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Publisher: Elsevier   (Total: 3039 journals)

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Journal Cover International Journal of Project Management
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   Hybrid Journal Hybrid journal (It can contain Open Access articles)
   ISSN (Print) 0263-7863
   Published by Elsevier Homepage  [3039 journals]
  • Coordinating in construction projects and the emergence of synchronized
           readiness
    • Abstract: Publication date: November 2016
      Source:International Journal of Project Management, Volume 34, Issue 8
      Author(s): L.E. Bygballe, A.R. Swärd, A.L. Vaagaasar
      A construction project can only succeed when it involves effective synchronization, alignment, and adjustment of multiple project partners' contributions. Using a practice lens, this paper focuses on coordinating and explores how partners deal with the complex social processes of project working. The paper reports research from case studies of three construction projects. We show how the project partners in these projects engaged in coordinating and how they learned what formal and informal coordinating mechanisms to use and how to use them. We also show that as the project partners made sense of their ongoing engagement in coordinating, relational conditions for coordinating emerged. Together, these conditions constitute synchronized readiness, which is the overall relational condition that enabled the partners to deal with upcoming coordinating needs. This paper makes two key contributions to the understanding of coordinating in construction projects. First, we show that coordinating is a bottom-up and emergent process. Secondly, we introduce the concept of synchronized readiness, thereby explaining and conceptualizing how coordinated outcomes are achieved in construction projects.


      PubDate: 2016-09-21T01:36:45Z
       
  • Exploring the trends, characteristic antecedents, and performance
           consequences of crowdsourcing project risks
    • Abstract: Publication date: November 2016
      Source:International Journal of Project Management, Volume 34, Issue 8
      Author(s): Shan Liu, Fan Xia, Jinlong Zhang, Wei Pan, Yajun Zhang
      This research develops the risk dimensions of crowdsourcing projects and investigates the trends in risk dimensions and performance across crowdsourcing projects with high, medium, and low risk levels. This study also verifies the influence of critical crowdsourcing project characteristics, such as project mode, project purpose, project type, and number of participants, on crowdsourcing project risks. On the basis of the quantitative data collected from 403 crowdsourcees and crowdsourcers through an online survey in China, results of cluster and multivariate analyses of variance indicate that the mean level of each risk dimension consistently moves with the change in cluster risk levels. Technical-related risks are more critical than social-related ones in crowdsourcing projects. Task risk is the most significant risk dimension. All risk dimensions (i.e., crowdsourcer, relationship, crowdsourcee, complexity, requirement, and task) are negatively associated with crowdsourcing project performance. Each risk dimension is considerably influenced by various characteristics of crowdsourcing projects.


      PubDate: 2016-09-21T01:36:45Z
       
  • Understanding the nature of Project Management capacity in Sri Lankan
           non-governmental organisations (NGOs): A Resource Based Perspective
    • Abstract: Publication date: November 2016
      Source:International Journal of Project Management, Volume 34, Issue 8
      Author(s): Y. Nanthagopan, N.L. Williams, S. Page
      Project Management (PM) capacity can be defined as PM resources and capabilities that are supporting for effective project operations. Using the Resource Based Perspective, the paper aims to explore the nature of PM capacity in NGOs and develops a framework for PM capacity in NGOs. A case study approach and qualitative methods have been applied for this study. For this study, the literature on PM resources and Organisational capacity was reviewed and a theoretical framework was created. This theoretical framework was then explored using four case studies conducted at Local and International NGOs in Sri Lanka. The study identified three levels of PM Capacity: Team PM Capacity, Organisational PM Capacity and Collaborative Social PM Capacity, a Capacity that has not yet been identified in the literature which supports adaptation to the complex, uncertain environments in which some NGOs operate.


      PubDate: 2016-09-21T01:36:45Z
       
  • Project change stakeholder communication
    • Abstract: Publication date: November 2016
      Source:International Journal of Project Management, Volume 34, Issue 8
      Author(s): Aurangzeab Butt, Marja Naaranoja, Jussi Savolainen
      This action-based qualitative case study explores how the project communication routines affect stakeholder engagement during change management process and evolve project culture. With an inductive design, this research studies change communication practices in two different case contexts. The results underline the fact that an effective communication ensures stakeholder participation in the change management processes through teamwork and empowerment, whereas lacking communication routines lead to a rational and straightforward project culture where task performance and efficiency are preferred over stakeholder involvement. Theoretical results suggest that project communication planning requires more attention on the know-how of stakeholders than the current stakeholder evaluation models instruct.


      PubDate: 2016-09-21T01:36:45Z
       
  • The three dimensions of a governance framework for major public projects
    • Abstract: Publication date: November 2016
      Source:International Journal of Project Management, Volume 34, Issue 8
      Author(s): Maude Brunet, Monique Aubry
      The aim of this article is to advance a conceptualization for governance frameworks for major public projects based on public administration literature. The governance of major public projects has been an important subject of inquiry in project management, as researchers have investigated governance frameworks for public projects as a tool to enhance performance. Yet, while performance is traditionally seen as improved efficiency, other aspects need consideration. Using phronetic and abductive theory building, this conceptual article investigates the relevance of a governance framework for major public projects along three dimensions: those of greater government efficiency, legitimacy and accountability. The main contribution of this article is to enrich existing theory on the governance of major public projects.


      PubDate: 2016-09-21T01:36:45Z
       
  • The professionalization of risk management: What role can the ISO 31000
           risk management principles play?
    • Abstract: Publication date: November 2016
      Source:International Journal of Project Management, Volume 34, Issue 8
      Author(s): A. Olechowski, J. Oehmen, W. Seering, M. Ben-Daya
      Risk management is increasingly seen as a means of improving the likelihood of success in complex engineering projects. Yet the presence of a legitimacy gap, driven by the lack of empirical validation of published best practices, might explain low adoption of risk management on projects. We present an empirical investigation and discussion of the eleven principles of the ISO 31000:2009 Risk Management Standard via a large-scale survey of engineering and product development practitioners. Adhering to the risk management principles at a high level was found to be a significant factor in better reaching cost, schedule, technical and customer targets, in addition to achieving a more stable project execution. This finding suggests that, rather than a single rigid standard or an ever-changing set of detailed methods, the ISO principles have potential to be the basis for our shared understanding of best practice, and to catalyze the professionalization of project risk management.


