scholarly journals Delivering below the line in project management – A conceptual exploration

2013 ◽  
Vol 13 (1) ◽  
Author(s):  
Udechukwu Ojiako ◽  
Maxwell Chipulu ◽  
Stuart Maguire
Keyword(s):  
Project Management ◽  
Complexity Theory ◽  
Project Outcomes ◽  
Conceptual Paper

Purpose: In this conceptual paper, the argument is put forward that due to the complexity that characterises most project environments, it is now time to examine alternative notions of project outcomes.Design/Methodology/Approach: The study is conceptual in nature and draws upon literature on complexity theory, expectations theories and stakeholder theory.Findings: The paper finds that there is a need to articulate a different assessment of project outcomes than has been traditionally undertaken. Such assessments may emphasise the perceptions of project clients formed through their experience of projects throughout the project lifecycle.Implications: This paper raises questions on whether the outcomes of projects are best ‘measured’ or ‘assessed’.

Knowledge Transfer in Project-Based Organizations: An Organizational Culture Perspective

2008 ◽  
Vol 39 (1) ◽  
pp. 7-15 ◽  
Author(s):  
Mian M. Ajmal ◽  
Kaj U. Koskinen
Keyword(s):  
Organizational Culture ◽  
Project Management ◽  
Knowledge Transfer ◽  
Conceptual Paper

This conceptual paper investigates the process of knowledge transfer in project-based organizations from the perspective of organizational culture. The paper identifies obstacles to knowledge transfer in project-based organizations and emphasizes the importance of organizational and project cultures in this process. The study provides some suggestions for improving knowledge transfer in project-based organizations and notes the implications of the paper for project management.

An Introduction to Project End Theory in Project Management

2017 ◽  
Vol 8 (3) ◽  
pp. 69-81 ◽  
Author(s):  
Umar A. Altahtooh ◽  
Margaret W. Emsley
Keyword(s):  
Project Management ◽  
Mixed Method ◽  
Critical Incident ◽  
Critical Incident Technique ◽  
Time Error ◽  
Management Software ◽  
Project Duration ◽  
Project Outcomes ◽  
Execution Phase ◽  
Almost All

Almost all project management software has lack of displaying the outcomes of projects as a feature. This is because there is no recognized way of calculating the actual project duration compared to the authorized project duration. Data were collected through a mixed method using a Critical Incident Technique (CIT) and a survey. The study finds that time error can occur throughout the project execution phase. Findings suggest that challenged projects could be successful or failed projects using a model of IT Project Outcomes Testing (MITPOT). Thus, this model establishes a foundation of Project End Theory (PET).

Study on Behavioral Risks Based on Complexity Theory

2013 ◽  
Vol 357-360 ◽  
pp. 2353-2357 ◽  
Author(s):  
Xu Dong He ◽  
Yuan Li Wang ◽  
Yuan Yuan Zhang
Keyword(s):  
Project Management ◽  
Complexity Theory ◽  
Complexity Analysis ◽  
Theoretical Research ◽  
Project Organization ◽  
Nonlinear Characteristics ◽  
Project Complexity ◽  
Definition Of ◽  
Complex Project ◽  
Theory Of Complexity

We attempt to study the participants behavioral risks of the complex project based on the theory of complexity analysis in this paper. First of all, through the review of literature we put forward the research contents of the complexity theory. Then, discuss the complexity characteristics of the project management; focus on the definition of the project complexity, the nonlinear characteristics of the project organization, the emergence and uncertainty characteristics of the complex project, etc. Finally, we point out that both from the perspective of theoretical research and project practice, the complexity analysis of project management has a positive significance.

The Effect of Organizational Commitment on Project Outcomes under Common Agency

2015 ◽  
Vol 6 (2) ◽  
pp. 50-71
Author(s):  
Bruce E. Hurst ◽  
Michael H. McGivern
Keyword(s):  
Information Technology ◽  
Project Management ◽  
Organizational Commitment ◽  
Project Success ◽  
The United States ◽  
Common Agency ◽  
Organizational Goals ◽  
Project Outcomes ◽  
Information Technology Project ◽  
Definition Of

This research was undertaken to look at possible ways to broaden the definition of project management success beyond the tradition measures of time, cost, and scope. The research was designed to determine if the human organization comprised of layers of relationships and governance would or could change and reduce the high failure rate attributed to IT projects. The human aspect of conflicting organizational goals, those established by the information technology principal and the business unit principal with the project manager acting as agent, was the foundation for the study. The study expanded project management theory as it related to three variables: organizational commitment, project governance, and complex agency relationships. This was accomplished through a survey distributed to 403 information technology project managers in the United States designed to measure the three variables against the dependent variable project success. The results indicated that governance, organizational commitment, and the effects of common agency on a project manager's performance in meeting what might be conflicting success criteria do have a positive correlation. This research could provide new directions for researchers, project management practitioners, and strategic corporate planners when establishing project success criterion.

