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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.

Much has been written about managing information technology (IT) project contracts and their ultimate effect on fulfilling an organization's strategy. The integration of managing IT projects, contracts and firm strategy, however, continues to capture the attention of scholars and practitioners. This paper discusses the integration of these issues while providing a necessary process framework of how project contracts become strategic to firms when repeated transactions, increased risk identification, enhanced trust over time, and improved exploration and learning are present. IT project management has been and continues to be a growth profession, and the use of IT project contracts to outsource work has been increasing in importance as well. The authors have found that IT project management is collaborative when work is administered through information technology contracts that respond to organizational objectives. Because of the variance in how IT contracts are managed, they develop a strategic process model and discuss two lessons learned to better facilitate managing IT contracts. The proposed model and lessons learned provide insight so that the achievement of organizational strategy can be improved through simultaneous IT project and goal alignment.

Knowledge repository is becoming a key factor within organizations as it can maximize the probability and impact of Information and Communications Technology (ICT) project success. Therefore, project management (PM) processes and knowledge repository are widely used in ICT projects to improve the degree of project success. The purpose of this paper is to suggest a model that defines how the combination of PM processes and knowledge repository would successfully support project success. This paper adapts the quantitative research approach by using the survey strategy which is conducted through questionnaires collected from 320 people working in ICT companies in Jordan. The researchers utilized the Smart Partial Least Square (PLS) as an analysis technique to test all hypotheses. The findings suggest that there is a positive effect of adapting the PM processes in improving the project success mediation by the knowledge repository.

The purpose of this study is to address the use of knowledge management (KM) in project management (PM) to improve the success of IT projects in achieving organizational goals. The conceptual framework included the project knowledge management (PKM) model, which helped identify the knowledge sharing in IT software projects for a local insurance company in Baltimore, Maryland. Interview data were collected from 26 IT project stakeholders. The analysis revealed four themes of managing knowledge in the requirement process, code development process, testing process, and the helpdesk process for the success of the IT project. Each of the four processes used different KM repositories and face-to-face tools.

Purpose The Rethinking Project Management (RPM) research agenda has been influential in multiple domains. These include industry, education and research. In response to the call for papers for this special issue, the purpose of this paper is to consider RPM with a particular focus on the human side of project management. Design/methodology/approach Prior to joining academia, the author worked as a project manager for 15 years. This provided an opportunity for the author to consider the influence of RPM from three viewpoints: project practitioner; project educator; and researcher in project management. Findings Resources originating from project management bodies of knowledge and professional associations relating to the human side of project management are limited. This serves to emphasize the importance of the RPM-inspired research and its influence on the teaching and education of project professionals. The RPM agenda has also served to endorse a research agenda which is wide ranging and one that seeks to better understand and support the human element of project management. Originality/value RPM has encouraged researchers to consider project management beyond classical project management and the iron triangle of time, cost and quality. In doing so, there has emerged a rich and diverse body of knowledge which underpins the human element of project management and positively impacts the skills development of project professionals and the practice of project management.

Purpose The purpose of this paper is to identify issues in the long-term development of project workers, their career paths, their contribution to organizational success and their need for equity of opportunity. The long-term development of project workers, their career paths and their contribution to organizational success is explored. Design/methodology/approach A qualitative research design using semi-structured interviews was employed to gain an understanding of social and human issues related to careers in project management (PM). By researching the lived experiences and feelings of those pursuing a career in PM the aim was to gain insight into the career journeys and experiences of practicing project managers. Findings Those who choose to pursue a career in PM have the personal characteristics and sufficiently high levels of self-efficacy to deal effectively with the uncertainty inherent in the nature of projects and of project-based employment. Research limitations/implications Participants were drawn from current project practitioners. As a result, the views of those who have worked on projects and chosen not to continue their career in the area have not been gathered. Practical implications Predictions are that there will be a continuing demand for project managers with the capabilities required to deliver successful projects. The challenge for organizations is to create an environment that will encourage greater numbers of people to embrace the uncertainty of project. The findings reported provide insight into how organizations might attract, develop and retain the project expertise they require for success. Originality/value This research provides further understanding into the lived experience of project managers, with a focus on those who have unexpectedly found themselves pursuing a career in PM.

