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Project management software packages are increasingly used by companies. These tools require a substantial financial investment, hence the importance of identifying the real contribution of project management software packages to the realization of projects. However, studies on the impacts of software packages on the performance of engineering project management are rare and mostly based on perceptions. The objective of this study is to investigate, from real project data, the level of utilization of a project management software package, developed by an engineering construction firm recognized internationally, and its link with project performance and project characteristics. Results stemming from non-parametric tests and correlation analyses show that the level of use of the software, and some of its subsystems, appears to be linked to project performance. Project duration also seems to be the most critical project characteristic.

The organization’s strategy of a company is determinant in its performance. The need to develop methodologies to evaluate the performance of projects in organizations has a strong contribution to the development of maturity models. The lack of knowledge of these maturity models causes organizations to experience problems in the development and improvement of their project management processes. The main objective of this article is to adapt and apply a maturity model to assess the evolution of the maturity of project management practices in development teams in an academic environment. The Prado Project Management Maturity Model was applied to the project teams of the curricular subjects Development of Computer Applications of the second academic year and Information Systems and Technologies Project of the fourth academic year of the Integrated Masters in Engineering and Management of Information Systems course at the University of Minho. Through the application of the model, it was possible to compare the maturity between the two curricular units and to verify the effectiveness of the learning methods and strategies, and results in project management competencies throughout the course.

Programme management, the coordinated development, implementation, and evaluation of a series of related sub-programmes or projects, is central to the efficient delivery of all public health services. This chapter draws from the project management and programme and project evaluation fields to provide a practitioner’s guide to programme planning and project management. This chapter covers: the relationship between programmes and projects; the components of effective programme and project planning; how to develop a programme theory and logic model for a project and how to implement it; ways of developing an evaluation strategy; managing projects as part of a programme; how to be an effective programme planner and project manager.

We explore publishing trends regarding HRM and PBO in the main journals in the field of project management to highlight key empirical and theoretical contributions during the period 1996–2016. We offer three contributions to the field of project management. The first is theoretical where we analyze twenty years of research in key project management journals by adapting and extending the framework of Wright and Boswell (2002), and identifying categories of HRM research at three levels of analysis. This analysis provides an overview integrating exemplary research to date on the HRM-PBO link at different levels, showing areas where research is well-developed and also areas that, while promising, have not been examined in a systematic manner to date. Our second contribution is that we highlight a variety of theoretical as well as methodological resources from the HRM field that can be applied in project studies and in so doing promote cross-fertilization of ideas and approaches between these two fields. Finally, a key managerial contribution is that we introduce the project as a temporary organization level of analysis, explicitly making visible HRM practices on the project. This can guide both HRM practitioners, and project managers, in terms of the importance of projects as sites for human resource management and employment activities including careers, employee participation and employment relations all of which are critical issues and deserve more attention.

Besides lack of organizational support, using project risk management tools and methodology effectively has been one major challenge to project success. As China is extending its project management (PM) concepts from mainly construction and national defense projects to many other industries, project managers in those new industries rely on the use of PM tools and methodologies. However, it remains unclear to what extent the use of them can increase project success. To address the research questions, this study surveyed 93 project managers in China and found that success of project execution is contingent upon: (a) project risks, (b) PM methodology, (c) organizational support, and (d) PM tool use. The presence of project risk can stimulate increased use of PM tools, thereby helping achieve project success. Organizational support and PM tool use also remain conditions for project success. This study contributes to the current literature by assessing project success from the perspectives of organizational support, PM methodology, and PM tools.

Construction project performance relies on different dimensions of project management. Among those, integration management is of paramount importance since effective project management starts with the integration of processes and people within a construction project. This study investigates the influence of various components of integration management on construction project management performance and quantifies the relationship between those components and integration management. The proposed components of integration management are the development of a project charter, knowledge integration, process integration, staff integration, supply chain integration, and integration of changes; whereas the dimensions of project management performance are time, cost, quality, safety, and client satisfaction. A questionnaire was designed and administered to construction professionals and data from 121 projects was analyzed using structural equation modeling. The data was analyzed by using software, called SPSS AMOS. The findings of the research indicate that integration management has a strong impact on project management performance. The study contributes to the project management body of knowledge in that it develops a conceptual framework consisting of specific components for integration management, reveals the impact of integration management on performance, and proposes several tools and strategies for enabling effective integration along the project life cycle. Industry practitioners may benefit from the framework developed by considering the components proposed and following strategies recommended for construction phases.