      PubDate: 2016-09-08T05:00:05Z
       
  • Toward successful project management in global software development
    • Abstract: Publication date: November 2016
      Source:International Journal of Project Management, Volume 34, Issue 8
      Author(s): Mahmood Niazi, Sajjad Mahmood, Mohammad Alshayeb, Abdul Majid Qureshi, Kanaan Faisal, Narciso Cerpa
      Project management in the context of global software development (GSD) is challenging due to a number of issues. This paper has a two-fold objective: (1) to identify the factors from the literature related to the successful project management in GSD and to validate the identified factors in the real-world practice; (2) to map the identified factors to 10 project management knowledge areas of PMBOK. Our results show a positive correlation between the ranks obtained from the literature and the survey. The results of t-test (i.e., t =1.979, p=0.061>0.05) show that there is no significant difference between the findings of the literature and survey. Our mapping shows that most of the success factors are related to human resource knowledge area. It is anticipated that the identified success factors can be helpful to practitioners for developing strategic implementation of project management activities in GSD environment.


      PubDate: 2016-09-08T05:00:05Z
       
  • Mapping the managerial areas of Building Information Modeling (BIM) using
           scientometric analysis
    • Abstract: Publication date: Available online 3 September 2016
      Source:International Journal of Project Management
      Author(s): Qinghua He, Ge Wang, Lan Luo, Qian Shi, Jianxun Xie, Xianhai Meng
      The successful adoption of Building Information Modeling (BIM) leads to the subsequent need for improving management practices and stakeholders' relationships. Previous studies have attempted to explore solutions for non-technical issues; however, a systematic and quantitative review of the details of non-technical field, namely, the managerial areas of BIM (MA–BIM), seems to be missing. Hence, a scientometric approach is used to construct knowledge maps in MA–BIM, thereby allowing bibliometric data to provide an objective and accurate perspective in the field as a whole. Through keyword and abstract term analysis of 126 related papers published from 2007 to 2015, an integrated conceptual framework is proposed to summarize current status and structure future directions of MA–BIM based on five principal research areas. This study shows the transformation of MA–BIM from an individual approach to a wide-ranging organizational strategy. It provides new insights into managing BIM projects by referring to the accurate representation and analysis of previous research efforts.


      PubDate: 2016-09-08T05:00:05Z
       
  • Towards an improved understanding of project stakeholder landscapes
    • Abstract: Publication date: November 2016
      Source:International Journal of Project Management, Volume 34, Issue 8
      Author(s): Kirsi Aaltonen, Jaakko Kujala
      Understanding stakeholders, their influences and devising engagement strategies based on the analyses of stakeholder landscapes has become one of the key capabilities within project-based firms. Based on a systematic literature review of the project stakeholder management literature, we develop a conceptual framework for characterizing and classifying project stakeholder landscapes. The framework synthesizes four key dimensions of project stakeholder landscapes and their various sub-factors: complexity (element and relationship complexity), uncertainty, dynamism and the institutional context. The developed framework will provide both academics and practitioners with a shared language to make sense of what types of stakeholder landscapes exist, to categorize projects based on their stakeholder environments and to start evaluating what types of implications different types of landscapes have on stakeholder management and project management in general.


      PubDate: 2016-09-08T05:00:05Z
       
  • The role of social capital towards resource sharing in collaborative
           R&D projects: Evidences from the 7th Framework Programme
    • Abstract: Publication date: November 2016
      Source:International Journal of Project Management, Volume 34, Issue 8
      Author(s): Miguel Linhares Pinheiro, Paulo Serôdio, José Carlos Pinho, Cândida Lucas
      This study examines the role of Social capital dimensions towards resource sharing within R&D cooperation projects funded by the 7th Framework Programme (FP7). Data were collected in a survey of 553 FP7 project participants and analysed using two different social network analysis (SNA) methodologies: Logistic regression quadratic assignment procedure and exponential random graph models. Results showed that all Social Capital dimensions helped to explain partners' resource sharing, although to a different extent. Prior ties were often significant, whilst shared vision and commitment were very frequently positive contributors to resource sharing. Trust was rarely significant, and occasionally detrimental, to partners' resource sharing. Therefore, the FP7 provided a collaborative but opportunistic environment for public and private actors. The novelty of this study derives from the combination of social capital theory with SNA to study intra-project partner relationships, contributing to a better understanding on the diversity of partner relationships within R&D projects.


      PubDate: 2016-09-08T05:00:05Z
       
  • Analysis of interacting uncertainties in on-site and off-site activities:
           Implications for hybrid construction
    • Abstract: Publication date: October 2016
      Source:International Journal of Project Management, Volume 34, Issue 7
      Author(s): Mehrdad Arashpour, Ron Wakefield, E.W.M. Lee, Ricky Chan, M. Reza Hosseini
      Interaction and integration of uncertainties in on-site and off-site project activities often result in the risk of delays and schedule overruns in hybrid construction projects. To address this problem, a holistic risk analysis approach that assesses the integrating impact of uncertainties on completion times is proposed. The results of the analysis show that growth in project size and work quantities intensifies pair and group interconnection of tasks within and between groups of on-site and off-site activities, resulting in lengthened completion times and deviations from project plans. Unavailability of resources, risk seeking attitudes, and workflow variability are other major contributors to the risk of late completion in hybrid construction. While project managers often analyze on-site and off-site uncertainties separately, practical implications of the research results suggest adoption of a holistic approach in which risk management practices in the two environments are integrated. This approach significantly improves tangible performance measures in projects.


      PubDate: 2016-09-02T10:07:31Z
       
  • A new orientation to deal with uncertainty in projects
    • Abstract: Publication date: October 2016
      Source:International Journal of Project Management, Volume 34, Issue 7
      Author(s): Fritz Böhle, Eckhard Heidling, Yvonne Schoper
      This paper argues that uncertainty is a general feature of projects, occurring in technological, organizational, and social contexts. In situations of uncertainty, rational plan-oriented action is only practicable and successful to a limited degree. Based upon empirical research of project work, forms of experience-based action to deal with uncertainty will be presented. This kind of work action has only marginally been investigated by scientific research and has been widely disregarded in practice. This is essentially due to the fact that plan-oriented rational action is a deeply rooted guiding principle for professional work and management in Western cultures and societies. For this reason, this paper first outlines from a sociological perspective that dealing with uncertainty in projects has to be seen in a comprehensive societal context. Thus, a new way to deal with uncertainty requires fundamental re-orientations concerning the understanding and investigation of work and organization. Empirical findings in this field are presented and discussed, and the concept of a dual uncertainty in project work is exposed.


