of practioners. This paper attempts to explore this translation in terms of self-efficacy of an individual. The study attempts to understand the efficacy of the public towards Green IT practices. The study can help policy makers and managers understand the psychological feelings people associate to Green IT activities and rightly promote application of these activities. Thereby, increasing the translation from mere awareness of activities to implementing them as activities. Results suggest social persuasion largely affects the green IT self-efficacy of an individual followed by vicarious experience and emotional state. The results specify high importance on promotion of Green IT initiatives to lure people thereby initiating persuasion among individuals. Self-efficacy drives people to practice activities pertaining to it.
Based on an analysis of 272 peer-reviewed articles on project management communication, the authors found that only four percent of the articles advanced project management communication toward a better contemporary understanding of the complexity of communication. The authors posit that project management communication research needs a new research agenda based on complex responsive processes of relating. The new research agenda proposal is to use the emerging field of complexity leadership to explain better how project managers, team members, and stakeholders communicate during a project. Adopting the new project management communication research agenda will help establish more effective project management communication tools and methods. The new project management communication research agenda will also provide new research opportunities for communication scholars.
As enterprises need to remain financially viable and competitive in a business environment which changes continuously, projects are of prime importance to assist the transformation process. Executive managers should therefore play a proactive role by handling project risks during the project life cycle to ensure the successful completion of projects. The objective of this research embodies the improvement of financial decision-making concerning the management of project risk. To achieve this objective, attention is paid, amongst others, to the project life cycle, the importance, duration and re-evaluation of the phases of the management process of project risk, the techniques used to identify, as well as analyse project risks, and alternative response strategies used when handling project risk. The various aspects mentioned will be addressed by means of a literature study and an empirical survey.
This paper describes a unique approach to project management education. MBA students enrolled in a project management course have been renovating homes for low-income senior citizens. Concurrent with instruction in project planning and control methods, students must communicate with a customer, plan tasks, coordinate schedules, procure materials, learn construction skills, perform physical labor, and track project progress. Reflection activities ensure that students see the broadly applicable metaphors that emerge from the experience. Results indicate that a community service project can provide a powerful learning vehicle. Evidence from similar programs run through corporations suggests that this approach is suited to industry applications, as well.
Due to their consolidated nature, corporate sustainability reports often mask the evolution of organizations’ sustainability initiatives. Thus, to more fully understand the environmental performance of an organization, it is essential to examine the experiences of specific projects and how they relate to corporate sustainability. Based on case studies of green projects in four different organizations, we find that it is difficult to determine the environmental impact of a project a priori, even in cases where environmental considerations are included as part of the initial project scope. Instead, the decision to integrate environmentally favorable elements into projects is a dynamically occurring interaction between competing institutional logics and organizational identities, which create windows of opportunity for individual agency. During these windows, individuals may engage in reinforcing microprocesses that support traditional practices, or invoke enabling microprocesses to facilitate green decision-making, consistent with ecosystem logics. The process model developed in this paper provides a new perspective on the temporal and contextual dimensions of environmental championship behaviors, and sheds light on otherwise puzzling results such as why organizations with strong environmental orientations continue to struggle with delivering projects with strong positive environmental impacts.
The practice of project management has expanded exponentially over the last 15 years. Currently, one-fifth of the world’s economic activity, or U.S. $12 trillion annually, is organized as projects. Meanwhile, the range of business applications that are conducted as projects has also expanded greatly into areas with quite different characteristics. However, these developments have not been matched by a corresponding increase either in research activity, or in the training of academic researchers in project management. This mismatch is creating significant opportunities for academic research in project management to be conducted over the next 10 years. The present work is a successor to a previous article (Hall, J Syst Sci Syst Eng 21(2):129–143, 2012) on recent developments and research opportunities in project management. It updates the information given in the previous article, and identifies an additional research agenda for project management. The 11 new topics presented support a wide range of practical aspects of project management, and require the use of widely varying research methodologies. The conclusions suggest that significant research opportunities remain open within project management.