The existing literature shows that organizational culture has a significant impact on its performance. However, few studies probe into their relationship in the context of project. This study examines the impactmechanism of organization cultureon project performancethroughorganizational citizenship behavior (OCB) in the construction projects. A survey on 451 professionals served in the construction projects is conducted. The findings demonstrate that organizational culture influences project performance significantly. And clan culturehas greaterpositive effectsonproject performance than other three culture domains. The results also indicate OCB partially mediates the impact of organizationalcultureon project performance. These findings suggest that organizationalculture can be used by project managers as a lever to exert citizenship behaviors among project members and eventually improveproject performance. The managerialimplications are discussed.

The principles of electronic project management (e-PM) implementation project-oriented enterprises are proposed. The decision-making tool in e-PM is the electronic project manager, which automates the project management process. The paper deals with the management of only those projects that can be clearly formalized in the planning and control of implementation: information resources creation and provision projects.A method for managing the timing of the procedures implementation in information resource creation and provision projects is proposed. This method allows “compressing” and “stretching” the implementation of the project, depending on both the deadlines and those labor resources that are allocated to perform the procedures. The method execution example is given.Electronic project management technology is implemented in the project information management system PrimaDoc-T. In this system, automatic project planning, documents (information) processing processes distribution, project documents archive maintenance are implemented, Статья посвящена разработке метода электронного планирования проектов создания и предоставления информационных ресурсов и принципов внедрения инструментов электронного проектного менеджмента в деятельность проектно-ориентированных предприятий. Описана система PrimaDoc-T, в которой реализованы функции автоматического планирования проектов, распределения процессов обработки документации (информации) по проектам, ведение проектного архива документов и приведены результаты ее использования, Стаття присвячена розробці методу електронного планування проектів створення та надання інформаційних ресурсів, та принципів впровадження інструментів електронного проектного менеджменту в діяльність проектно-орієнтованих підприємств. Описано систему PrimaDoc-T, в якій реалізовано функції автоматичного планування проектів, розподілу процесів обробки документації (інформації) по проектам, ведення проектного архіву документів та наведено результати її використання

This paper empirically studies the importance of managing design changes in dealing with time delay and cost overruns in construction projects. The main objective of this paper is to identify the causes of design changes and the implications on the Malaysian construction projects measured in terms of cost and time. It also aims to determine how rework induced from the design changes is detrimental to project performance and to suggest recommendations on how to overcome the related problem with project learning and effective communication in building construction. To investigate the factors giving rise to design changes, a total of 43 causes were first identified through a comprehensive literature review. The factors are categorised into client, consultant, contractor, site and external-related themes. This is followed by a qualitative research study involving semi-structured interviews with 12 experienced industry practitioners comprising of clients, consultants, and contractors. Critical incident technique employing content analysis is used to analyse the interviews transcripts in detail to provide a rich picture of the causes of design changes, the implications for project delivery performance, enablers of effective communication, enablers of project learning and types of reusable project knowledge. The research findings were further integrated to develop a collaborative model to manage design changes using effective communication and project learning approach. This model highlights the importance of effective communication and project learning towards improving the level of competency and cohesiveness of project team in managing future projects. Capturing and sharing of reusable project experiences is essential towards maximising the benefits of past experiences (lessons learned), shortening the learning curve and adding value to future projects in design change management.

In order to improve success rates of project management, this conceptual paper proposes the inclusion of knowledge management and organisational learning through projects as core aspects of the process, from both individual and organisational perspectives. The lessons-learned process within the project management profession is scrutinised in an attempt to provide new models to overcome the difficulties that inhibit success. Empirical research data from 66 practitioners in an online qualitative survey have influenced the development of our conceptual model. We review single- and double-loop learning systems within the organisation environment, and develop a triple-loop of learning for projects that forms the basis of a new framework. This research will enable future development of processes for utilising the lessons-learned throughout the project life-cycle and the organisation.