Purpose The purpose of this paper is to identify the major trends and contributions published in the Advances in Project Management book series and place them in the context of the findings and outputs from the Rethinking Project Management Network. A key aim is to address the concerns of project practitioners and explore the alternatives to the assumed linear rationality of project thinking. The paper further offers a guided catalogue to some of the key ideas, concepts and approaches offered to practitioners through the series. Design/methodology/approach This is a conceptual review paper that reflects on the main areas covered in a book series aimed at improving modern project practice and explores the implications on practice, knowledge and the relationship between research and practice. The topics are addressed through the prism of the Rethinking Project Management Network findings. Findings The paper explores new advances in project management practice aligning them with key trends and perspectives identified as part of the Rethinking Project Management initiative. It further delineates new areas of expertise augmenting those mentioned in the disciplinary canons of knowledge. Research limitations/implications The paper offers a new understanding of how knowledge is created in, for and by practice. Improving the relationship between theory and practice may demand a new appreciation of the role of practitioners and the value of their reflection in context. Practical implications The primary implication is to explore the new directions and perspectives covered by authors in the Advances in Project Management series, and identify main areas and topics that feature in the emerging discourse about project management practice. In addition, new conceptualisations of the role of practitioners in making sense of project realities are offered and considered. Originality/value New areas of interest and activity are identified and examined, offering a catalogue of new writing and perspectives in project practice. Reflection on the relationship between research and practice encourages fresh thinking about the crucial role of practitioner knowledge and reflection.

Financial mechanism as an element of programme management is at the intersection of project management and finance methodologies in the programme management subject area. Projects with the dominance of the investment components in project scope are estimated by stakeholders as the investment projects in a certain activity field, but not as the projects funded by certain capital sources. Different accents, different participants influence tools to each other, different approaches and management styles form the controlled programme environment and the uncertainty of its environment. The goal of the programme (or complex project) is not only a set of products (contract's subjects), but the effects of the participants received. Identification of the stakeholder participation effects has a high degree of uncertainty, but it is crucial in programme contracting and financial mechanism efficiency. As a result, the choice of the contract type, acceptable form of methodology or approach to the programme (or complex project) management and build in financial mechanism take place at different levels: legal, managerial and financial.

This dissertation researched what successful technology innovation project managers do. The primary objective of this research was to uncover insights on what the everyday look like for the project manager, and to build knowledge on the future of project management training. The interviews and observations based on the ethnographic tools and methods of contextual inquiry. The data collected has been analyzed with different ethnographic data analysis tools and methods, to extract insights both generic to every project manager, as well as differences between industries. This paper recommend a shift in the development of project managers from a strict tools and methods paradigm or a strict leadership paradigm, towards a development paradigm, where the six roles are developed simultaneously and in small steps, to make sure that no roles get too much attention. The complexity of the everyday of project managers indicates that even though prior research show little value of tools and methods, these may help structuring the complexity of projects.

Knowledge management is the process of capturing, sharing, developing, and using the knowledge efficiently. Knowledge sharing as one of the important parts of the knowledge management system means that an individual, team, and the organization share the knowledge with other members in the form of activities through the various ways. On the other hand, a project team is a team whose members usually belongs to different departments and are assigned to join the same project. In a project team, knowledge sharing is very important because it provides a link between the member and the project team by sharing knowledge to reduce cost and increase the performance. However, despite the importance of the knowledge sharing mechanisms and techniques in the project teams, to the best of our knowledge, the comprehensive and systematic research and study about the antecedents and backgrounds of knowledge sharing mechanisms between project teams is rare. Therefore, the main aim of this paper is to provide the comprehensive and detailed review of the state-of-the-art knowledge sharing mechanisms in the project team as well as directions for future research. Also, this paper presents a systematic literature review (SLR) on the knowledge sharing mechanisms in project teams up to the end of 2015. We identified 71 papers, which are reduced to 28 primary studies through our paper selection process. By providing the state-of-the-art information and the challenges issues, this survey will directly support academics, researchers and practicing professionals in their understanding of developments in knowledge sharing mechanisms and techniques in project teams. Offering a systematic overview of the knowledge sharing mechanisms in the project teams.Offering a summary of the selected articles.Exploring some primary challenges in the field of the knowledge sharing in project teams.Presenting the guidelines to face the existing challenges.Outlining the key areas to improve the function of knowledge sharing in project teams.