      PubDate: 2016-09-02T10:07:31Z
       
  • Complexity, uncertainty-reduction strategies, and project performance
    • Abstract: Publication date: October 2016
      Source:International Journal of Project Management, Volume 34, Issue 7
      Author(s): Serghei Floricel, John L. Michela, Sorin Piperca
      This paper investigates how complexity influences projects and their performance. We develop a classification of project complexity by relying on fundamental theoretical insights about complexity and then use results from practice-oriented literature to assign concrete project complexity factors to the resulting categories. We also identify specific strategies for organizing and knowledge production that project planners use to address complexity-related uncertainties. We theorize about the way these strategies interact with various types of complexity to increase project performance. Anticipated influences are mostly corroborated using survey data on 81 complex projects from five continents and a diversity of sectors.


      PubDate: 2016-09-02T10:07:31Z
       
  • A major infrastructure risk-assessment framework: Application to a
           cross-sea route project in China
    • Abstract: Publication date: October 2016
      Source:International Journal of Project Management, Volume 34, Issue 7
      Author(s): Tao Wang, Shuo Wang, Limao Zhang, Zhiye Huang, Yulong Li
      This paper proposes a major infrastructure risk assessment framework (MIRAF) based on an adapted Analytic Hierarchy Process (AHP) risk assessment model, and applies it to a cross-sea route project that is expected to connect Guangdong Province and Hainan Island. Two alternative schemes for the cross-sea route namely the tunnel scheme and the bridge scheme, are compared in terms of risks during their different project time spans. Results indicate that the risk of the bridge scheme is larger than that of the tunnel scheme, and that the risk will increase over time. Several risk factors, including damage to commercial interests of local fishermen, damage to habitat for rare and endangered animals, financial crisis and sea storm surge, are identified as significant factors during the implementation of the tunnel scheme. This approach can be used as a decision tool to identify, analyze and assess the risks existing in the major infrastructure projects.


      PubDate: 2016-09-02T10:07:31Z
       
  • Stakeholder engagement in large-scale energy infrastructure projects:
           Revealing perspectives using Q methodology
    • Abstract: Publication date: October 2016
      Source:International Journal of Project Management, Volume 34, Issue 7
      Author(s): Eefje Cuppen, Marian G.C. Bosch-Rekveldt, Ewout Pikaar, Donna C. Mehos
      Public opposition is one of the main political, and less predictable, risks of large-scale energy infrastructure projects. External stakeholder management has become indispensable to the governance of risk in such projects. We integrate insights on public engagement from policy and planning studies with the field of project management to contribute to the governance of risk. We present Q methodology as a congruent method for stakeholder analysis that allows for anticipation of unforeseen stakeholder issues or concerns and to kick-off a participatory procedure with external stakeholders. We present an illustration of Q methodology results of a Dutch shale gas exploration project. If used in the stakeholder management process, this method can help reveal perspectives beneficial for both the governance of risks and the identification of opportunities to create socially valued, successful projects.


      PubDate: 2016-09-02T10:07:31Z
       
  • Editorial Board
    • Abstract: Publication date: October 2016
      Source:International Journal of Project Management, Volume 34, Issue 7




      PubDate: 2016-09-02T10:07:31Z
       
  • Similarities and contrasts of complexity, uncertainty, risks, and
           resilience in supply chains and temporary multi-organization projects
    • Abstract: Publication date: October 2016
      Source:International Journal of Project Management, Volume 34, Issue 7
      Author(s): Antônio Márcio Tavares Thomé, Luiz Felipe Scavarda, Annibal Scavarda, Felipe Eduardo Sydio de Souza Thomé
      Although complexity, uncertainty, risk, and resilience are concepts of growing interest, there is a lack of structured synthesis of these concepts and their relationships in supply chain management (SCM) and project management (PM) literatures. This paper addresses this gap through novel tertiary and bibliometric analyses. The tertiary research embraces 22 literature reviews and guides the development of the synthesis framework. The bibliometric analysis includes 1,275 papers and complements the tertiary research with study descriptors, a co-citation, and a static and dynamic/longitudinal co-word network analysis.
      Authors cite each other within the confines of their research area with no cross-fertilization of studies in PM and SCM, despite several commonalities among the areas. Both areas use similar conceptual definitions and there are close resemblances in risk management in SCM and temporary multi-organization (TMOs) projects. Resilience appears as a new topic in SCM but is absent in TMO. A research agenda closes the paper.


      PubDate: 2016-09-02T10:07:31Z
       
  • Critical success factors for Six Sigma projects
    • Abstract: Publication date: November 2016
      Source:International Journal of Project Management, Volume 34, Issue 8
      Author(s): Daniela Santana Lambert Marzagão, Marly M. Carvalho
      The goal of this article is to identify and understand the relationship between critical success factors for Six Sigma programs and its projects performance, considering Six Sigma projects. This article explores those relationships through PLS (Partial Least Squares) method, using a sample of 149 respondents in Brazil and Argentina. The variables were collected initially by a survey conducted with Black Belts, Green Belts, program managers and company executives and goes further on projects documental analysis. The results show that not all the claimed critical success factors are relevant for program or project performance, what could direct the effort of companies into working harder in the relevant ones. This study has a noteworthy contribution to Six Sigma literature presenting a structural model that shows the significant impact of Six Sigma Method, Project Management and the Project Manager competencies on project performance.
      Graphical abstract image

      PubDate: 2016-09-02T10:07:31Z
       
  • Estimating a project's earned and final duration
    • Abstract: Publication date: November 2016
      Source:International Journal of Project Management, Volume 34, Issue 8
      Author(s): Roger D.H. Warburton, Denis F. Cioffi
      Using standard Earned Value Management (EVM) protocols, the current approach to Earned Schedule (ES) is extended and formalized to establish its rigorous, theoretical foundation. A precise definition is provided for what we term the project's earned duration, whose creation completes the triad of planned, actual, and earned durations. The published ES formula emerges as a linear approximation, but is found to work with some nonlinear cost profiles, and the conditions under which it gives both correct and incorrect duration estimates are noted. In the several planned and earned value functional profiles examined, no approximations are required to derive an exact analytical expression for the final duration; most duration formulas are straightforward and useful. The reliability and accuracy of the duration formulas are demonstrated with several examples of real, nonlinear project data that represent large classes of projects. We conclude with practical guidance for project managers.