Project management assists many areas of human activities and recently has been considered as a way to ensure the success of scientific research projects. A primary problem is the need to identify the project’s success factors, which include phenomena, actions, events, and parameters that contribute to the success. The purpose of this study is to identify the management issues and oversights that pose a negative effect on scientific research projects. The study involves a questionnaire, distributed to several managers of research projects conducted within Polish universities. This paper presents the results of assessing responses to two questions of this survey. These questions about project management deal with goals achieved by marginal projects and an analysis ex post. The responses to each question are grouped into five types, on which a frequency analysis is performed. For each group, several conclusions and recommendations are proposed. The results are a first attempt to construct a set of suitable practices for the management of scientific research projects.

In recent years, the project approach has become an increasingly popular tool for achieving operational and strategic goals and to generally advance the business activity of organizations in fields such as innovation management. We demonstrate the need of including the project approach in the processes of creating innovative solutions. We posit that these two work methods can be combined into a coherent approach known as the innovation project machine. As part of this approach, innovations are implemented and developed more effectively, while agile project management and consolidated research for project managers, amongst others, are the source of inspiration. A systems approach to this concept could constitute a coherent synthesis of solutions available for engineering management. A proposition to integrate the project approach with innovative processes will enable expedient execution of business strategies in contemporary companies.

The disagreement on project complexity is a crucial problem as project complexity is closely related to the project management process particularly for the construction industry. Due to its negative influence on project management process, project complexity therefore needs to be understood and managed efficiently particularly in construction projects. The literature review uncovered the disagreement on project complexity varied interpretation in which analysis of its essential concepts was provided. The intention of this paper is to provide an understanding on the project complexity and its implications on the construction projects and to stimulate debate on this controversial topic. This paper intends to determine and categorise factors for project complexity influencing the construction projects in Malaysia. The data were collected through a survey of 101 respondents. The results indicated that, there are three categories of project complexity factors that influence the construction project in Malaysia. It is concluded that the project complexity concept is worthy to be studied further.

Highlights- Analysis of the management model of the System of Management of Agreements and Transfer Contracts (SICONV).- Relationship established between the phases of an agreement, managed through the SICONV, and the process groups defined by the Project Management Institute (PMI).- The management model adopted has different intensities of adherence to project management practices, depending on the area of knowledge analyzed and the phase of the SICONV life cycle.ObjectiveStudy the adherence between the PMI and SICONV project management practices. Even with PMI's efforts in designing the Project Management Body of Knowledge (PMBOK) specifically for the Government sector, there is no study linking it to the electronic environment that supports voluntary transfers (SICONV).ApproachThe article discusses project concepts and project management; contextualizes the management of projects in the public environment and the organization of the Brazilian State, with emphasis on the role of municipalities in the transfer of voluntary resources; presents the SICONV, its phases and functionalities and draws a parallel between the PMI process groups and the SICONV operational flow.FindingsThe model defined by the SICONV environment clearly emphasizes the formal and legal aspects of voluntary transfers of resources, that is, the proposal of the project by the municipal entity, the conclusion of the agreement between the municipality and the Brazilian federal government, the formalization of the act, the monitoring of the implementation of the project and the rendering of accounts. It is also worth noting that the management model adopted has different intensities of adherence to the practices in project management, depending on the area of knowledge analyzed and the phase of the life cycle of the environment.Research limitationsThe adherence analysis of project management practices to SICONV indicates gaps that pave the way for further research, given the dynamics of the presented environment.Practical implications The research presents the adherence between areas of knowledge in project management and SICONV environment, pointing to the need to expand the model with the objective of increasing the management of voluntary transfers to higher levels.Originality/Value There is a strong restriction in the literature on the wide adoption of project management practices in public administration due to the peculiarities of the environment. Thus, understanding the existing adherence between project management practices and SICONV for Brazilian municipalities can help to fill this gap.