Tracking the actual course of a project is a difficult managerial task. A simulation offers a transitional phase between a plan and its implementation and offers a better way of testing the viability of the project. It is safe, cheap, efficient and risk-free. The goal of the research was to create a simulation of the implemented project in order to improve the management of a creative project. The main research method used consisted of creating a model using findings of the international standard A Guide to the Project Management Body of Knowledge (PMBoK) and using the project management methodology Projects in Controlled Environments (PRINCE2). The project called Laboratory was chosen as a suitable case study and the project plan (i.e. the system dynamics model) has been compiled accordingly. During the qualitative research, in order to obtain data for the model, and during the following discussion, we have learned that a technically oriented project manager and scientists do not really understand the language of cultural creators. However, if they cooperate with each other on a single project they have to find a reliable way of project management and appropriate ways of communication. Thanks to the modelling we have been able to determine not only the specific reasons for the project delay but also threats that have emerged from the actual development of the Laboratory project and its comparison with the plan.

Project Management Application is a web-based application that focuses to help students track their project schedule and activities, collaborate with the other project members and their guide;also discuss the various project related details in the discussion forum. The different features of the project management application have been discussed alongwith the platform used for developing this application.This project management application can be used by the stu- dents of any branch and field and thereby will be useful for the guide to analyse the productive work by the project members.

© 2016 Elsevier Ltd and Association for Project Management and the International Project Management Association. Project managers tasked with delivering safety-critical projects must demonstrate care, competence and confidence right from the earliest stages of project inception, when levels of uncertainty can be very high. Based on interviews with 30 project management practitioners in civil nuclear and aerospace sectors, this paper builds on work by Saunders et al. (2015), who posited the Uncertainty Kaleidoscope as a framework for identifying uncertainties. Our findings are that the six determinants of project uncertainty are similar across both civil nuclear and aerospace projects. The most commonly mentioned determinant of project uncertainty was the Environment, followed by Complexity, Capability and Information. The impact of Time on project uncertainty and Individual perceptions of uncertainty were mentioned less frequently by respondents. Our key contribution is to validate the Uncertainty Kaleidoscope over a larger data set, thereby enriching our understanding of the sources of project uncertainty in these two important and highly-consequential project environments.

This article discusses the ideal and practice of collaboration in a collaborative action research project in which university researchers work together with staff from the field of primary education. A qualitative case study was conducted using the theory of boundary crossing to make sense of the ways collaboration took place within the project team. The main theme, also a major dilemma in the project, referred to the transition from a democratic towards a more directive approach within the project design after the first year. The members of the project team took shifting and ambivalent positions within the project as they were trying to cross boundaries between the different goals of the project. Also, boundary objects on different levels contributed to the collaboration. We conclude that clear boundaries between groups or a strong shared identity, as proposed by an insider–outsider model of action research and the notion of first-order democracy, are not helpful in complex collaborative action r...

Purpose – The purpose of this paper is to investigate relational practices that can improve construction project outcomes in Malaysia. Design/methodology/approach – Based on the literature review, a questionnaire was designed containing 14 relational practices that were identified and grouped under five relational norms. Using a survey questionnaire, data were collected from clients, consultants and contractors in Malaysia’s construction industry. In-depth interviews were conducted to validate the statistical findings. Findings – When contracts are adjustable to address uncertainties, the projects concerned have better cost and quality outcomes. A better schedule outcome is correlated with coordinating and monitoring plans jointly. Open communication and sharing trustworthy project information have been found to produce better client-consultant and consultant-contractor relationships at the end of a project. When parties maintain a social relationship outside of a project, relationships between clients, contractors and consultants also improve significantly. Research limitations/implications – The findings are not easily generalisable due to the relatively small sample size, low response rate and the data being collected from only three regions in Malaysia. Practical implications – Clients need to take the lead in adopting relational practices, as these may give rise to warmer relationships and better project outcomes. Showing too much commitment and flexibility may harm the project schedule because of the frequent changes. Originality/value – This study found that the theory of relational contracting norms applies to Malaysia’s construction industry. The parties do not rely strictly on contract conditions but embrace role integrity, preserve relations and harmony to avoid relational conflict, and achieve their goals through proper means.

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.

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.

