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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  [3040 journals]
  • The effect of inter-organizational justice perceptions on organizational
           citizenship behaviors in construction projects
    • Authors: Benson T.H. Lim; Martin Loosemore
      Pages: 95 - 106
      Abstract: Publication date: February 2017
      Source:International Journal of Project Management, Volume 35, Issue 2
      Author(s): Benson T.H. Lim, Martin Loosemore
      Project management literature has long argued that inter-organizational justice is a key driver of successful construction project delivery. It is argued that when people believe business transactions are fair, they are more likely to exhibit positive organizational citizenship behaviors such as working harmoniously, giving discretionary effort, respecting others, and collaborating to resolve problems. However, there has been little empirical evidence to support these assertions. To address this knowledge gap, an online survey of 135 consultants, contractors, subcontractors, and suppliers from across the construction project supply chain was undertaken. The results show that project participants' organizational citizenship behaviors are influenced by their perceived interpersonal justice in business transactions. However, the findings also offer a more nuanced understanding of the complexities and inter-connectedness of these relationships in showing how one type of inter-organizational justice acts on another in influencing project organizational citizenship behaviors. The results indicate that interpersonal justice is a key ingredient in bringing about positive organizational citizenship behaviors in construction projects and that project performance can be enhanced if project managers treat project participants with politeness, respect, and dignity.

      PubDate: 2016-11-16T22:24:07Z
      DOI: 10.1016/j.ijproman.2016.10.016
  • Addressing individual perceptions: An application of the unified theory of
           acceptance and use of technology to building information modelling
    • Authors: Robert Howard; Luis Restrepo; Chen-Yu Chang
      Pages: 107 - 120
      Abstract: Publication date: February 2017
      Source:International Journal of Project Management, Volume 35, Issue 2
      Author(s): Robert Howard, Luis Restrepo, Chen-Yu Chang
      Building Information Modelling (BIM) is a technology with the potential to transform the construction industry, yet its proliferation remains stagnant. Existing research on BIM diffusion focuses on the industry, company, and project levels while disregarding the impact of perceptions at the individual level. This research aims to extend the Unified Theory of Acceptance and Use Technology (UTAUT) model to understand the perceptions that individuals have towards working with BIM. A survey was completed by 84 industry stakeholders and the results analysed against a modified UTAUT model that adds the variable of Attitude and employs moderators of Experience and Voluntariness. The results reveal that Performance Expectancy does not directly affect Behavioural Intention, signifying that BIM is perceived as an unrewarded addition to existing work processes. These findings evince the need to redefine strategies, policies, and incentive schemes in order to advance the acceptance of BIM in the U.K. and worldwide.

      PubDate: 2016-11-16T22:24:07Z
      DOI: 10.1016/j.ijproman.2016.10.012
  • Errors, lies and misunderstandings: Systematic review on behavioural
           decision making in projects
    • Authors: Verena Stingl; Joana Geraldi
      Pages: 121 - 135
      Abstract: Publication date: February 2017
      Source:International Journal of Project Management, Volume 35, Issue 2
      Author(s): Verena Stingl, Joana Geraldi
      This paper provides a systematic review of the literature on behavioural decision making in projects. The field is blooming, and given the relevance of decisions in projects and the strong theoretical foundations of behavioural decision making, it offers to contribute to practice and theory in projects and beyond. However, the literature is fragmented and draws only on a fraction of the recent, insightful, and relevant developments on behavioural decision making. This paper organizes current research in a conceptual framework rooted in three schools of thinking—reductionist (on cognitive limitations—errors), pluralist (on political behaviour—lies), and contextualist (on social and organizational sensemaking—misunderstandings). Our review suggests avenues for future research with a wider coverage of theories in cognitive and social psychology and critical and mindful integration of findings and concepts across three schools.

      PubDate: 2016-11-23T10:55:57Z
      DOI: 10.1016/j.ijproman.2016.10.009
  • Effect of organizational culture on delay in construction
    • Authors: David Arditi; Shruti Nayak; Atilla Damci
      Pages: 136 - 147
      Abstract: Publication date: February 2017
      Source:International Journal of Project Management, Volume 35, Issue 2
      Author(s): David Arditi, Shruti Nayak, Atilla Damci
      Delay is one of the most common problems in the construction industry. This study aims to explore the relationship between a construction company's organizational culture and delay. A questionnaire survey was administered to construction companies located in the U.S. and India in order to collect data on their organizational culture and the amount of delay that they experienced in their projects. The results of this study show that construction organizations in the U.S. are dominated by “clan” culture whereas those in India are dominated by “market” culture. The study also shows that the percentage of delay relative to project duration is lower in the U.S. compared to India. Despite the fact that delays are caused by a multitude of reasons often mentioned in the literature, statistical analysis indicates that there is also a significant relationship between organizational culture and the magnitude of delays. This relationship could be useful for a construction company in cultivating an organizational culture that is expected to reduce project delay. It could also be of benefit to international contractors relative to their expectations vis-à-vis time performance in projects undertaken in different countries.