      PubDate: 2016-09-02T10:07:31Z
       
  • Government accountability within infrastructure public–private
           partnerships
    • Abstract: Publication date: November 2016
      Source:International Journal of Project Management, Volume 34, Issue 8
      Author(s): Jin Wu, Junxiao Liu, Xiaohua Jin, Michael C.P. Sing
      Public–private partnerships (PPPs) have been widely used to deliver infrastructure projects. However, PPPs are being plagued with controversy as some of them were subjected to project overruns and/or poor operations. An underlying issue contributing to unsatisfactory performance of PPPs was a result of an ambiguous accountability of the government. Despite this, limited empirical research has been undertaken to identify the government's accountability within PPPs. Thus, a conceptual framework of the accountability of the government of PPPs is developed in this paper and then examined by conducting a case study of a Chinese PPP project. The findings indicate that the government's accountability in PPPs should shift to enhance the effectiveness of quality services and the efficiency of use of public resources for asset end-users and general population. This paper provides the governments embarking on PPPs with an insight into their accountability, ensuring Value for Money is delivered.


      PubDate: 2016-09-02T10:07:31Z
       
  • The downside risk of project portfolios: The impact of capital investment
           projects and the value of project efficiency and project risk management
           programmes
    • Abstract: Publication date: November 2016
      Source:International Journal of Project Management, Volume 34, Issue 8
      Author(s): Jean-Paul Paquin, Céline Gauthier, Pierre-Paul Morin
      This article deals with the economic conditions required from a candidate capital investment project for its admittance within a firm's project portfolio. A stationary stochastic model is used to assess a project's N P ˜ V and its impact on a firm's expected profitability and down-side operational risk when measured by its probability of loss and conditional expected loss. In order to lower the firm's operational risk the PMO can devise, assess and implement project efficiency management (PEM) and project risk management programmes (PRM) during the PM phase of the candidate capital investment project; their economic value determines their maximum admissible implementation budgets. When the correlation coefficient between the economic activities of the candidate project and the firm takes a negative value exceeding a threshold value, its addition to the firm's project portfolio will reduce the firm's operational risk while rendering counter-productive the implementation of any effective PRM programme. 1 1 The authors thank the reviewers for their pertinent and most helpful comments.


      PubDate: 2016-09-02T10:07:31Z
       
  • Evaluating an interdisciplinary research project: Lessons learned for
           organisations, researchers and funders
    • Abstract: Publication date: November 2016
      Source:International Journal of Project Management, Volume 34, Issue 8
      Author(s): Rosalind H. Bark, Marit E. Kragt, Barbara J. Robson
      Interdisciplinary research is often essential to develop the integrated systems understanding needed to manage complex environmental issues that are faced by decision-makers world-wide. The scientific, institutional and funding challenges to interdisciplinary research have been the subject of considerable discussion. Funders remain willing to support such research and to evaluate its impact. In this paper, we develop and apply a set of review concepts to systematically evaluate a large interdisciplinary research project. The project was conducted at a national research organisation that seeks to facilitate interdisciplinary integration. We categorise evaluation concepts as process- and outcome-related and propose five practical management interventions to bridge the concepts to improve interdisciplinary integration. These management interventions are: agree on a conceptual model, incorporate independent review, support synthesisers, foster intra-project communication, and build-in organisational learning. We end with reflections on lessons for the structure of research organisations and of the research team to develop effective interdisciplinary research as well as providing a set of recommendations for interdisciplinary research funders.


      PubDate: 2016-09-02T10:07:31Z
       
  • Project management self-efficacy as a predictor of project performance:
           Constructing and validating a domain-specific scale
    • Abstract: Publication date: November 2016
      Source:International Journal of Project Management, Volume 34, Issue 8
      Author(s): Tomas Blomquist, Ali Dehghanpour Farashah, Janice Thomas
      Measures of self-efficacy beliefs have been shown to be the best predictor of individual performance in many disciplines over 30years. This makes measures of perceived self-efficacy a good indicator for those interested in hiring for, or improving specific skill sets. In project management, measuring the skill level of project managers is an important practical and academic question. Practically, hiring managers and program managers, needs an indicator of performance to help select the most appropriate project managers for each project. Academically, a common, established scale to measure project management self-efficacy would provide a tool for improving project management training and education, and increasing the comparability of research results across samples, industries and project results. This paper presents the construction and validation of a set of domain-specific, project management self-efficacy scales and provides evidence of its ability to predict project performance.
      Graphical abstract image

      PubDate: 2016-09-02T10:07:31Z
       
  • How the public reacts to social impacts in construction projects? A
           structural equation modeling study
    • Abstract: Publication date: November 2016
      Source:International Journal of Project Management, Volume 34, Issue 8
      Author(s): Yang Wang, Qi Han, Bauke de Vries, Jian Zuo
      By combining the psychosocial and social impact assessment model, this study explores the complex interrelationship between public reaction and social impacts in construction projects via the structural equation modeling. A road construction project in Wuhan, China was selected as case study and a face-to-face interview survey was conducted. Results showed that public reaction occurs through a chain of events rather than one-time independent event. This study revealed that inefficient communication is the most critical risk where public awareness plays a mediation role. The low level of awareness leads to limited knowledge, which in turn results in irrational behavior. Furthermore, a closer residence, high-level dependency and greater change in living tend to attract more concerns on project impacts. This calls for the change of paradigm of social impact assessment in construction projects from the engineering-oriented to the people-oriented approach. This provides useful inputs to facilitate the public participation and alternative analysis.


      PubDate: 2016-09-02T10:07:31Z
       
  • Six decades of project management research: Thematic trends and future
           opportunities
    • Abstract: Publication date: October 2016
      Source:International Journal of Project Management, Volume 34, Issue 7
      Author(s): Milind Padalkar, Saji Gopinath
      Project management as a discipline possesses a rich body of literature characterized by early determinism and later expansion to broader contexts aided by paradigmatic, thematic, and methodological diversity. The dynamic nature of research entails many parallel streams of enquiry under differing perspectives without convergence to parsimonious theories. We argue that an integrated view of project management research in terms of its thematic evolution and trends is necessary for an understanding of future directions. Our study fills this gap by tracing the evolution of themes in project management research, trends, and future opportunities through a systematic review of literature. We find the research to be dominated by empirical and deterministic perspectives while non-deterministic research enquiry remains weak and sporadic. We contend that stronger focus on non-deterministic perspective and a methodological convergence is necessary for the research to meaningfully advance towards theory building, and discuss potential avenues for further research.