Project management is a set of tools and templates designed to help the project management practitioner and to provide consistency of process. It is a methodology that defines the processes, responsibilities, and workflows needed to achieve an objective. Each project or initiative undertaken is unique in its constraints and issues. The information contained within the methodology should be adapted to a particular situation. Based on this premise, Project Management Body of Knowledge (PMBoK) and Projects IN Controlled Environment, version 2 (PRINCE 2) should not be considered as a methodology, but rather as a guide, which should be tailored to suit organisation’s own internal project management methodology.
This study originates from the recognition that project management research is replete with normative theories on what need projects to be successful. However, it has performed worse with respect to assisting the understanding of how and why similar projects do not have similar performances during their life-cycles. It claims that the poor performance of major infrastructure projects, acknowledged by cost overruns and scheduling delays, is due to their lack of resilience when confronted with critical events that are inherent in their life-cycle. Therefore, it addresses the overarching question: How do projects cope with the critical events that occur at some point in their life-cycle? And why and how are some troubled projects able to maintain positive adjustments (cope successfully) while others cannot? By addressing these questions, the first goal of this study is to reveal the "resilience enablers". These are factors and conditions enabling the successful coping process (maintaining performance after the critical event) in projects confronted with unexpected events. The second goal is to translate the new knowledge of "resilience enablers" into recommendations for practitioners to enable them to actually make use of the insight into a troubled project's behavior. To study these questions, a qualitative research design was developed. It is articulated on the exploratory case study of one of the most important infrastructure project of this century. The result consists of two sets of findings, both relate to the critical events' managements and the factors and conditions that enabled the project's resilience. This thesis contributes to project management research with a middle range theory. The project performance can be seen and explained from a new and original perspective of project resilience. It also contributes to the project's management practice with recommendations aiming to help project actors to 1) identify and assess the resilience of their project organization, along with the identification and management of the risks. And to 2) maintain project system performance after the critical event through continuous adoption of risk-focused, and protection-focused strategies, which imply uncostly measures that enable project resilience.
This work explores the aspect of leadership in product development projects. The main objective is to expand the understanding of the correlation between the variables associated with the context in which the project is developed and the leadership profile best suited to the project's success. In this sense, it is
proposed a study that aims to support a more appropriate decision making regarding the choice of the profile of the leader of a product development project. The emergence of new and more complex technologies has raised significant changes in development time of products and technologies and to
remain more competitive in this scenario of increasing complexity, the organizations had to find alternatives in launching new and better products, with development cycles increasingly shorter. All these changes emphasize the project management as a form of business management able to integrate
efforts and facilitate the implementation of strategies that allow the survival of the organization. In this context, the project leader profile, as the main responsible for the result of a project, shall be a fundamental importance in the global result organizations. This study analyzed 63 projects of product development and leaders in organizations of multiple economic sectors, through an exploratory descriptive research. The first part of the research refers to a statistical analysis of the projects characteristics that were the subject of the study, the second part evaluates the performance of these projects and the third part classifies projects based on the "Diamond Approach" proposed by Shenhar
and Dvir (2007). The last two parts of the research are directed to the psychological profile of the project manager, according to the methodology MBTI (Myers Briggs Type Indicator), and their managerial competence, according to Quinn et al. (2003). From the research results, it was verified a
strong relationship between the characteristics of the project context, the leader profile and the project performance. By considering the managerial competence, this relationship showed weak. The maturity level of the professionals analyzed was very high, and the general results of performance
have shown unsatisfactory, with only 29% success, 65% challenging and 6 % failure. The relationship between contextual variables of a project and the psychological profile of the leader is very important for successful performance in product development projects.