      PubDate: 2016-11-23T10:55:57Z
      DOI: 10.1016/j.ijproman.2016.10.018
  • Extensions of earned value management: Using the earned incentive metric
           to improve signal quality
    • Authors: L.-P. Kerkhove; M. Vanhoucke
      Pages: 148 - 168
      Abstract: Publication date: February 2017
      Source:International Journal of Project Management, Volume 35, Issue 2
      Author(s): L.-P. Kerkhove, M. Vanhoucke
      This research introduces novel control metrics for projects that use cost and/or time incentives. The proposed technique extends the traditional earned value management (EV M) methodology for project control. This is done by measuring the deviation in the accrual of incentives, rather than the time and cost performance relative to the planned schedule. The proposed dedicated approach avoids two key issues when controlling incentivized projects using traditional earned value management. Firstly, the impact of variations in the cost and time dimensions are adequately weighted in the control signals. Secondly, the technique is capable of monitoring the potential non-linear accrual of incentive amounts throughout the project. The performance of the proposed technique is tested by means of a computational experiment on 4200 projects of varying size, structure and type of incentive contract. The results show that the proposed technique improves signal quality when compared to traditional EV M metrics.

      PubDate: 2016-11-23T10:55:57Z
      DOI: 10.1016/j.ijproman.2016.10.014
  • Strategic planning characteristics applied to project management
    • Authors: Karen E Papke-Shields; Kathleen M. Boyer-Wright
      Pages: 169 - 179
      Abstract: Publication date: February 2017
      Source:International Journal of Project Management, Volume 35, Issue 2
      Author(s): Karen E Papke-Shields, Kathleen M. Boyer-Wright
      This paper examines the application of strategic planning characteristics from prior strategic planning research to project management. Drawing from prior research in strategic planning, strategic information systems planning and strategic manufacturing planning, this research combines strategic planning characteristics derived from a rational approach with a second set of adaptive characteristics to create a comprehensive model. The resulting “rational adaptive” approach is then assessed empirically to evaluate its relevance to PM and whether it is associated with increased project success. In addition, the “rational adaptive” approach is mapped to established PM tools/techniques. Findings indicate that PM is captured by varying degrees of a rational adaptive approach, which is positively correlated with PM success and use of PM tools/techniques. These results suggest that strategic planning characteristics can be effectively incorporated into a generalized PM framework, yielding potentially useful insights regarding the relationship of PM behaviors to eventual project success.

      PubDate: 2016-11-23T10:55:57Z
      DOI: 10.1016/j.ijproman.2016.10.015
  • Coping with uncertainty and ambiguity through team collaboration in
           infrastructure projects
    • Authors: Derek H.T. Walker; Peter R. Davis; Andrew Stevenson
      Pages: 180 - 190
      Abstract: Publication date: February 2017
      Source:International Journal of Project Management, Volume 35, Issue 2
      Author(s): Derek H.T. Walker, Peter R. Davis, Andrew Stevenson
      Managing risks and uncertainty are terms that are used interchangeably by project teams. Research on project procurement shows unexpected events in project delivery are often distinguished by these terms. This raises questions concerning how collaboration and coping ability help deal with inherent uncertainty and ambiguity. Using Weick's sense-making process of reflection and re-analysis a novel methodological approach was developed. A project database and contemporary literature was mined using the perspective of Snowden's Cynefin ambiguity framework. Two industry sourced examples provided support to the arguments made. The findings suggest that collaboration may lead to reduced people and process ambiguities and where ambiguity is revealed in projects it is often unrecognised, residing in a disordered zone. Observing ambiguity in this way provides a better understanding of ambiguity and advanced coping strategies. Having these perspectives is useful for identifying ambiguity where it may otherwise be missed or subsumed into risk and uncertainty.

      PubDate: 2016-11-23T10:55:57Z
      DOI: 10.1016/j.ijproman.2016.11.001
  • Theories for classification vs. classification as theory: Implications of
           classification and typology for the development of project management
    • Authors: Pooria Niknazar; Mario Bourgault
      Pages: 191 - 203
      Abstract: Publication date: February 2017
      Source:International Journal of Project Management, Volume 35, Issue 2
      Author(s): Pooria Niknazar, Mario Bourgault
      Although ordering and classification schemes play a crucial role in the project management field, classification as a topic of study has been undervalued in the literature. Accordingly, there is a semantic confusion and lack of uniformity about the definitions and theoretical implications of two commonly used terms in project management: classification and typology. We argue that this issue hinders project management field from developing middle-range theories and flourishing theoretically compared to other fields of research. In this paper, we clarify the definitions and theoretical implications of project classification and typology so they can be fully used in theory development. We argue that typology – although it involves classification – is different than simple classification schemes. We also explain how theories for classification can be used to delimit project types in homogeneous project categories and develop middle-range theories; however, a typology itself is a unique form of theory that can capture the complex nature of projects. By clarifying these concepts, this paper points to promising directions for future development of theories in project management.