Purpose This study aims to explore how to identify and manage opportunities successfully in a large multi-organizational infrastructure project. Large projects struggle with exploiting and capturing opportunities because of the lack of practices that support active and continuous opportunity management over the project lifecycle in inter-organizational project networks. Design/methodology/approach This study provides empirical evidence of a successful opportunity management process based on an investigation of an infrastructure alliance project. The adopted research approach is an inductive case study. Findings By analyzing an infrastructure alliance project, this paper identifies key activities of opportunity management and furthermore, discusses the enablers of active and continuous opportunity management. Practical implications This study supports practitioners by providing knowledge about the possibilities and activities that could be deployed during the project lifecycle to improve opportunity management process and about the enablers – factors that facilitate alliance partners’ capabilities to manage opportunities. Originality/value There is limited empirical research on the practices of opportunity management that support continuous, active opportunity management in inter-organizational project contexts, although multidisciplinary project networks have possibilities for taking advantage of opportunities that emerge over the project lifecycle.

Relationship management is recognized as a focus of the next generation of project management. As a major sector, the construction industry has increasingly embraced the concept of project-based relationship management. On the other hand, project managers have grown steadily in prominence. This research explores the contribution of construction project managers to relationship management through a combination of qualitative and quantitative methodologies. Project-based relationship management can be either internal or external. This research identifies 18 roles of project managers in internal relationship management (IRM) and 18 roles in external relationship management (ERM). As a result of data analysis, they are categorized into six internal role groups and five external role groups, respectively. In addition to role identification and categorization, this research provides evidence for the change in construction from traditional project management that concentrates on planning and control to new project management that highlights the importance of people and working relationships.

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

Effective risk management is a vital part of project management. The previous workshops in the construction industry have shown to suffer from the lack of a comprehensive risk management techniques...

Today, innovation is the main global economic growth booster, as well as representing a real need in all human matters. Private and public organizations must innovate to survive in a hypercompetitive marketplace that is changing profoundly and at an increasingly fast pace, conveying an ever-higher level of expectation, and linking social and technological fields that were previously separated. All organizations, public and privates; nonprofits; academia; professional associations; small and medium enterprises; and multinational industries have to develop their own missions in a highly complex scenario based on a large number of variables that are often unpredictable, dynamic, and managed by different owners. The market is affected by global crisis, not only economic and financial crisis but also crisis due to the reduced availability of natural resources; United States–European Union–North Atlantic Treaty Organization–Russia political tensions; social, ethnic, and religious issues; and different perceptions of values, quality, time, and cost. Consequently, it is more difficult to be innovative or to be recognized as an innovator, because the standards, the reference, and the metrics to measure this attitude have changed. In addition, it is more complicated to figure out how to create a sustainable development process. Studies on organizations show that innovation is achievable only through a strategic thought process and a specific risk-taking approach; it's feasible by implementing initiatives that aim at a global, integrated, and continuous modernization process, but it will and must infiltrate the whole value chain's phases and parameters [1] (e.g., people, processes, business models, offerings, and technology). Organizations, governing all these assets, can reach a real and concrete competitive position and create tangible benefits and values for all stakeholders and shareholders (Figure 1). Strategic initiatives should be carried out as projects, so they must refer to well-defined processes. They must benefit from support tools for their planning and execution and from teams with appropriate management and technical competencies and skills.

Purpose In a construction project, “participants’ satisfaction” is one of the main dimensions used for measuring the successfulness of a project. Designers perform a major role in attaining the project goals and managing project complexity during production. The purpose of this paper is to examine the designers’ performance as evaluated by the main participants: the client, the project consultant/manager and the main contractor, and to identify the main success factors of designer performance using the participants’ evaluation. The study also aims to examine how the economic size of a project affects the project participants’ assessment of the designer’s performance. It is assumed that as the size of a project increases, so does the complexity of the project, which will affect the scope of work and demands on the designers’ operational performance for the specific project level. Design/methodology/approach The Finnish project evaluation and benchmark database was used in this study as empirical data. The quantitative data consists of surveys on the project level and are based on a multi-dimensional standard evaluation wherein the main participants evaluate each other’s performances. The client, project consultant and main contractor evaluated the designer’s performance. The data of the study consisted of a total of 892 evaluations. ANOVA analysis was used to examine the differences between the project participants’ assessments based upon the different economic sizes of the projects. Findings Contractors were satisfied with the designers’ performance in small projects, whereas the client and the project consultant/manager rated the designers’ performance most successful in large projects. This result may be due to small projects are typically simple and less complex, in which case design solutions are generally well-defined. Nonetheless, the participants’ level of satisfaction follows the same factors. The main problems in the designers’ performance were related to the design content: the flawlessness and comprehensiveness, as well as the compatibility and consistency of designs. These factors were emphasized particularly in the client’s low satisfaction of the designer’s performance. However, project participants were satisfied with the collaboration with designers; however, room for improvement could be found in internal communication and collaboration within the design teams. The findings illustrated that the assessment of the success rate of a project was party-specific, which was clearly affected by the size of the project, as large projects appeared to be more complex than smaller ones. Practical implications The findings suggested that there is a need to develop project-specific practices in managing multidisciplinary design teams. Additionally, particularly in large projects, designers should focus more on solving problems and design requirements occurring at the construction site. However, this should be implemented in such a way that this does not interfere with the design activities conducted with the client and project management. While client satisfaction is low in the small projects, designers should focus more on customer-oriented methods to serve client needs better. Originality/value In construction project management studies, there is a need to measure the importance that various participants assign to different success factors. Since project success factors depend on project type, a more project-specific approach is suggested to identify the main parameters for measuring project success. This study provides a holistic approach of the designers’ performance, which contributes to the theory of project success and designers’ performance improvement.