Public and private project managers contribute to the success of Large Infrastructure Projects. Considering the public client, so far researchers have been looking at him in a passive role with respect to project success. The focus of this exploratory research is what public project managers who are actively involved in the project, consider project success. Using Q-methodology, we identify four viewpoints in the respondent group, consisting of managers from five North-Western European countries and the specific success criteria accompanying these viewpoints. Within each viewpoint, the managers have the same vision on the ranking of project success criteria. Next to the conventional project manager, we distinguish the product driven manager, the parent oriented manager and the manager with a stakeholder focus. In Large Infrastructure Projects, where public and private partners collaborate, awareness of these different perspectives will help to understand the motives of the public project manager.

Project as an object of project management inevitably conceives a certain end goal to attain, which represents human dreams, hopes, and visions for the future. This paper attempts to offer a philosophical interpretation of project as a phenomenon that is open toward changeable and uncertain time and space that allows creative human intervention from the moment of its conception through its realization. A case study of Incheon Bridge, a national project in Incheon, South Korea, will elucidate how the phenomenal understanding of project can help project management create a sustainable source of future profits. In the first half of the paper, I will articulate a philosophical interpretation of project as a phenomenon. First, project will be conceived and situated within the world of phenomena that originate from the human mind. Secondly, the benefits of interchange between philosophy and project management studies will be shown to extend our understanding of various realms of human life including politics, economics, society, culture, diplomacy, and education. Ultimately, recasting project as a phenomenon will help broaden the conceptual reach of project management as a general process of realizing human dreams. In the second half of the paper, I will substantiate my conceptual argument with a case study of Incheon Bridge, an internationally acclaimed PM case. The success of Incheon Bridge project owes to the mechanism of translating a philosophical understanding of project as a phenomenon into a concrete matrix of numeric, which helped transparently visualize the whole PM process and further transform Incheon Bridge as a sustainable source of future profits.

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.

Project teams are expected to meet scope, time and budget goals simultaneously. It has been observed that many projects conducted nowadays are not able to successfully meet all three objectives at project's completion. Looking deep into project dynamics shows us that there is a built-in conflict originating from the need to meet scope requirements with limited time and money resources. This conflict appears to weaken the ability of project teams to meet all objectives successfully because it impairs cooperation among team members. In the paper we share some observations and suggest some tools that might help the project team to enhance cooperation, overcome the conflict and improve overall project performance. First we note that many projects have reserves of scope, schedule and budget. In part of these projects the reserves span the whole project plans. This is typical to projects for which planning is done in a conservative manner prior to taking a commitment. In other instances the reserves are found only in part of project plans while the other parts are under-estimated. This is a reflection of the uncertainty typical for most projects as of project kick-off and on till uncertainty is mitigated. Second we suggest some techniques to use these reserves in a way that helps the team to meet its objectives. We propose to establish and use a requirements buffer, in an analogous manner to the already established time buffer suggested in the Theory of Constraints. Then we propose a methodology to manage resource buffers in a manner that overcomes the shortcomings of current buffer management methodology. In order to further improve collaboration between project team members we suggest abandoning some common practices in the interface between the project manager and the systems engineer, practices that do not contribute and sometimes even interfere with the ability of the team to meet project objectives.

Surveys show that a major reason of project failure is the lack of benefits management. Even when projects are delivered in time and budget, they fail to create the expected benefits. Benefits management is not a knowledge area covered by project management, but it is the key domain for program management. Five differences between project and program management are explored and these explanations can be used to promote the idea of separating program and project management within an organization. Very often organizations do not understand the differences and so put burdens on a project and a project manager, which are not achievable. While some local heroes still manage to wear both hats, and deliver successfully, this is not a sustainable model for large organizations and for all organization to achieve higher levels of project management maturity. The five differences are: 1. project management standards do not embrace the concept of benefits 2. education and training for project manager does not include program management skills 3. capabilities of successful project managers differ from those of successful program managers 4. a project does not ensure benefits, it creates deliverables, which might or might not result in benefits 5. project managers are inward oriented, while program managers are more dealing with the outside An example is given, how the author morphed from being a project to a program manager. Not every project manager has the personal disposal for this transformation. In fact, most program managers have not pursued a project management career before.