      PubDate: 2016-12-01T05:35:37Z
      DOI: 10.1016/j.ijproman.2016.11.002
  • Improving risk assessment in financial feasibility of international
           engineering projects: A risk driver perspective
    • Authors: Junying Liu; Feng Jin; Qunxia Xie; Martin Skitmore
      Pages: 204 - 211
      Abstract: Publication date: February 2017
      Source:International Journal of Project Management, Volume 35, Issue 2
      Author(s): Junying Liu, Feng Jin, Qunxia Xie, Martin Skitmore
      Major engineering projects characterized by intensive technologies and high investment are becoming more complex with increasing risks in a global market. Because incorrect investment decision-making can cause great losses to investors, quantitative risk assessment is widely used in establishing the financial feasibility of projects. However, existing methods focus on the impact of uncertain parameters, such as income, on decision variables of investment, neglecting assessing the impact of risk events, such as the sales of products falling short of expectations. In the context of international engineering projects from a risk driver perspective, this paper presents an improved quantitative risk assessment model to help risk managers identify the direct relationships between specific risk events and decision variables of investment. Stress testing is also introduced to assess the negative impact of extreme risks. The new model is applied to an on-going international petrochemical project to demonstrate its use and validate its applicability and effectiveness.

      PubDate: 2016-12-07T15:45:07Z
      DOI: 10.1016/j.ijproman.2016.11.004
  • Discovering complexity and emergent properties in project systems: A new
           approach to understanding project performance
    • Authors: Jin Zhu; Ali Mostafavi
      Pages: 1 - 12
      Abstract: Publication date: January 2017
      Source:International Journal of Project Management, Volume 35, Issue 1
      Author(s): Jin Zhu, Ali Mostafavi
      An integrated performance assessment framework based on consideration of complexity and emergent properties in project systems is proposed in this study. The fundamental premise of the proposed Complexity and Emergent Property Congruence (CEPC) framework is that a greater level of congruence between project emergent properties and complexity can potentially increase the possibility of achieving performance goals in construction projects. Two dimensions of project complexity (i.e., detail and dynamic complexity) and three dimensions of project emergent properties (i.e., absorptive, adaptive, and restorative capacities) in the proposed CEPC framework were verified through information collected from in-depth interviews with nineteen senior project managers. In addition, contributing factors to different dimensions of project complexity and emergent properties were identified from the interviews. The results highlight the significance of the CEPC framework in understanding complexity and emergent properties in project systems and providing a new theoretical lens for project performance assessment.

      PubDate: 2016-10-27T21:45:45Z
      DOI: 10.1016/j.ijproman.2016.10.004
  • Excessive software development: Practices and penalties
    • Authors: Ofira Shmueli; Boaz Ronen
      Pages: 13 - 27
      Abstract: Publication date: January 2017
      Source:International Journal of Project Management, Volume 35, Issue 1
      Author(s): Ofira Shmueli, Boaz Ronen
      This study focuses on the tendency to develop software excessively, above and beyond need or available development resources. The literature pays little attention to this issue, overlooking its crucial impact and penalties. Terms used in reference to excessive software development practices include over-requirement, over-specification, over-design, gold-plating, bells-and-whistles, feature creep, scope creep, requirements creep, featuritis, scope overload and over-scoping. Some of these terms share the same meaning, some overlap, some refer to the development phase, and some to the final system. Via a systematic literature search, we first demonstrate the poor state of research about excessive software development practices in the information systems and project management areas. Then, we suggest a framework consolidating the problems associated with excessive software development in three ‘beyond’ categories (beyond needs, beyond resources, beyond plans), describe and analyze their causes, consequences, boundaries and overlapping zones. Finally, we discuss the findings and present directions for future research.

      PubDate: 2016-11-03T10:21:30Z
      DOI: 10.1016/j.ijproman.2016.10.002
  • Improving project forecast accuracy by integrating earned value management
           with exponential smoothing and reference class forecasting
    • Authors: Jordy Batselier; Mario Vanhoucke
      Pages: 28 - 43
      Abstract: Publication date: January 2017
      Source:International Journal of Project Management, Volume 35, Issue 1
      Author(s): Jordy Batselier, Mario Vanhoucke
      In this paper, the earned value management (EVM) project control methodology is integrated with the exponential smoothing forecasting approach. This results in an extension of the known EVM and earned schedule (ES) cost and time forecasting formulas. A clear correspondence between the established approaches and the newly introduced method – called the XSM – is identified, which could facilitate future implementation. More specifically, only one smoothing parameter is needed to calculate the enhanced EVM performance factor. Moreover, this parameter can be dynamically adjusted during project progress based on information of past performance and/or anticipated management actions. Additionally, the reference class forecasting (RCF) technique can be incorporated into the XSM. Results from 23 real-life projects show that, for both time and cost forecasting, the XSM exhibits a considerable overall performance improvement with respect to the most accurate project forecasting methods identified by previous research, especially when incorporating the RCF concept.