Project management success is extremely interesting topic from scientific, as well as practical point of view. Namely, different models of project management success emerged through history, indicating the level of thoughts considering management of project successful. This article differs project management from project success, gives definitions of project management success, aims to review different models of project management success, differs success of managing public and private projects and gives a special accent on present situation in context of project management in Croatia. Comprehensive literature review is given, analysis and synthesis of most interesting material is made, and applicable practical guidelines are defined.

As part of the Technology Managers Notebook (TMN) series, I'm sharing some personal project management1 experiences with you, our readers. However, rather than writing about experiences while performing a typical project management role, the current article will refer to experiences in engaging into the development of the profession while the author was keeping himself up to date in his field. In a previous article, the author concluded the abstract with the question: "Time to rethink project management?" Initiatives have been started in the recent past, such as the "Dutch National Research Group on Project Management" (DNRG) from a research perspective under the umbrella of the local Dutch chapter of the International Project Management Association (IPMA) with a focus on the human factors. More recently another initiative has been started within Dutch chapter of the Project Management Institute (PMI) in the Netherlands coined the "Big10" initiative to address the future of Project Management from the industry perspective. And also in a recent meeting of the IEEE Technology & Engineering Management Society's-Administrative Committee (TEMS AdCom) a similar subject was raised and coined "What is Next in Management?". The current article provides an overview of some of the developments in the profession and on why the need is felt for change in future Project Management, and the initiatives referred to aim for. The current article is intended as a form of discussion paper, opening the dialogue to the readership and entering into the discourse on the subject of the future of Project Management, while still fitting the concept and purpose of the Technology Managers Notebook section in the IEEE Engineering Management Review. Food for thought, as there are no silver bullets, or as one project manager trainer used to answer on any question the author posed to him during a series of sessions: "it depends."

In this paper, the authors continue the discourse on lifelong learning as it relates to Project Management1. In previous editions in this series, the first author raised the topic about Rethinking Project Management and the trend and development towards the reflective professional. In addition, a number of presentations have been held in June at the conferences TEMSCON 20172 and ICE/ITMC 20173 that relate to these two subjects. In particular at the latter conference there was a special session dedicated to Rethinking Project Management with ten papers accepted and presented for the session. These topics, together with a view on these papers, and using a perspective offered through a literature review comparing traditional IT project organization with more current DevOps IT project organization, leads to a model depicting the inevitable tensions between the "business," "development," and "operations" in an organization that also needs to run projects. But also on how models can foster lifelong learning and support research through project management as previously introduced.

Common sense suggests that organisations are more likely to deliver successful projects if they have systems in place that reflect a mature project environment based on a culture of continuous improvement. This paper develops and discusses a Management Maturity Model (MMM) to assess the maturity of project management organisations through a customisable, systematic, strategic and practical methodology inspired from the seminal work of Darwin, Deming, Drucker and Daniel. The model presented is relevant to organisations, such as construction and engineering companies, that prefer to use the Project Management Body of Knowledge (PMBOK™ Guide) published by the Project Management Institute (PMI), but without the disadvantages of excessive time and cost commitments and a ‘one size fits all’ approach linked to rigid increments of maturity. It offers a game-changing advance in the application of project-based organisational performance assessment compared to existing market solutions that are unnecessarily complex. The feasibility of MMM is field-tested using a medium-sized data centre infrastructure firm in Tehran.