      PubDate: 2016-08-13T21:25:51Z
       
  • Influence of personality and risk propensity on risk perception of Chinese
           construction project managers
    • Abstract: Publication date: October 2016
      Source:International Journal of Project Management, Volume 34, Issue 7
      Author(s): Chun Mei Wang, Bing Bing Xu, Su Juan Zhang, Yong Qiang Chen
      Construction project managers (CPMs) with different types of personalities make various assessments in risky situations and draw up different risk management strategies. This research presents the findings of an empirical study in China that investigated whether and how CPMs with different personality traits differed in the way they perceived project risk. A conceptual model was developed and four hypotheses were proposed concerning the relationships among personality traits, risk propensity, and risk perception using the Big Five personality model. The Partial Least Squares Structural Equation Modeling analyses of a sample of 152 imply that 1) Extraversion, Agreeableness, and Conscientiousness significantly influence risk propensity; 2) risk propensity negatively affects risk perception; 3) Extraversion, Agreeableness, and Conscientiousness have significant effects on risk perception; and 4) risk propensity fully mediates the relationship between personality traits and risk perception. The results were complemented by qualitative evidence from 5 semi-structured interviews with project managers. This research contributes to a better understanding of how CPMs perceive risk.


      PubDate: 2016-08-09T01:00:05Z
       
  • Community and post-disaster Program Management Methodology
    • Abstract: Publication date: Available online 2 August 2016
      Source:International Journal of Project Management
      Author(s): Paul Steinfort
      The challenge for personnel in disaster situations is that there has been very limited effective Program or Project Management (PPM) methodology, education or training provided to plan and implement Programs of Projects that will deliver sustainable value for stakeholders following a disaster. Based on extensive program management research and practice, this paper addresses a context driven, flexible but robustly practical approach to Program and Project Management methodology and education. Current Program Management training is a one size fits all approach based on Project practices and methodologies which do not integrate effectively with Project Management or cater for the largely unpredictable or high risk situation, such as a disaster. This paper reviews • A practical process for assessing, planning and delivering best value outcomes for Programs and Projects. • The PSA Project process which can be integrated into any Project methodology through the working Scope within an effective Work Breakdown Structure (WBS) process by engaging key stakeholder values to enable sustainable Program results..


      PubDate: 2016-08-09T01:00:05Z
       
  • Managing legitimacy: The Christchurch post-disaster reconstruction
    • Abstract: Publication date: Available online 6 August 2016
      Source:International Journal of Project Management
      Author(s): Bernard Walker, Huibert P. de Vries, Venkataraman Nilakant
      Large-scale, post-disaster infrastructure reconstruction projects confront multiple challenges. These include working in a demanding, resource-constrained environment; working to compressed timeframes; addressing community expectations; and protecting the local economy affected by the disaster. Following a series of major earthquakes in Canterbury New Zealand, an innovative organisational arrangement was developed in order to manage the extensive infrastructure reconstruction. This research investigated how SCIRT, the project-based alliance organisation that was created for the disaster recovery, addressed these challenges in handling the vast programme of projects. A key finding was that establishing the internal and external legitimacy of this organisation was a critical element that determined the effectiveness of the recovery work. Managing legitimacy perceptions among the multiple stakeholders is identified as a core task, and a little-recognised critical success factor, in the use of alliances for large-scale disaster-recovery projects.


      PubDate: 2016-08-09T01:00:05Z
       
  • Genesis of the special issue
    • Abstract: Publication date: Available online 15 July 2016
      Source:International Journal of Project Management
      Author(s): Christophe N. Bredillet, Stéphane Tywoniak



      PubDate: 2016-07-23T19:00:06Z
       
  • Application of the Systemic Lessons Learned Knowledge model for
           Organisational Learning through Projects
    • Abstract: Publication date: October 2016
      Source:International Journal of Project Management, Volume 34, Issue 7
      Author(s): Stephen M. Duffield, S. Jonathan Whitty
      This study is an application of the Systemic Lessons Learned Knowledge (Syllk) model that enables management to conceptualise how organisational know-how for projects is wired (distributed) across various elements of an organisation. The research method consisted of action research cycles within a large divisional branch of a government organisation. Knowledge management interventions and initiatives were implemented with three action research cycles completed. Actions and changes were observed, monitored, evaluated, and reflected on using an after action review process. This study has established that the alignment of the people and system elements (learning, culture, social, technology, process and infrastructure) can positively influence an organisation’s capability for organisation learning. This study shows how the Syllk model enables management to conceptualise (and illustrate) how organisational know-how is wired (distributed) across various people and system elements of an organisation.
      Graphical abstract image

      PubDate: 2016-07-23T19:00:06Z
       
  • Improving IS development teams' performance during requirement analysis in
           project—The perspectives from shared mental model and emotional
           intelligence
    • Abstract: Publication date: October 2016
      Source:International Journal of Project Management, Volume 34, Issue 7
      Author(s): Chunjie Xiang, Zhonghua Yang, Ling Zhang
      Numerous studies have investigated factors affecting the project requirement analysis of information system development (ISD) teams from the view of technology, but our research focused on how developers' behaviors affected project team members' requirements analysis work from the emotional intelligence (EI) and shared mental model (SMM) perspectives. Specifically, we separated SMM into task-related SMM and member-related SMM to examine their impacts on ISD teams' performances during requirement analysis phase. Then we chose four scales of EI to research the relationships between them and SMMs. Using the approach of structural equation model, the results indicated that two aspects of SMM both have significant and positive impact on team performance, and EI could be the antecedents of SMM. The results indicate that SMM could enhance the influences of EI on project team performance, so the choice of individual team members and the team building are both significant to ISD teams for better performance in project requirement analysis.