      PubDate: 2016-11-03T10:21:30Z
      DOI: 10.1016/j.ijproman.2016.10.003
  • Success conditions for international development capacity building
    • Authors: Lavagnon A. Ika; Jennifer Donnelly
      Pages: 44 - 63
      Abstract: Publication date: January 2017
      Source:International Journal of Project Management, Volume 35, Issue 1
      Author(s): Lavagnon A. Ika, Jennifer Donnelly
      Current research on success factors fails to adequately explain why development projects will achieve success in one setting yet not in others, thus making improvements to project management practice difficult. By examining the underlying conditions enabling project success, we provide additional context and practical meaning for success factors. Through a case-study and a qualitative analysis of twenty interviews with project practitioners, we look into four capacity building projects in Ghana, Indonesia, Sri Lanka and Vietnam and draw out structural, institutional, and managerial success conditions, whether they are initial or emergent. We further propose a hypothesis that high levels of multi-stakeholder commitment, collaboration, alignment, and adaptation are necessary for projects to succeed. Thus, we put the ability of projects to deliver development into context and call on practitioners to harness their ability to trigger development through a better understanding of enabling success conditions or the right circumstances under which projects thrive.

      PubDate: 2016-11-03T10:21:30Z
      DOI: 10.1016/j.ijproman.2016.10.005
  • PMO managers' self-determined participation in a purposeful virtual
    • Authors: Liz Lee-Kelley; Neil Turner
      Pages: 64 - 77
      Abstract: Publication date: January 2017
      Source:International Journal of Project Management, Volume 35, Issue 1
      Author(s): Liz Lee-Kelley, Neil Turner
      Communities-of-practice (CoPs) have received significant attention within a variety of literatures but we remain largely ignorant of the potential of purposefully-created CoPs in global organisations. In this context, the challenge is likely to be convincing ‘masters’ (Wenger, 1998) on the merits of joining the conversation on practice at a distance, thus making the willingness for exchange a key to the quality and longevity of the community. We posed the question “Why would busy, dispersed, knowledgeable professionals want to join and participate in a deliberately-organised CoP?” Our 2-year collaborative action study allowed us to observe the CoP and its membership at close range. We conclude that autonomy, competence and belonging underscore participation, co-production and diffusion of innovative problem-solving and practice beyond the CoP. The study will inform organisations contemplating similar interventions and also serves as a basis for further investigation and theory building on organized CoPs by the research community.

      PubDate: 2016-11-09T15:34:46Z
      DOI: 10.1016/j.ijproman.2016.09.014
  • Investigating key challenges in major public engineering projects by a
           network-theory based analysis of stakeholder concerns: A case study
    • Authors: Ka Yan Mok; Geoffrey Qiping Shen; Rebecca J. Yang; Clyde Zhengdao Li
      Pages: 78 - 94
      Abstract: Publication date: January 2017
      Source:International Journal of Project Management, Volume 35, Issue 1
      Author(s): Ka Yan Mok, Geoffrey Qiping Shen, Rebecca J. Yang, Clyde Zhengdao Li
      The diversities of stakeholder concerns and intricate interdependencies between stakeholder concerns are important factors adding complexities to major public engineering projects (MEPs). Using case study and network-theory based analysis in a large reclamation project, this paper investigated the key stakeholder concerns and concern interdependencies of MEPs, and how they bring major challenges confronted by stakeholders. The network analysis identifies five major challenges of the case: “applying highly advanced and complex construction technology”, “mitigating project disruptions to the environment and marine ecology”, “conducting public and community consultation during construction phase”, “site constraints due to nearby air and marine traffic”, and “meeting government standard on the quality of new materials and equipment”. Recommendations are provided to alleviate these problems for future MEPs. This paper contributes to a new angle, the network perspective, of analyzing stakeholder concern interdependencies and their practical implications on MEPs. The findings provide useful insights on common pitfalls of MEPs.