Contemporary practice of project management is rapidly developing through interaction with emerging new practices that focuses on achieving better project performances by employing complementary management practices. The purpose of this paper is to explore the potential synergetic interaction between project management and marketing management practice. The findings indicated that using marketing practices in project management is evident and that project marketing management is an emerging practice that will bust projects performances to the top. The results also suggest that further research in this field is an order for development of both project management theory and practice.

Most of the literature on project management has been used to explain the concepts and ideas related to project management, yet limited research has been done on project management trends. This paper presents the study of the application of project management to the practitioner's world from the project management trends' perspective. This research addresses the global project management trends to watch in the years: 2015, 2016, and 2017. Consequently, the research is dissected from the point of views of propelling project management with knowledge management; research approach; research results; and conclusion & recommendations: global project management trends.

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.

This article proposes a conceptual implementation by means of a suitable framework to improve the continuity and integrity of information in project management. It is argued that this methodology offers a comprehensive benefit in terms of a holistic project management. The benefit characterizes itself mainly by a focused representation of project sections in dependence of the desired detail degree, as well as the base of information restorable any time on the basis of the origin production data. It takes advantage of a collaborative act to declare the necessities like keywords and conventions in advance, which has the main purpose to avoid semantic misinterpretation between users and the accepted model of approach. The concept of this scheme offers generally a high flexibility with only few dependencies – hence it's easy to extend the framework on consensual agreed pragmatics. Furthermore, it is shown that in practice there is a loose coupling to the underlying host system, which promotes the exchange of other systems. Since the framework payload is based on pure keyword mechanisms with expandable notation, a high degree of user-driven specialization is offered. Finally, the keyword pragmatic is explained on four keywords which have been agreed by a collaborative collection with selected industry partners and represent on behalf a possible application to a software Repository.

Dynamic growth of tourism business requires creation of new project attractive packages of services with corresponding quality and quantity. Expedient and relevant issue is the design and implementation of efficient and successful projects of socio–economic and innovative character in tourism, which need special methodology. The purpose of writing this article is to develop theoretical and methodological foundations of project management in tourist business. We applied general scientific and special research methods: analysis, synthesis, comparative characteristics, theoretical generalization, project approach. It was determined that the methodology of project management in tourism must take into account the main trends in the development of world tourism and local project view, aimed at cooperation and integration of local, regional and global tourist projects in accordance with the forecast of the World Tourism Organization (UNWTO). It was shown that in the project management they distinguish 9 functional branches, the main of which are the management of the subject area of the project (the contents), management of quality, time, cost, and additional – management of staff, communications, contracts, risks and integration of projects. The basis of the methodology of project management in tourism is the analysis of the needs of tourists in the target market and capabilities of tourist operator to satisfy them by using methods of observation, comparison, intuition, logic, applying the tools of marketing management. It was concluded that the methodology of project management implies consistent and interconnected implementation of the functions of management of tourism activity by the use of methods, tools, techniques and methodology of research in tourism. Management of tourism projects requires taking into account the features of tourist services with regular fluctuations in demand, changes in space and time, inseparability from the source (destination) and the impossibility to store. The scientific novelty of the research is in determining the methodology of project management in tourism, which covers integrated system of functions, methods, means and tools of planning and fulfillment of projects, taking into account the priorities of the development of tourism and resource and service facilities of enterprises in tourism industry, aimed at identifying future needs of tourists during their trip even before the completion of the project. The practical significance of obtained results is to apply the features of the methodology of project management in tourism business to obtain socio–economic synergy that will manifest itself in successful completion of the project, increasing the competitiveness of a destination, where the results of tourism project are implemented. Further research might be promising in the direction of modeling the development of tourist industry in Ukraine, taking into account the features of the methodology of project management in tourism business.

This research paper analyses three concepts that are correlated with the phenomenon of developing project management as a core competence of organizations. Project management competence is the individual's capability to support the organizational stability objective, aligning the mission and vision and optimizing the resource allocation to maintain a sustainable competitive advantage. This study reviews three concepts in relation to their assumptions and possible outputs: project management, competence management and psychological contracts. This discussion paper presents the thesis that these three concepts converge in an approach in which project management is, indeed, a core competence of the organization. To project-management-oriented enterprises, this concept can provide a fundamental research theme for business studies’ evolution. As the results of this reflexive paper, a series of possible research objectives are indicated, such as how the enterprise must stablish a psychological contract with subcontracted parties and employees in general, short-term hired professionals. Another concept concerns how companies should design a project management competence governance structure or system, using a framework of the International Project Management Association (IPMA), and how they can apply the ICB normative guide to develop project management as a core competence of Brazilian organizations.