This article presents an enterprise method for moving a firm's product content to the Internet. Web-enabled, online content provides a competitive advantage for attracting, selling, and servicing clients globally. Two case studies of large international firms that used the content method are summarized. Findings show that the implementation method explained in this article provided a basic structure and process for meeting client goals. However, technology objectives tended to continually overwhelm enterprise and business strategies. The subordination of enterprise strategy resulted in dysfunctional organizational conflict and unnecessary project delays. Also, unanticipated, disruptive consequences of the changes resulted in confused organizational roles and work practices, which were not adequately addressed. This study recommends: (1) Enterprise and information technology (IT) strategy should be jointly planned before the content change process begins. Project sponsors representing top-down and bottom-up organizational levels should be assigned to coordinate IT and business goals throughout the project life cycle. The primary role of the project sponsors would be to anticipate and solve team and individual work-related needs during the project. (2) Change management interventions should also be incorporated into the enterprise method to commit, involve, and train those affected by the change. These recommendations would strengthen the effectiveness of the enterprise method observed and gain satisfaction of stakeholders involved in the change process.
An exploratory study was conducted of how project managers in Brazil and the United States perceive selected project management tools and procedures to be important to project success, and to what extent they utilize them. Interviews were conducted with 65 managers of technologybased projects in Brazil, and 58 in the United States. The findings show significant differences between the two groups. Brazilian managers did not utilize these tools and procedures as often as U.S. managers due to different perceptions of importance, lack of corporate policies, and little prior experience with such tools. The most important conclusion of this study is that even with similar training and exposure to the same information on project management, Brazilian managers still have room for improvement to close the gap created by U.S. managers' longer experience with project management tools and procedures, favorable corporate policies, and fewer budgeting constraints.
Numerous efforts are being made by various interest groups, governments and individuals to reduce the Carbon Footprint (CFP) of products and services. In recent years, several authors have reported various approaches to reduce Greenhouse Gas (GHG) emissions of different types of projects. With the increasing focus on sustainable development and eco-friendly projects, the term green project management was coined. However, green project management has not reached its full maturity yet and more theoretical as well as practical developments need to be undertaken. This paper introduces the concept of project CFP management and argues that CFP should be included as the fourth constraint alongside with time, cost and scope in green project management. The paper also points out the importance of including Project CFP Management as a core knowledge area in Project Management Body of Knowledge (PMBOK) and proposes an approach to control the overall CFP of the project.
In this paper, I shall propose an integrated model of worker skills and team motivation for a computer-based simulation game that can be used to provide experiential learning to students. They can act as project managers here without being burdened by the costs and risks associated with unsuccessful projects. I shall present an approach of classifying skills into five different types (relevant to IT projects) and apply a five-point competency scale to each skill type. The Pearson Correlation will be applied to the scores of each skill type to generate an efficiency index that will characterize the effectiveness of a team working on a task. I shall also describe a model to represent the relationship between the social needs of team members and their motivation levels. The results of the actual simulation games will be presented here followed by a discussion on the practical implications and recommendations.
The end users' expectations for the software services are increasing. With new technologies, e.g. cloud computing and software as a service trend, the quality of the services through a full product life cycle, together with the cost of services, are key factors in making the competitive advantage in new markets. In most cases in today's business, there is always the Service Level Agreement (SLA) that has to be maintained as well. Therefore, there is a clear need for taking into consideration the complexity of the programmed solution, that is the basis of the given service, probability of an error occurrence, and all costs that will be associated with operating the service. In this paper, the important elements of the quality of the software that is considered a service to a business function are analyzed. The proposal of the six step method, which could be utilized in continuous quality improvements, is given. With this method, it is possible to better understand the root reasons for a specific service's behavior. Understanding service behavior is the key prerequisite for service improvement. The method encapsulates systematic approach in comparative analysis of the defined parameters of each service, with the same parameters of other services that belong to the same rank. These relative comparisons are proposed to be done in drill-in cycles until getting to the point of clear understanding of what makes one service better than the other and vice versa, in the given business environments. Each single conclusion on each level of cycled comparative measurements would trigger improvement action at that level. This method also provides the management with better tools to perform adequate human resources capacity planning for each software service for the given time frame. An example of the method utilization on one selected use case is given as well.