      PubDate: 2016-11-09T15:34:46Z
      DOI: 10.1016/j.ijproman.2016.10.017
  • Project management self-efficacy as a predictor of project performance:
           Constructing and validating a domain-specific scale
    • Authors: Tomas Blomquist; Ali Dehghanpour Farashah; Janice Thomas
      Pages: 1417 - 1432
      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
      DOI: 10.1016/j.ijproman.2016.07.010
  • How the public reacts to social impacts in construction projects? A
           structural equation modeling study
    • Authors: Yang Wang; Qi Han; Bauke de Vries; Jian Zuo
      Pages: 1433 - 1448
      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
      DOI: 10.1016/j.ijproman.2016.07.008
  • Evaluating an interdisciplinary research project: Lessons learned for
           organisations, researchers and funders
    • Authors: Rosalind H. Bark; Marit E. Kragt; Barbara J. Robson
      Pages: 1449 - 1459
      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
      DOI: 10.1016/j.ijproman.2016.08.004
  • The downside risk of project portfolios: The impact of capital investment
           projects and the value of project efficiency and project risk management
    • Authors: Jean-Paul Paquin; Céline Gauthier; Pierre-Paul Morin
      Pages: 1460 - 1470
      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
      DOI: 10.1016/j.ijproman.2016.07.009
  • Government accountability within infrastructure public–private
    • Authors: Jin Wu; Junxiao Liu; Xiaohua Jin; Michael C.P. Sing
      Pages: 1471 - 1478
      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
      DOI: 10.1016/j.ijproman.2016.08.003
  • Coordinating in construction projects and the emergence of synchronized
    • Authors: L.E. Bygballe; A.R. Swärd; A.L. Vaagaasar
      Pages: 1479 - 1492
      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
      DOI: 10.1016/j.ijproman.2016.08.006
  • Estimating a project's earned and final duration
    • Authors: Roger D.H. Warburton; Denis F. Cioffi
      Pages: 1493 - 1504
      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
      DOI: 10.1016/j.ijproman.2016.08.007
  • Critical success factors for Six Sigma projects
    • Authors: Daniela Santana Lambert Marzagão; Marly M. Carvalho
      Pages: 1505 - 1518
      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
      DOI: 10.1016/j.ijproman.2016.08.005
  • Towards an improved understanding of project stakeholder landscapes
    • Authors: Kirsi Aaltonen; Jaakko Kujala
      Pages: 1537 - 1552
      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
      DOI: 10.1016/j.ijproman.2016.08.009
  • Toward successful project management in global software development
    • Authors: Mahmood Niazi; Sajjad Mahmood; Mohammad Alshayeb; Abdul Majid Qureshi; Kanaan Faisal; Narciso Cerpa
      Pages: 1553 - 1567
      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
      DOI: 10.1016/j.ijproman.2016.08.008
  • The professionalization of risk management: What role can the ISO 31000
           risk management principles play?
    • Authors: A. Olechowski; J. Oehmen; W. Seering; M. Ben-Daya
      Pages: 1568 - 1578
      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
      DOI: 10.1016/j.ijproman.2016.08.002
  • Project change stakeholder communication
    • Authors: Aurangzeab Butt; Marja Naaranoja; Jussi Savolainen
      Pages: 1579 - 1595
      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
      DOI: 10.1016/j.ijproman.2016.08.010
  • The three dimensions of a governance framework for major public projects
    • Authors: Maude Brunet; Monique Aubry
      Pages: 1596 - 1607
      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
      DOI: 10.1016/j.ijproman.2016.09.004
  • Understanding the nature of Project Management capacity in Sri Lankan
           non-governmental organisations (NGOs): A Resource Based Perspective
    • Authors: Y. Nanthagopan; N.L. Williams; S. Page
      Pages: 1608 - 1624
      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
      DOI: 10.1016/j.ijproman.2016.09.003
  • Exploring the trends, characteristic antecedents, and performance
           consequences of crowdsourcing project risks
    • Authors: Shan Liu; Fan Xia; Jinlong Zhang; Wei Pan; Yajun Zhang
      Pages: 1625 - 1637
      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
      DOI: 10.1016/j.ijproman.2016.09.002
  • Discussing project status with the project-space model: An action research
    • Authors: Bronte van der Hoorn
      Pages: 1638 - 1657
      Abstract: Publication date: November 2016
      Source:International Journal of Project Management, Volume 34, Issue 8
      Author(s): Bronte van der Hoorn
      This empirical research article assesses the use of the project-space model as a tool for improving communication and understanding of a project's status, and the enablers and constraints to its progress. The study is driven by the Rethinking Project Management network calls for new approaches and frameworks that enable projects to be considered from different perspectives. The project-space model is already established in the literature as a project communication tool. This study uses an action research method, underpinned by an interpretivist research methodology, in a single case study environment. The model is found to be successful in enabling an improved strategic, integrated and holistic conversation regarding the case study project's status that reflects the ‘lived experience’. This article contributes to the literature by providing empirical testing of an alternative tool for communication of project status, enablers and constraints.

      PubDate: 2016-09-26T14:00:12Z
      DOI: 10.1016/j.ijproman.2016.09.001
  • Managing the project-based organization
    • Authors: Martina Huemann; Anne Keegan; Ralf Müller
      Pages: 1670 - 1671
      Abstract: Publication date: November 2016
      Source:International Journal of Project Management, Volume 34, Issue 8
      Author(s): Martina Huemann, Anne Keegan, Ralf Müller

      PubDate: 2016-09-26T14:00:12Z
      DOI: 10.1016/j.ijproman.2016.09.006
  • IPMA ICB 4.0 — A global standard for project, programme and
           portfolio management competences
    • Authors: Mladen Vukomanović; Michael Young; Sven Huynink
      Pages: 1703 - 1705
      Abstract: Publication date: November 2016
      Source:International Journal of Project Management, Volume 34, Issue 8
      Author(s): Mladen Vukomanović, Michael Young, Sven Huynink
      This paper reports on a four year development project of making the IPMA Individual Competence Baseline (ICB) version 4 — the first global standard for individual project, programme and portfolio management (3PM) competences. The paper further shows: the project phases, steps undertaken and the challenges throughout the development process. The main novelty of the new ICB4 can be found in the set of 29 general competencies which can be applied to project, programme and portfolio environments. The 29 competences are further broken down into Key Competence Indicators to fit each of the project, programme and portfolio environments.