The problem that faced the project manager and project participants in the implementation is that the processes of traditional project management methodology aren’t integrated into the existing system of business processes. The reason for this is the lack of uniform generally accepted project management processes that must be performed on the stage of project planning and use of non-adaptive processes of traditional project management methodologies. The object of the study is the project management processes at the planning stage.It is proposed to integrate a project management processes to business processes at the planning stage. In description of the project management processes in the form of business processes, efficiency of formation of all the processes required for implementation of the planning phase of the project is increased that allow schematically show not only their sequence, but also incoming and outgoing documents required for the proper implementation of the processes, assign responsible in each process and describe the procedure execution processes.Research results are described functions, duties and powers of the roles in the project, defined processes at the planning stage of the project; described procedures for the implementation of each process; described template of outgoing process documents. Research results can be used to form the Rules of project management.This approach to description and organization of management processes at the planning stage allows to systematize the actions of the head of project management and management of the company, in turn, unify a single generally accepted procedure of project implementation, objectively assess the quality of the project management by the project manager, achieving the objectives of the projects.

Purpose Literature on organizational analysis identified that project participants have a certain impact on the project outcome. However, there is no study that identifies the impact of project teams and individual project participants on a green building project. The purpose of this paper is to analyze the impact of green building project teams on green building certification. Design/methodology/approach Project information, project team information, and green building certification grade were collected using the Canadian green building database. Project team data were analyzed and organizations were ranked based on their green building project experience and collaborations with experienced green building organizations. The page rank algorithm is used to calculate the rank of organizations in order to identify the impact of organizational rank on the final green building certification grade of a project. Findings The results show a positive relationship between the green building certification grade and the number of organizations with more green building experience in a project team. The results also show that not having experienced key organizations such as owners, designers, and contractors will likely lead to a lower green building certification grade. Originality/value Impact of project teams on green building projects has not been studied before. This study used an innovative method to analyze green building project teams and to investigate the importance of green building project experience. The findings of this study provided evidence to support the influence of project team compositions in green building projects. The results presented in this paper can help project owners and managers during project team formation for successful execution of green building projects.

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.

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.

This paper briefly analyzes the connotation and characteristic of knowledge management. Elaborating the problems which exist in the present scientific research project management, analyzing the relationship between university scientific research project management and knowledge management; putting forward the knowledgeable, informatization, modernization and humanization strategy into the process of scientific research project management under the view of knowledge management, and exploring theory and method to make full use of knowledge management, establishing the comprehensive and whole process management mechanism in local university scientific research project management, so as to improve the efficiency of scientific research project management, promoting the development of local colleges and universities’ scientific research.

Knowledge and experience are not the only prerequisite for a successful project; a well-performing team using proper tools and techniques ensures efficient project management. Adequate tool is essential to support decision making in management of any organizational business units. TALAIA OpenPPM is an open-source solution for managing projects, programs, and portfolios. SM2, founder of TALAIA OpenPPM, after 4i?źyears of experience of the tool implementation in companies from different sectors, came to a conclusion that the successful adoption of the tool is strongly affected with existing maturity level of the project management processes established in the organization. Also, this article derives lessons learned by SM2 in expansion and opening of a new business line in the international market.

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.

In many research studies on IT project development process, the authors have noticed that different frameworks are used for this purpose. In fact, many companies choose specific frameworks to run their IT projects based on project type and face dissimilar problems during the execution. In this research the authors are presenting a framework for IT project development using Capability Maturity Model. The framework has been developed to improve the IT project development in a large company because of the lower rate of successfully IT projects in that company. To develop the framework, they have used design science research and evaluated this framework with the project managers from that large company. The result of this research is a framework for IT projects development that is based on generic Capability Maturity Model and is adapted to the specific needs of an IT project development environment. Moreover, the framework identifies for each key process area of IT project development, the goals and activities to be performed.

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.