      PubDate: 2016-07-15T16:39:54Z
       
  • Responding to project uncertainty: Evidence for high reliability practices
           in large-scale safety–critical projects
    • Abstract: Publication date: October 2016
      Source:International Journal of Project Management, Volume 34, Issue 7
      Author(s): Fiona C. Saunders, Andrew W. Gale, Andrew H. Sherry
      In large-scale safety–critical projects unforeseen events and uncertainties must be carefully managed to safeguard the integrity of the end product and deliver projects to time and cost. Based on 47 ‘vignettes’ of uncertainty across projects in two safety–critical sectors, this study provides an empirical examination of whether practices consistent with theories of high reliability organising are adopted by project managers as a response to project uncertainty. Our findings are that confronting uncertainties in safety–critical projects do involve many high reliability practices. Respondents expressed a sense of balancing competing demands, and provided evidence of learning, acting mindfully, avoiding over-rigid processes, and of upholding constructive tensions, conceptual slack and close interdisciplinary working. However these practices are often fragile in nature and dependent on key individuals. There are also differences between the two sectors studied, with more widespread evidence of high reliability project organising in civil nuclear than in aerospace projects.


      PubDate: 2016-07-15T16:39:54Z
       
  • Spatio-temporal dynamics of public private partnership projects in China
    • Abstract: Publication date: October 2016
      Source:International Journal of Project Management, Volume 34, Issue 7
      Author(s): Zhe Cheng, Yongjian Ke, Jing Lin, Zhenshan Yang, Jianming Cai
      Public Private Partnership (PPP) has been widely applied in developing infrastructures around the world. In this research, a large database of PPP projects in China was firstly built to explore the spatio-temporal evolution in terms of regional differentiation, sectors, investors and contract types. It was found that China's PPP projects have undergone four stages with the characteristics of fluctuations along with time series, spatial differentiation and paradox of application. The mechanism behind these changes mainly include the momentum of economic development and impact of national policies, local settings, especially the local governments' motivation, preference, competency and reliability, as well as the feasibility and management of PPP projects. This paper tries to make its contribution in providing Chinese cases for international comparison, while helping Chinese national and local governments make customized policies, as well as laying foundation for further in-depth empirical and theoretical PPP research.


      PubDate: 2016-07-10T06:18:26Z
       
  • Exploring performance of the integrated project delivery process on
           complex building projects
    • Abstract: Publication date: October 2016
      Source:International Journal of Project Management, Volume 34, Issue 7
      Author(s): Harrison A. Mesa, Keith R. Molenaar, Luis F. Alarcón
      Many building projects do not meet owners' performance expectations. Integrated project delivery (IPD) has emerged as a new delivery system with the potential to provide better performance through more supply chain integration. However, there is a knowledge gap surrounding how project delivery systems, IPD in particular, affect supply chain relationships and potential project performance. To fill this gap, we applied a simulation method, General Performance Model (GPM), to assess the interactions between numerous project delivery variables and compare potential performance between delivery systems. This study presents a GPM analysis of a complex hospital project and based upon cross-impact assessments by owners, architects, constructors, and specialty contractors from the building industry. The results found the most influential drivers of project delivery performance to be communication, alignment of interest and objectives, team working, trust, and gain/pain sharing. The performance of the supply chain was found to drive the project delivery performance.


      PubDate: 2016-07-05T18:47:07Z
       
  • Measuring project management inputs throughout capital project delivery
    • Abstract: Publication date: October 2016
      Source:International Journal of Project Management, Volume 34, Issue 7
      Author(s): Sungmin Yun, Jiyong Choi, Daniel P. Oliveira, Stephen P. Mulva, Youngcheol Kang
      Despite continuous efforts into benchmarking over the last decades, few have focused on management efforts of project organizations who are involved in managing the capital project. This study presents a phase-based framework and 10 input measures for measuring project management efforts in a capital project. The measures are planning, organizing, leading, controlling, design efficiency, human resources, quality, sustainability, supply chain, and safety. This study quantifies and assesses the inputs and further sorts the results by industry sectors and project phases. The analyses show that traditional functions tend to have more consistent implementation than construction-specific functions. The results indicate that infrastructure sector tends to exert fewer and less consistent efforts than building and industrial sectors. This study contributes a new benchmarking framework and is the first to quantify project management inputs of a capital project systematically. Additionally, phase-focused and phase-wide benchmarking applications of the input measures are also discussed and provided.


      PubDate: 2016-07-05T18:47:07Z
       
  • Managing inter-organizational networks for value creation in the front-end
           of projects
    • Abstract: Publication date: October 2016
      Source:International Journal of Project Management, Volume 34, Issue 7
      Author(s): Juri Matinheikki, Karlos Artto, Antti Peltokorpi, Risto Rajala
      Projects involve inter-organizational networks that are central to collaborative project-based value creation. Interest in value creation in the project lifecycle is mounting, and the front-end stage of projects is gaining increasing attention in the research literature. However, little is known about how network management activities facilitate value creation in the front-end and how such activities push a project toward higher end-states of value. The purpose of this research is to identify activities that facilitate the development of inter-organizational networks and augment value creation among multiple organizations in the front-end of projects. To this end, we conduct a qualitative empirical case study of the front-end of a health care campus development project. We identify four activities and five network attributes that explain how inter-organizational network can be managed for value creation in the front-end of the project. These findings contribute to research on management of the front-end of projects and management of inter-organizational networks in projects.


      PubDate: 2016-07-05T18:47:07Z
       
  • A comprehensive model of project team technical performance
    • Abstract: Publication date: October 2016
      Source:International Journal of Project Management, Volume 34, Issue 7
      Author(s): Wen-Hsing Liu, Jennifer A. Cross
      Project teams are commonly used within organizations and have been widely studied. Yet, there is still no consensus on how to define project team success and which factors contribute most strongly to success. This study sought to develop an initial, comprehensive model of project team technical performance, using a diverse sample of 133 teams, and employing regression analysis and structural equation modeling. Effectiveness, efficiency, and innovation were found to be the primary dimensions of technical performance. Each was predicted by a different set of factors, with few factors predicting multiple dimensions. Management support, cooperation, and communication were positively related to effectiveness; efficiency was positively related to goal clarity, cooperation, and team harmony, but negatively related to team diversity; and, innovation was positively associated with knowledge/skill and cohesion, but negatively associated with team harmony. Future research should identify additional influential factors and further explore the relationships found in this study.