How Project Management Overlaps with Lean Six Sigma

2018 ◽  
Vol 6 (2) ◽  
pp. 39-55 ◽  
Author(s):  
Brian J. Galli
Keyword(s):  
Project Management ◽  
Six Sigma ◽  
Vital Role ◽  
Lean Six Sigma ◽  
Successful Implementation ◽  
Customer Requirements ◽  
Project Outcomes ◽  
Management Concepts ◽  
Management Perspective ◽  
Six Sigma Methodology

This article seeks to discuss how project management can help the Lean Six Sigma methodology impact project outcomes. It is found that projects managers play a vital role in the successful implementation of the LSS tools and on meeting customer requirements. This article analyzes and identifies the factors and constraints that projects face with the implementation of Lean Six Sigma methodology within the project management perspective. Further, this study provides a comparative analysis of different studies based on LSS tools and analyzes their applicability in different industries. This study found that there is a strong need for project management concepts and tools in the LSS methodology and vice versa. The article also identifies specific concepts and tools of project management that can help to improve the likelihood of success of LSS projects and initiatives. This article discusses how these project specific concepts and tools can be effectively used in LSS environments.

scholarly journals Engineering a Better IT Program Manager: A Comparative Study of IT PM Education and Training

2021 ◽  
Vol 28 (96) ◽  
pp. 130-164
Author(s):  
William Parker
Keyword(s):  
Project Management ◽  
Technical Education ◽  
Interactive Effects ◽  
Community Needs ◽  
Project Outcomes ◽  
Program Manager ◽  
Post Hoc ◽  
The Relationship ◽  
And Training ◽  
Project Management Certification

This article examines the relationship between Department of Defense information technology (IT) program managers (PMs), their technical education, commercial project management certification, and project management success—also known as project efficiency—for IT PMs. The researcher asked, “To what extent does project management success in scope, schedule, and cost compare among PMs, specifically their technical education, commercial project management certification, and interaction effects between education type and commercial PM certification?” A gap in research exists on whether IT PMs with a technical education positively or negatively impact project outcomes. The IT PM community needs more studies on the extent to which commercial PM certifications affect project efficiency. The researcher used factorial multivariate analysis of variance (MANOVA) to compare education and PM certification to project efficiency. MANOVA provided for the examination of the interactive effects. A Mann-Whitney post hoc test confirmed the MANOVA results. Both tests concluded that no relationship exists between undergraduate technical degree, commercial PM certification, and project management success.

scholarly journals Top Ten Behavioral Biases in Project Management: An Overview

2021 ◽  
Vol 52 (6) ◽  
pp. 531-546
Author(s):  
Bent Flyvbjerg
Keyword(s):  
Project Management ◽  
Cognitive Bias ◽  
Behavioral Science ◽  
Hindsight Bias ◽  
Base Rate ◽  
Behavioral Biases ◽  
Project Outcomes ◽  
Base Rate Neglect ◽  
Planning Fallacy ◽  
Overconfidence Bias

Behavioral science has witnessed an explosion in the number of biases identified by behavioral scientists, to more than 200 at present. This article identifies the 10 most important behavioral biases for project management. First, we argue it is a mistake to equate behavioral bias with cognitive bias, as is common. Cognitive bias is half the story; political bias the other half. Second, we list the top 10 behavioral biases in project management: (1) strategic misrepresentation, (2) optimism bias, (3) uniqueness bias, (4) the planning fallacy, (5) overconfidence bias, (6) hindsight bias, (7) availability bias, (8) the base rate fallacy, (9) anchoring, and (10) escalation of commitment. Each bias is defined, and its impacts on project management are explained, with examples. Third, base rate neglect is identified as a primary reason that projects underperform. This is supported by presentation of the most comprehensive set of base rates that exist in project management scholarship, from 2,062 projects. Finally, recent findings of power law outcomes in project performance are identified as a possible first stage in discovering a general theory of project management, with more fundamental and more scientific explanations of project outcomes than found in conventional theory.

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