In 21th decade, organizations are faced with changes and must know how they learn and manage the learning to be powerful in comparative market. Knowledge management is the way to improve the conditions of stability of organization. When this way is successfully implemented in organization, the appropriate cultural field has already been paved the way for this system. Different researches show that knowing these two factors as the most important necessity is the priority of activities of organizations’ mangers, and the stability of organization is assured by planning organizational strategy. According to the importance of issue, Denison model is used to investigate the dimensions of organizational culture and Conrad and Newman models are used to evaluate the dimensions of knowledge management the process of knowledge management and the relation between them have been explained after mentioning the review of literature. Finally, in order to strengthen organizational culture and successful deployment of knowledge management offered suggestions.

Many construction companies struggle with multi-project optimization and change despite adhering to normative project portfolio management instructions and best practices. One explanation is that managers lack extensive multi-project management experience from which to apply related theory to practical outcomes. This paper proposes a three-dimensional segmentation framework to guide companies with no prior project portfolio management experience in establishing a project portfolio management system and applying it to their situation. The framework decomposes an expansive and disorganized multi-projects group into a set of simple activities from three different dimensions (project type, project phase, and the management layer) to facilitate the introduction of project portfolio management theory and principles. Then, a case study illustrates the application and utility of the proposed framework. Although this framework was initially developed for a Chinese electric power construction company, it can also be applied to other construction companies in similar circumstances worldwide.

Few research studies investigate the relationship between enterprise knowledge management (KM) and project management (PM). These studies have shown that today’s PM approaches do not sufficiently include the required KM processes to derive the highest value from project investment. This research highlights the potential benefits of implementing an enterprise-wide KM approach to project management. The relationship between the four KM pillars, as defined by Stankosky, and the PM knowledge areas, as defined by the Project Management Institute (PMI), are investigated. A survey questionnaire reveals significant positive relationships between the KM pillars and PM knowledge areas. The significance and the nature of this association support the study’s assertion that the management of projects improves as enterprise-wide KM processes and activities are increasingly used.

Risk management is the key function of project-based organizations, and its ultimate objective is to create value for the corporation. In recent years, many project-based organizations have implemented project risk management systems to measure and manage all complex risks of their projects. Previous studies in project risk management were limited to designing and implementing risk management systems. Some research has been conducted about evaluating the performance of enterprise risk management systems and disaster risk management systems. But there is a research gap in evaluating the performance of project risk management system. The purpose of this research is to fill the gap by conducting an in-depth research in identifying the key performance indicators of project risk management system and offering a framework for evaluating the performance of this system. The research methodology is based on literature review and case study in a project based organization. The validity of the framework was evaluated by interviewing risk management experts and revising and incorporating their ideas. This study offers advances on the performance evaluation of a project risk management system and provides a strong theoretical basis for future researches in this field of study.

This study proposes a conceptual framework of Project Ecosystem Competency Model that could contribute to the creation of sustainable performance in engineering organizations and industries as well as enhancing the value of project stakeholders to contribute to project sustainability. Within the engineering organizations, working processes are evolving from operational-oriented processes, which are repetitive and sustainable, to project-oriented processes, which can be defined as temporary and unique. In addition, organizational structures are changing from functional structures to project-driven structures. For example, engineering projects are becoming influential to industrial and organizational sustainability because of its performance of special features and requirements of the projects. However, engineering projects are not easily sustainable because they are only evaluated by one criterion whether the project has succeeded or failed. For many organizations or industries, more than one project is being executed simultaneously, and these multi-project environments can affect the sustainability of the organizations or industries. This study proposes a Project Ecosystem Competency Model to show how ecosystem impacts project lifecycle and understand mutual and reciprocal relationship for successful management of multiple projects. Project Ecosystem Competency Model consists of three aspects: design and maturity of the project ecosystem; project success factors and performance index; and the competency of engineering project management organization that contributes to the maturity of the project ecosystem.

Where to get qualified project managers who understand the specifics of business is relevant question for any large project-oriented company. Especially this problem is becoming more acute in terms of dynamic changes in the business environment and intensifying the processes of labour migration between competing companies. We should not forget the continuous development of the discipline of project management, the emergence of new areas of knowledge, technique and new professional Standards. In this situation, the Corporate University is becoming an important tool for organising of a process of sustainable development of organization project culture taking into account the interests of various internal and external stakeholders. An innovative model of sustainable development of IBS project culture is based on three principles. First, for the trainees, who are coming into the company directly from a University bench, it is an organisation of fundamental training on project management. Secondly, to consultants, who showed themselves as a potentially project managers, it is the ability to change the trajectory of career growth. And finally, for professional project managers, coming from other companies it is their adaptation and further personal development based on the business specifics of IBS Company. Main components of the Programme are considered in the paper - from training of Master students on the position of a graduate employee (trainee), till coaching for the Project Directors; from the study of the Project Management methodology, till practical case studies, formed on the basis of real projects of the company.