      PubDate: 2016-07-05T18:47:07Z
       
  • Review of the application of social network analysis (SNA) in construction
           project management research
    • Abstract: Publication date: October 2016
      Source:International Journal of Project Management, Volume 34, Issue 7
      Author(s): Xian Zheng, Yun Le, Albert P.C. Chan, Yi Hu, Yongkui Li
      Over the past two decades, social network analysis (SNA) has elicited increasing attention in construction project management (CPM) research as a response to the emerging perspective of viewing projects as network-based organizational organizations. However, a thorough review of SNA application in CPM research is unavailable. This study aims to address this gap by reviewing 63 SNA papers published in eight peer-reviewed journals from 1997 to 2015 to ascertain the status of this research area and identify future research directions. The papers are analyzed in terms of institutional and individual contribution, citations, topic coverage and research design and methodologies. Three research directions, namely, internal stakeholder networks for outcome-related values, external stakeholder networks for process-related values, and external stakeholder networks for outcome-related values, are identified. The findings of this study are believed to provide useful references for the future application of SNA in CPM research.


      PubDate: 2016-07-05T18:47:07Z
       
  • Clarifying the project complexity construct: Past, present and future
    • Abstract: Publication date: October 2016
      Source:International Journal of Project Management, Volume 34, Issue 7
      Author(s): Javad Bakhshi, Vernon Ireland, Alex Gorod
      The research explores the historical development of project complexity. Projects are becoming more complex due to unexpected emergent behaviour and characteristics. Complexity has become an inseparable aspect of systems and also one of the important factors in the failure of projects. While much has been written about project complexity, there is still a lack of understanding of what constitutes project complexity. This research includes a systematic literature review to demonstrate the current understanding of commonalities and differences in the existing research. This was achieved by examining more than 420 published research papers, drawn from an original group of approximately 10,000, based on citations during the period of 1990–2015. As a result of this exploration, an integrative systemic framework is presented to demonstrate understanding of project complexity. It was found that there are three primary and distinctive models of project complexity, the Project Management Institute view, the System of Systems view and the view developed from the analysis of citations of research papers, which is called the Complexity Theories view. Further testing is required on a range of complex projects in order to attempt to reconcile these views.


      PubDate: 2016-07-05T18:47:07Z
       
  • Project Complexity and Risk Management (ProCRiM): Towards modelling
           project complexity driven risk paths in construction projects
    • Abstract: Publication date: October 2016
      Source:International Journal of Project Management, Volume 34, Issue 7
      Author(s): Abroon Qazi, John Quigley, Alex Dickson, Konstantinos Kirytopoulos
      Project complexity has been extensively explored in the literature because of its contribution towards the failure of major projects in terms of cost and time overruns. Focusing on the interface of Project Complexity and Interdependency Modelling of Project Risks, we propose a new process that aids capturing interdependency between project complexity, complexity induced risks and project objectives. The proposed modelling approach is grounded in the theoretical framework of Expected Utility Theory and Bayesian Belief Networks. We consider the decision problem of identifying critical risks and selecting optimal risk mitigation strategies at the commencement stage of a project, taking into account the utility function of the decision maker with regard to the importance of project objectives and holistic interaction between project complexity and risk. The proposed process is supported by empirical research that was conducted in the construction industry and its application is illustrated through a simulation study.


      PubDate: 2016-07-05T18:47:07Z
       
  • How to reduce the negative impacts of knowledge heterogeneity in
           engineering design team: Exploring the role of knowledge reuse
    • Abstract: Publication date: October 2016
      Source:International Journal of Project Management, Volume 34, Issue 7
      Author(s): Lianying Zhang, Xiaonan Li
      Typical characteristics of construction projects are uniqueness and complexities, which lead to lack of reuse of previous knowledge in engineering design team (EDT). Furthermore, with the development of construction industry, knowledge heterogeneity continues to strengthen and increases the difficulties of knowledge reuse in EDT. The aim of this paper is to explore how to reduce the negative impacts of knowledge heterogeneity by reusing knowledge effectively in EDT. The study demonstrates that knowledge heterogeneity impact EDT performance negatively in some cases, and effective knowledge reuse and good team atmosphere help alleviate the negative effects to a certain extent. Hence EDT should encourage employees' knowledge reuse behaviors or activities and create harmonious team atmosphere so as to reduce the negative effects of knowledge heterogeneity that will in turn lead to benefits for the organization as a whole.


      PubDate: 2016-07-05T18:47:07Z
       
  • Building absorptive capacity in an alliance: Process improvement through
           lessons learned
    • Abstract: Publication date: October 2016
      Source:International Journal of Project Management, Volume 34, Issue 7
      Author(s): Peter E.D. Love, Pauline Teo, Murray Davidson, Shaun Cumming, John Morrison
      Lessons learned provide the greatest value when they form part of a continuous learning process and should be: documented, communicated, archived, throughout all stages of a project. This can enable a project to maximize its ‘absorptive capacity’ (i.e. its ability to value, assimilate and apply new knowledge). With this in mind, the development and implementation of continuous ‘lessons learned’ process adopted by a program alliance that was able to improve its safety and quality performance is presented. The alliance was able to shift its mindset from single to double loop learning fuelling its absorptive capacity. The paper examines ‘how’ the lessons learned process was implemented and presents examples of learning that were implemented. The alliance's experiences in enabling the acquisition and transfer of knowledge through their ‘lessons learned’ initiative provides a learning opportunity for organizations seeking to ameliorate the performance of the projects that they are charged with delivering.


      PubDate: 2016-07-05T18:47:07Z
       
  • Manager emotional intelligence and project success: The mediating role of
           job satisfaction and trust
    • Abstract: Publication date: October 2016
      Source:International Journal of Project Management, Volume 34, Issue 7
      Author(s): Azadeh Rezvani, Artemis Chang, Anna Wiewiora, Neal M. Ashkanasy, Peter J. Jordan, Roxanne Zolin
      The number of complex projects is increasing across many sectors and the associated challenges are substantial. Using a field study we aim to understand how project managers' emotional intelligence (EI) contributes to project success. We propose and test a model linking EI to project success and examine the mediating effects of project managers' job satisfaction and trust on this relationship. Based on data collected from 373 project managers in the Australian defence industry, our results indicate that EI has a positive impact on project success, job satisfaction, and trust. Moreover, we found evidence that job satisfaction and trust mediate the relationship between EI and project success. Our findings suggest that top management should be aware of the importance of project managers' job satisfaction and trust, which can both serve to boost project success in complex project situations.