Clinical departments are constantly faced with complex and novel tasks, which have to be managed with suitable approaches. This article describes selected aspects of project management in this context. In particular, it concentrates on the advantages and limitations of project management methods that have been established in industrial companies when used in a clinical setting. Also it compares the daily reality in clinical departments and industrial companies and highlights possible associations between surgery and project management. Besides aspects such as project planning, role definitions within projects and their specific casting in clinics, the article also demonstrates key success factors for an effective implementation of projects and a general introduction to project management in clinics. The article combines theoretical approaches with practical experience and thought-provoking impulses.

© 2016, Informa UK Limited, trading as Taylor & Francis Group. Uncertainty is a fact of project life. Most decisions that are made on a safety-critical project involve uncertainty, the consequences of which may be highly significant to the safe and timely delivery of the project. Based on interviews with project management practitioners on nine large-scale civil nuclear and aerospace projects, we explore how uncertainty emerges, and how project management practitioners identify, analyse and act on it. We make three important contributions. First, we present three approaches – structural, behavioural and relational – that individuals and organizations can adopt when contending with project uncertainty. Secondly, we characterize nine dualities at play in the management of project uncertainty and thirdly, we identify key differences between how civil nuclear and aerospace project managers confront project uncertainty, which have important implications for how projects might be organized in both these industry sectors. Drawing attention to the structural, behavioural and relational approaches to project uncertainty and the tensions that manifest themselves in each approach should enable the project management community to make progress in environments of high uncertainty where situations are often complex, rapidly changing and confusing, and yet where, for reasons of safety, failure is not an option.

The problems with the poor use of project data include: i. lack of visibility and transparency of what is being worked on; ii. differing understanding of purpose across the project team;iii. silo’d and individual work patterns; and iv. ‘watermeloning’, described as the reporting of project status and progress as green or to plan when the project is red, behind plan. Through the successful development and implementation of a Visual Project Status Wall, it was shown how the problems could be addressed by increasing transparency and collaboration in the project team. The Visual Project Status Wall is a low fidelity, flexible, interactive, visual and data rich artefact that can be quickly adapted to the changing needs of a project team. A set of critical success factors were identified that can be applied by practitioners to the use of Visual Project Status Walls on other transformation programmes.

This paper presents an instructional resource for an integrated financial statement analysis project. The project requires a quantitative analysis of a company's financial statements and a written research report. The project is designed to develop students' critical thinking and analytical capabilities through the application of course concepts to a real company, while also providing opportunities to develop professional competencies. Following Anson's Instructional Design Model (2007), the integrated project includes supporting activities, which are designed to aid students in achieving the project's learning goals. The supporting activities include in-class instruction on financial ratios, a computer lab session on Excel, draft papers, peer reviews of writing, and paper revisions. The integrated project also serves as an example of an assignment that is consistent with two recent education frameworks, the Integrated Competency-Based Framework (Lawson et al., 2014) and the AICPA Core Competency Framework (2015), which both advocate for increased integration of professional competencies within the accounting curriculum. Our instructional resource provides project instructions, supporting activities, as well as implementation guidance and a grading rubric. The paper discusses adaptations to tailor the project to various courses and audiences. The resources in this article are useful for instructors implementing a financial statement analysis project into accounting, finance, financial statement analysis and investment courses targeted at either the undergraduate or graduate levels.

© 2016 Czestochowa University of Technology. All rights reserved. Project managers’ competencies are one of the factors that have the greatest impact on the success of a project. Therefore, a characteristic of a project manager is an important issue for each project based organization. The purpose of this research is to examine differences in the competencies of construction project managers in Podlasie (Poland) and Johor Province (Malaysia). As a result of that study a classification trees were constructed. The characteristics that differentiate competence of construction project managers are features related to personality (expressing confidence, self-confidence, intellectual abilities, creativity) and managerial competence (ability to assess the impact of action taken, ability to work in a team, ability to formulate goals, ability to deal with stress and ability to make decisions) of the project manager. The research results contribute to cross-cultural studies in project management through identification of features that differentiate project managers’ competencies in various countries.