This paper explores the need for global professional standards in the project cost management field. A range of global standards and guides have been developed for the project management profession as a whole but there have not been any developed specifically for project cost management (other than as a subset of project management standards). It will be argued that project cost management (be it Quantity Surveying, Cost Engineering, Project Controls or cost management carried out by Project Managers) is a specialist technical field that requires its own specific standards. The paper will examine the various national and regional professional standards that have been developed for the Quantity Surveying, Cost Engineering and Project Controls professions by various countries and professional associations around the world. It then examines the issues surrounding the lack of global standards for these professions and explores the benefits of developing over-arching strategies to produce global standards/programs. The paper then describes current initiatives to develop these specific global standards. This will include the International Construction Measurement Standard (ICMS) that is in the early stages of development. The research methodology underpinning this study comprises a review of professional standards around the world and interviews with practitioners and members of professional cost management associations within the International Cost Engineering Council (ICEC). The paper concludes with a range of recommendations and strategies to help address these issues.

The interactions between the project manager and team members may be affected by several variables, such as culture, leadership style of the project manager, and the complexity of the developed tasks. Focused in this context, the objective of this paper is to investigate and describe how the culture issue can affect the anagement of global project teams. It is a qualitative, descriptive study conducted in a large multinational company in the automotive sector. The results of this research show that cultural issues can influence both positively and negatively the management of project global teams and the managers of these projects have to deal with several management challenges that require the adoption of certain ways of dealing with culture impacts in managing their teams to minimize potential problems in this context., As interações entre o gerente de projetos e os membros da equipe podem ser afetadas por diversas variáveis, como a cultura, o estilo de liderança do gerente de projetos e a complexidade das tarefas desenvolvidas. Com foco nesse contexto, o objetivo geral neste artigo é investigar e descrever como a questão cultural pode influenciar a gestão de equipes de projetos globais. Trata-se de um estudo qualitativo e descritivo, realizado em uma empresa multinacional de grande porte do setor automobilístico. Os resultados obtidos nesta pesquisa demonstram que a questão cultural pode influenciar de forma tanto positiva quanto negativa a gestão de equipes de projetos globais e que os gerentes desse tipo de projetos têm de lidar com vários desafios gerenciais que exigem a adoção de determinadas formas de lidar com os impactos da cultura na gestão de suas equipes para minimizar os possíveis problemas existentes nesse contexto.

What happens when software project funding is temporarily cut off and then restored at a later date? Although project funding gaps clearly result in software delivery delays, it is difficult to understand the causes and estimate the relative magnitude of the impact. This article uses System Dynamics modeling to examine how gaps in funding affect software development productivity and product delivery delay. Results provide software engineering managers with an improved sense of the negative effect of budget fluctuations. Two key insights for practicing engineering managers include a Ramp Up Tax that slows development and a Gap Tax due to the loss of project-related skill and familiarity when developers are transferred off a project and then return. Model experiments presented allow managers to compare the impact of temporarily stopping a project versus stretching out a project by temporarily reducing the funding level. Both the model and the patterns of results can provide project managers with a s...

The aim of this study was to assess the application of strategic project management (SPM) in Nigerian public research organisations. A case study approach involving four R and D organisations in Nigeria was used. A total of 213 questionnaires were retrieved and these were analysed using quantitative research software, SPSS version 21. The results revealed that 95 per cent of respondents acknowledged that projects executed by public research organisations were planned, but the conventional project management practices were used instead of strategic project management (SPM) principles. In addition, it was found that the level of implementation of the project management practices were also inadequately implemented as such affected the organisation's performance adversely. As established in this study, the concept of strategy is changing and to address the factors that affect research and development project implementation, senior project practitioners need to pay more attention to strategic, operational and project risks.