      PubDate: 2016-10-10T12:07:18Z
      DOI: 10.1016/j.ijproman.2016.09.011
  • Classifying influential for project information to discover rule sets for
           project disputes and possible resolutions
    • Authors: Jui-Sheng Chou; Shu-Chien Hsu; Chih-Wei Lin; Yu-Chen Chang
      Pages: 1706 - 1716
      Abstract: Publication date: November 2016
      Source:International Journal of Project Management, Volume 34, Issue 8
      Author(s): Jui-Sheng Chou, Shu-Chien Hsu, Chih-Wei Lin, Yu-Chen Chang
      Public–private partnership (PPP) is a strategy where governments encourage private institutions to financially support public construction projects, by providing proper incentives based on collaboration with private institutions. However, disputes may occur during a contract management. This paper investigates various public–private partnership (PPP) disputes and their critical influential factors for associating fundamental project information and dispute resolutions. In this study, knowledge is extracted from the association rules so that dispute handling patterns can be identified from historical database. Analytical results show that the rule sets achieve 83.92% confidence level. By applying the results in practice, project managers can determine the likely method for dispute resolutions with known project attributes, dispute items, and the phase in which a dispute occurs. This research demonstrates an effective application and valuable reference for early notice of dispute handling methods in public infrastructure projects.

      PubDate: 2016-10-20T05:24:23Z
      DOI: 10.1016/j.ijproman.2016.10.001
  • The centrality of communication norm alignment, role clarity, and trust in
           global project teams
    • Authors: Linda S. Henderson; Richard W. Stackman; Rikke Lindekilde
      Pages: 1717 - 1730
      Abstract: Publication date: November 2016
      Source:International Journal of Project Management, Volume 34, Issue 8
      Author(s): Linda S. Henderson, Richard W. Stackman, Rikke Lindekilde
      Research has confirmed the criticality of communication norms, role clarity and trust to the workings of global virtual teams. However, the relationship among these three variables remains unclear. In this study, based on findings from a survey of 218 global project workers representing 33 distinct project teams, we demonstrate the significance of role clarity and trust to individuals' project satisfaction and role clarity to individuals' project performance. We further uncover how global project team (GPT) members' satisfaction and/or performance are affected by where the GPT members are located and whether GPT members are co-located with their project manager. These findings are complemented by 18 in-person interviews with GPT members, which show how one must simultaneously establish and maintain role clarity for oneself while consistently negotiating role clarity with others also participating on global project teams. We conclude this study by outlining an emerging model for creating and sustaining GPTs that benefits both researchers and practitioners.

      PubDate: 2016-10-20T05:24:23Z
      DOI: 10.1016/j.ijproman.2016.09.012
  • Cultural sense-making integration into risk mitigation strategies towards
           megaproject success
    • Authors: Ronald Dyer
      Abstract: Publication date: Available online 9 December 2016
      Source:International Journal of Project Management
      Author(s): Ronald Dyer
      Megaprojects have been described as extremely large-scale infrastructure projects typically costing over $1billion (Brookes, 2015). They are complex, take many years to develop and involve a multiplicity of stakeholders (public and private) to effect the proposed transformational benefits which impact millions of people (Flyberg, 2014). The nature of megaprojects depending on their management have either positive or negative impact on stakeholders and strongly influence megaproject success within the context of the iron triangle (cost, quality & time) (Atkinson, 1999). Consequently, social responsibility initiatives to better manage stakeholder risk and support successful execution of projects are often deployed. However, such initiatives often backfire and further challenge project delivery resulting in stereotyping and utilization of one size fits all approaches. This paper explores the implementation of megaprojects and their risk associated with social responsibilities (SR) in megaprojects through the lens of cultural sense-making. The paper propositions that a requisite understanding of the socio-cultural context of stakeholders through sense-making can act as a lever in stereotyping reduction thus improving risk management associated with megaproject success. The paper applies a problematization (Alvesson and Sandberg, 2011) perspective challenging underlying assumptions regarding existing risk management approaches in megaproject management and closely examining existing gaps as it relates to successful implementation.

      PubDate: 2016-12-14T03:39:51Z
      DOI: 10.1016/j.ijproman.2016.11.005
  • Selecting client's project control strategies in person-to-organization
    • Authors: Yan Ning
      Abstract: Publication date: February 2017
      Source:International Journal of Project Management, Volume 35, Issue 2
      Author(s): Yan Ning
      Selection of inter-personal and inter-organizational control strategies has been widely examined. However, it is not known whether the findings could be generalized to the person-to-organization relationship setting. Taking dwelling fit-out projects as the empirical setting, this study aims to investigate client's project control strategy selection in person-to-organization transactions. A questionnaire-survey of clients who had completed a dwelling fit-out project before was carried out in China. This study re-affirms that project quality ambiguity would decrease outcome control; project-related knowledge facilitates behavior control. Additional insights are obtained that perceived legal enforceability has positive impacts, whereas quality performance ambiguity has negative impacts, on social controls. Perceived legal enforceability is positively associated with outcome and behavior controls. This study contributes to the literature of project control strategy selection by adding a new antecedent of perceived legal enforceability and extends the findings to the person-to-organization transactions. Implications for project controls are provided in the end.