      PubDate: 2016-07-05T18:47:07Z
       
  • Incentive mechanism for inhibiting investors' opportunistic behavior in
           PPP projects
    • Abstract: Publication date: October 2016
      Source:International Journal of Project Management, Volume 34, Issue 7
      Author(s): Jicai Liu, Ruolan Gao, Charles Y.J. Cheah, Jian Luo
      In public-private partnership (PPP) projects, private investors may engage in opportunistic behavior to pursue self-interest. In this paper, based on the contractual relationship between the government and private investors in PPP projects, principal-agent models in the presence of opportunistic tendencies in private investors were constructed to analyze the incentive mechanism for inhibiting investors' opportunistic tendencies in PPP projects. The results show that investors with opportunistic tendencies would be more inclined to invest an optimal level of productive efforts after acquiring a higher proportion of benefits allocation in the project output. Likewise, an increase in incentive intensity would help to lower the level of opportunistic behavior adopted by investors. For investors who are armed with opportunistic tendencies, there exists an optimal level of opportunistic behavior in order to maximize their benefits, and contrary to intuition it is not always the case that a higher level would be better for them. The findings contribute new insights into the development of incentives mechanism between the government and the private investors to collectively work toward creating a “win-win” contract and curbing potential opportunistic behavior.


      PubDate: 2016-07-05T18:47:07Z
       
  • How do contract types and incentives matter to project performance?
    • Abstract: Publication date: August 2016
      Source:International Journal of Project Management, Volume 34, Issue 6
      Author(s): Mohammad Suprapto, Hans L.M. Bakker, Herman G. Mooi, Marcel J.C.M Hertogh
      How collaborative contracts and contractual incentives might influence project performance remains equivocal. We hypothesized that their effects on project performance are mediated by owner–contractor collaboration, measured in terms of relational attitudes (relational norms and senior management commitment) and teamworking quality (inter-team collaborative processes). Using PLS-SEM, we analyzed a sample of 113 capital projects. The results suggest that through better relational attitudes and teamworking quality, projects with a partnering/alliance contract are likely to perform better than those with lump-sum and reimbursable contracts. Likewise, the projects with incentive contracts are likely to perform better than those without incentives through better relational attitudes and teamworking quality. There were no differences in project performance directly associated with different contract types and contractual incentives. Taken together, a partnering/alliance contract and incentive contracts do not necessarily result directly into better project performance but through relational attitudes and how they play out into actual teamworking behavior.


      PubDate: 2016-06-25T21:24:52Z
       
  • Mapping the multi-faceted: Determinants of uncertainty in safety-critical
           projects
    • Abstract: Publication date: August 2016
      Source:International Journal of Project Management, Volume 34, Issue 6
      Author(s): Fiona C. Saunders, Andrew W. Gale, Andrew H. Sherry
      Project managers tasked with delivering safety-critical projects must demonstrate care, competence and confidence right from the earliest stages of project inception, when levels of uncertainty can be very high. Based on interviews with 30 project management practitioners in civil nuclear and aerospace sectors, this paper builds on work by Saunders et al. (2015), who posited the Uncertainty Kaleidoscope as a framework for identifying uncertainties. Our findings are that the six determinants of project uncertainty are similar across both civil nuclear and aerospace projects. The most commonly mentioned determinant of project uncertainty was the Environment, followed by Complexity, Capability and Information. The impact of Time on project uncertainty and Individual perceptions of uncertainty were mentioned less frequently by respondents. Our key contribution is to validate the Uncertainty Kaleidoscope over a larger data set, thereby enriching our understanding of the sources of project uncertainty in these two important and highly-consequential project environments.


      PubDate: 2016-06-25T21:24:52Z
       
  • In project management, uncertainty is a great opportunity
    • Abstract: Publication date: August 2016
      Source:International Journal of Project Management, Volume 34, Issue 6
      Author(s): Martina Huemann, Miia Martinsuo



      PubDate: 2016-06-25T21:24:52Z
       
  • Antecedents of project managers' voice behavior: The moderating effect of
           organization-based self-esteem and affective organizational commitment
    • Abstract: Publication date: August 2016
      Source:International Journal of Project Management, Volume 34, Issue 6
      Author(s): Bastian Ekrot, Johannes Rank, Hans Georg Gemünden
      Theory and research stress that employee voice behavior (VB; discretionary communication of ideas, suggestions, or concerns with the intent to improve organizational functioning) positively influences decision making, improvement, and innovation. However, the VB construct has rarely been studied in the specific context of project management. Using a sample of 618 project managers and 154 project portfolio coordinators nested in 154 firms, the main purpose of this study was to analyze a moderated model, in which specific contextual factors interact with individual-level variables to predict project managers' VB. Consistent with our hypotheses derived from self-consistency theory, moderated hierarchical regression analysis revealed that idea encouragement, career perspectives, qualification opportunities, and peer collaboration related more positively to VB for project managers with a high level of organization-based self-esteem. For project managers high in affective organizational commitment, we found stronger positive relationships of peer collaboration and idea encouragement with project managers' VB.


      PubDate: 2016-06-25T21:24:52Z
       
  • Editorial Board
    • Abstract: Publication date: August 2016
      Source:International Journal of Project Management, Volume 34, Issue 6




      PubDate: 2016-06-25T21:24:52Z
       
  • Identifying interesting project phenomena using philosophical and
           methodological triangulation
    • Abstract: Publication date: Available online 28 May 2016
      Source:International Journal of Project Management
      Author(s): Robert Joslin, Ralf Müller
      The scarcity of accepted research designs within each research philosophy paradigm limits the variance of research approaches, which reduces the chances to identify real new phenomena. We propose that researchers use triangulation of alternative research philosophies to identify interesting new phenomena, provide alternative perspectives to complex problems, and gain a richer and more holistic understanding of complex project management problems. Philosophical triangulation extends methodological triangulation into the realm of ontology and epistemology and provides for more comprehensive understanding, as it resembles a more realistic view towards social science phenomena, which, by their nature, appear differently to people, and thus are seen from different ontological perspectives simultaneously. Three related studies are used to exemplify the approach, where the results of two sets of empirical data (qualitative and quantitative) are discussed in different philosophical contexts. Implications for scholars include more practice-oriented research perspectives in line with the projects-as-practice stream by extending existing benefits from methodological triangulation into philosophical triangulation in order to identify and understand complex phenomena.


      PubDate: 2016-06-16T01:04:42Z
       
 
 
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