The only sustainable advantage that one business can have over another is the knowledge base of its employees; everything else is in the public domain. If all project personnel know and can share values about best project practice they can then be responsive and adaptive to a changing environment; if not then they will probably resist the change. This paper describes how the Boardman Soft Systems Methodology (BSSM) has been used to support a programme of cultural re-orientation within a medium-sized systems engineering business. The company has recognised the need to adopt a project management organisation in order to survive and prosper in the competitive business environment of the 1990s. Senior management prepared strategy papers and guidelines for employees which set out to describe the new way in which the business should operate. The methodology has been used to create diagrams that more richly describe these new company values, so that they may become a basis for shared values and provide a vehicle for cultural change. The diagrams, known as Systemigrams (systemic diagrams) have been demonstrated to provide an enlightened understanding of engineering and management process dynamics as a basis for shared values and can be shown to illuminate possibilities for process improvement to ensure alignment with organisational objectives.
Issues such as global climate change, poverty & inequity, and the unsustainable use of resources are driving organisations to incorporate the principles of sustainable development into strategy and operations. Recently project management has drawn criticism of lacking sufficient governance to respond to such issues and the local interpretation and lessons learned have had little success in addressing this. Whilst sustainability principles can be actively influenced, encouraged and monitored through project portfolio programme and project management, there are often problems with translating vision and strategy into project practice. Here we suggest that portfolio and programme management presents an opportunity to integrate visionary and strategic sustainability with operational sustainability. Moreover a programme and portfolio approach can lead to enhanced opportunity to share sustainability practice between projects Therefore sustainability has to be an integrated part of Portfolio, Programme and Project processes to support and achieve the objectives of an organisation. Here the governance of organisational practice and the triple bottom line interlinks the processes to support the operational strategy of an organisation.
This paper aims to contribute with the discussion whether the natural environment should be considered as stakeholder. A literature review is conducted on the subject and an analysis of the interactions between natural environment, organization, and its internal and external stakeholders are performed. Then, it is analyzed how these interactions can affect future generations. After that, it is analyzed interactions among organizations at local, national, and global levels. A definition of stakeholder having both natural environment and future generations is proposed. The findings indicate that the natural environment as stakeholder can help studies on corporate social responsibility, sustainability, and management.
Com o crescente desenvolvimento da tecnologia dentro de ambientes produtivos, percebe-se que os processos de automação industrial estão se tornando pontos fortes de discussões de investimento perante os executivos e tomadores de decisão nas indústrias de uma forma geral. Cada vez mais os projetos de automação estão em evidencia nos portfólios de projetos da indústria.Este trabalho buscou avaliar o modelo de tomada de decisão de projetos de automação industrial e acompanhar a escolha da tecnologia empregada no projeto escolhido por uma indústria de bens de consumo alimentício e cuidados com a saúde. A decisão foi baseada em quatro fatores, fatores financeiros, fatores estratégicos, fatores tecnológicos e fatores humanos. Os fatores foram atendidos, no entanto foi possível perceber que o fator financeiro e o tecnológico foram os mais evidentes, onde a tecnologia com o menor custo foi escolhida, mesmo não sendo a com maior pontuação no scorecard.DOI:10.5585/gep.v3i3.140
This paper builds on an approach developed by the authors for extending IDEF0 modelling to act as a process reliability assessment tool. By quantifying the quality of the activity inputs the approach is able to assess the quality of activity outputs. The paper addresses how this approach is applied at a higher level to represent existing project management frameworks to improve their applicability. Two of these are PRINCE2 which is widely adopted in the UK and the second is PMBOK widely used in the USA. In this paper PRINCE2 is dealt with in detail while a recommendation for applying it to PMBOK is presented.
The paper reviews the results of recent research work at UMIST, United Kingdom with a major global energy company that has an ongoing need for engineering based capital investment projects. The research studied the company's project culture and its concept of project management. In the course of this research there was evidence of a potentially significant holistic approach to improving the connection between corporate strategy and project strategy to secure the development of the business and improve its capital investment performance. The derived concept presented of a development process, places management in project mode in the context of business development and suggests the key benefits that can accrue.
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