      PubDate: 2016-12-07T15:45:07Z
  • Concentration risk and internal rate of return: Evidence from the
           infrastructure equity market
    • Authors: Martina Santandrea; Andrea Sironi; Laura Grassi; Marco Giorgino
      Abstract: Publication date: Available online 24 November 2016
      Source:International Journal of Project Management
      Author(s): Martina Santandrea, Andrea Sironi, Laura Grassi, Marco Giorgino
      Although an adequate risk sharing is considered essential for the value for money of Private Finance Initiatives (PFIs), research has not yet considered if the market concentration of equity holders influences the return of projects in which they invest. Basing on a comprehensive dataset of 706 UK PFIs, our analysis suggests that the equity market concentration influences the return on projects and, therefore, the price paid by the public sector to remunerate its private partners. Furthermore, the return on PFIs is correlated to the power exercised by the central lobby investors, mainly financial ones. Since the recent evolution of the PFI policy requires a greater involvement of equity holders, policymakers should take into consideration the market concentration risk that can significantly impact on the value for money of such projects.

      PubDate: 2016-12-01T05:35:37Z
      DOI: 10.1016/j.ijproman.2016.10.011
  • Knowledge transfers and project-based learning in large scale
           infrastructure development projects: an exploratory and comparative
           ex-post analysis
    • Authors: Geoffrey Aerts; Michaël Dooms; Elvira Haezendonck
      Abstract: Publication date: Available online 19 November 2016
      Source:International Journal of Project Management
      Author(s): Geoffrey Aerts, Michaël Dooms, Elvira Haezendonck
      In order to apprehend how employees (managers and engineers) active in state-owned enterprises (SOE) learn from and share working experience in large-scale infrastructure development projects, this research analyses the project-based knowledge transfer and learning that occurred in two complex infrastructure (PPP) projects. Using face-to-face interviews with both internal and external project participants, an ex-post comparative analysis is made of two large-scale Belgian rail infrastructure projects. The results indicate that transferring the public sector project teams from one project to another allows for inter-project learning to take place. The knowledge transfers from the project setting to the state-owned enterprise are mainly the transfer of individual and tacit knowledge focussing more on (inter-) personal and individual learning, than on organisational learning. The latter is caused by the limited perceived strategic value of the researched projects, because of their public–private partnership (PPP) finance structure. As such, project-based organisational learning for these large-scale infrastructure (LSI) projects remains underdeveloped.

      PubDate: 2016-11-23T10:55:57Z
      DOI: 10.1016/j.ijproman.2016.10.010
  • The modern project: Mindsets, toolsets, and theoretical frameworks
    • Abstract: Publication date: November 2016
      Source:International Journal of Project Management, Volume 34, Issue 8

      PubDate: 2016-11-03T10:21:30Z
  • Corruption in public projects and megaprojects: There is an elephant in
           the room!
    • Authors: Giorgio Locatelli; Giacomo Mariani; Tristano Sainati; Marco Greco
      Abstract: Publication date: Available online 24 October 2016
      Source:International Journal of Project Management
      Author(s): Giorgio Locatelli, Giacomo Mariani, Tristano Sainati, Marco Greco
      Despite the relevance of corruption in project selection, planning and delivery, the project management literature pays little attention to this crucial phenomenon. This paper sets the background to foster the discussion concerning how to select, plan and deliver infrastructure in corrupt project contexts. It presents the different types of corruptions and the characteristics of projects that are more likely to suffer from it. Corruption is particularly relevant for large and uncommon projects where the public sector acts as client/owner or even as the main contractor. Megaprojects are “large unique projects” where public actors play a key role and are very likely to be affected by corruption. Corruption worsens both cost and time performance, and the benefits delivered. This paper leverages the institutional theory to introduce the concept of “corrupt project context” and, using the case study of the Italian high-speed railways, shows the impact of a corrupt context on megaprojects.

      PubDate: 2016-10-27T21:45:45Z
      DOI: 10.1016/j.ijproman.2016.09.010
  • Knotting the net: From ‘design by deception’ to an object
           oriented politics
    • Authors: Silvana Revellino; Jan Mouritsen
      Abstract: Publication date: Available online 25 October 2016
      Source:International Journal of Project Management
      Author(s): Silvana Revellino, Jan Mouritsen
      Research on megaprojects points out the crucial role of politics in managing major infrastructure projects. Politics is often here presented as misrepresentation by the project maker who manipulates everyone else. This is where power is concentrated in the hands of the few. However, this approach may overlook another lateral version of politics by which power is plural and ubiquitous, and which, through Latour's notion of Dingpolitics, combines the questions ‘who has to be taken into account’ and ‘what has to be taken into account’. This brings the analysis further than stakeholder theory with its focus on abstract structural interests, towards articulated concerns about the objects that matter to people. Through analysis of the Italian system for stakeholder management—the so-called Conferenza di Servizi, which was organised according to stakeholder theory with an emphasis on representation of interested parties—this paper identifies the limitations of representation to predict the fate of a megaproject. Settlements based on interests are not able to capture all relevant actors and all relevant types of knowledge. In contrast to stakeholder theory, Dingpolitics explains project management as a process of finding out the multiple, evolving and sometimes indefinite contours of claims and concerns from many human and non-human actors by analysing both what actors are worried about and how their different concerns, ambitions and claims are composed.

      PubDate: 2016-10-27T21:45:45Z
      DOI: 10.1016/j.ijproman.2016.10.006
  • Filling the gaps: An investigation of project governance in a
    • Authors: Fiona Levie; Catriona M. Burke; John Lannon
      Abstract: Publication date: Available online 26 October 2016
      Source:International Journal of Project Management
      Author(s): Fiona Levie, Catriona M. Burke, John Lannon
      The importance of governance is widely recognised in disaster relief but the concept of project governance has not yet been examined. To address this, the response of an international non-governmental organisation (NGO) to the 2010 Haiti earthquake is analysed from a project governance perspective. The aim is to assess the understanding and applicability of project governance to NGOs operating in disaster relief situations. Drawing on an extensive review of extant literature, the dimensions of project governance are identified and a conceptual framework is developed as a basis for the investigation. The findings indicate that while the NGO does not explicitly recognise project governance as a concept, nine of its dimensions are particularly evident in the NGO's oversight of its project work. The research also reveals that effective project governance not only fills the governance gap between corporate governance and project management, but also between disaster relief and project management.

      PubDate: 2016-10-27T21:45:45Z
      DOI: 10.1016/j.ijproman.2016.10.007
  • Crafting an efficient bundle of property rights to determine the
           suitability of a Public‐Private Partnership: A new theoretical framework
    • Authors: Pauline Teo; Adrian J. Bridge
      Abstract: Publication date: Available online 26 October 2016
      Source:International Journal of Project Management
      Author(s): Pauline Teo, Adrian J. Bridge
      A Public–Private Partnership (PPP) procurement mode is poised to play a leading role in delivering global infrastructure. However, there is no fundamental microeconomic framework to determine whether a project or part/s of a project is a suitable PPP. This paper presents the development of a new theoretical framework that overarches and harnesses the application and integration of prominent microeconomic theories, namely, transaction cost and resource-based theories, property rights theory and principal-agent theory, to explain how an efficient bundle of property rights, associated with externalised project activities, is configured or crafted. This novel framework is developed to contribute significantly to advancing the rigour and transparency of PPP selection, as well as advancing theory of the firm. In turn, this change in current PPP thinking would appreciably increase the prospect of PPPs efficiently addressing the substantial appetite for this mode of procurement.

      PubDate: 2016-10-27T21:45:45Z
      DOI: 10.1016/j.ijproman.2016.10.008
  • Program group's discursive construction of context: A means to legitimize
    • Authors: Jaana Outi; Vanharanta
      Abstract: Publication date: November 2016
      Source:International Journal of Project Management, Volume 34, Issue 8
      Author(s): Jaana Näsänen, Outi Vanharanta
      Research on program management has highlighted the need to understand the organizational and social context in which programs are inextricably embedded. In this paper, we explore how the members of a temporary program management group negotiate the scope of its activities through constructing a shared understanding of its operational context. The results of this study demonstrate the discursive patterns through which the program group (1) separates itself from the parent organization and (2) withdraws itself from the responsibility to implement. Through doing this, the program group legitimizes buck-passing to the management and hence limits the scope of its agency. The discursive patterns employed draw on the organizational context in which the program group operates. With this qualitative study we complement earlier work on program management through deepening the understanding of context by viewing it as a product of social construction.

      PubDate: 2016-10-02T17:26:39Z
  • A Bayesian approach to improving estimate to complete
    • Authors: Franco Caron; Fabrizio Ruggeri Beatrice Pierini
      Abstract: Publication date: November 2016
      Source:International Journal of Project Management, Volume 34, Issue 8
      Author(s): Franco Caron, Fabrizio Ruggeri, Beatrice Pierini
      The capability to develop a reliable ‘Estimate at Completion’ from the earliest stage of project execution is essential in order to develop a proactive project management. In order to accomplish this aim, a model to formulate estimates at completion is presented which integrates through a Bayesian approach three knowledge sources: experts' opinions, data from past projects and the current performance of the ongoing project. The model has been applied to three Oil and Gas projects in order to forecast their final duration and cost. These projects are characterized by a high level of size, uncertainty and complexity representing a challenging test for the model. The results obtained show a higher forecasting accuracy of the Bayesian model compared to the traditional Earned Value Management (EVM) methodology.

      PubDate: 2016-10-02T17:26:39Z
  • A broader approach to organisational project management maturity
    • Abstract: Publication date: November 2016
      Source:International Journal of Project Management, Volume 34, Issue 8
      Author(s): Mihály Görög
      Around the new millennium, organisational project management maturity was a frequently occurring topic both in international conferences and professional journals. Many of the maturity models were published during this period. The response from professionals was largely positive, although there was also criticism in the literature. Many organisations, at the same time, have made investments in applying maturity models with little return in improved success rate achieved on their projects. Currently, this topic also attracts more attention coupled with challenging criticism. Central to this criticism are the inherent mechanistic approach and the subsequent narrow focus of the maturity models. The primary aim of this paper is to introduce a broader approach to project management maturity assessment, deduced from project management literature, which might address the criticism regarding the existing models, while it has the potential for developing more appropriate maturity models.

      PubDate: 2016-09-26T14:00:12Z
  • The role of social capital towards resource sharing in collaborative
           R&D projects: Evidences from the 7th Framework Programme
    • Authors: Miguel Linhares; Pinheiro Paulo Carlos Pinho Lucas
      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
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