The project management literature on project success is rich. Numerous papers focus on the evolution of the understanding of project success, identification of success criteria and critical success factors. Critical success factors increase the potential for achieving project success, while project success can be evaluated with the help of success criteria. Although the interrelationships between critical success factors and success criteria are rarely analyzed, yet there is a strong demand for it. The aim of this paper is twofold. One of the aims is to identify the impact of one of the critical success factors, the project manager’s project management attitude on project success. The other aim is to highlight the interrelationship between the project manager’s personal characteristics and project management attitude and leadership style, which are three critical success factors. These aim to address the shortcoming mentioned above, which is considering the lack of the interrelationships between critical success factors and success criteria. The research outcomes are drawn from qualitative field research at the Hungarian subsidiaries of multinational companies operating in the ICT sector.

‘Work structuring’ refers to the design of the project organisation and includes how the work is divided into work packages and how the work packages are assigned to different subcontractors. Work structuring determines the scope and complexity of each work package as well as the dependencies between work packages and the need for coordination between the project participants assigned the different work packages. This study investigates the work structuring criteria that project managers use to decide the breakdown of the project scope in work packages. Data were collected on three projects through interviews with project managers and review of project records. The findings identify two major sets of factors influencing the work structuring: (1) commercial considerations, including the owner’s requirements and criteria such as budget pressures; requirements for use of local, disadvantaged and minority contractors; prequalification requirements; and licensing. (2) Production considerations including design factors, the difficulty and complexity of the work, interfaces and coordination requirements, the quality of the subcontractors who will be attracted by the work packages and potential production problems. These factors often create conflicting requirements and trade-offs that can affect project performance.

Emerging from rapid advances in digitization and technological capabilities is a new form of information systems development project: cyber projects. Cyber projects are complex, massive, and ambitious, often involving hundreds of academic, government, and industry professionals, requiring years of development, and costing millions of dollars. In our study, we examine how control is exercised in cyber projects. Based on a longitudinal study over eight years, we develop a process theory of the control of cyber projects. Initially we observe that project control is driven by the field, i.e., all of the individual or collective entities that subscribe to the general purpose of the project. This form of control is later replaced by a more bureaucratic form from government-sponsored entities to ensure that traditional project objectives are met. Once construction begins and the field understands the implications and promise of the project, we observe that control is again exerted by the primary project users in the field, complemented by authority-based control exerted by the government-sponsored entisty in the field.

The purpose of the study As the goal of this work defined a comprehensive study of the essence of project financing and finding opportunities for its implementation in the Russian context. The stated goal logically led to the formulation and solution of the following tasks: 1. the review and update of the conceptual project financing; 2. performing risk analysis and project financing; 3. search of approaches to minimize the risks for the method of project financing. Research methods General scientific methods of cognition (synthesis, induction, deduction, classification, system and factor analysis constituted the methodological basis of research. The results of the study In the framework of the conducted research the following results are obtained: 1. The essence and clarify the definitions used in project financing, determined by its place in modern investment processes. 2. The basic differences of project financing from long-term investment lending, which consists in the fact that the project financing mechanism provides an opportunity to implement more reliable and effective assessment of the creditworthiness of the borrowers, to analyze investment projects in terms of their viability, feasibility, financial security, risk, and minimize project risks. 3. The developed model of project financing of investment projects. 4. A classification of risks that are typical for project financing. 5. 4 proposed strategies for a method of project financing in order to minimise risks. Conclusion The method of project financing, which is worldwide considered as a major political and economic tools in Russia has not yet received due development. This led to the fact that the Russian participants of the investment activities are forced to use a less efficient mechanism for long-term investment or lending tools and analogies learned from foreign law. Since the traditional Russian approaches and under existing law because of their lack of competitiveness in project Finance transactions are not used, requires further adapt the mechanism of project financing in the Russian conditions. Scientific novelty Scientific novelty of research consists in statement, a theoretical substantiation and resolution of complex issues involved: • systematization of the existing approaches to understanding the project financing; • clarifying the conceptual framework of project financing. Refined interpretation allows us to consider project Finance as a system, including related parties of the investment process (banks; insurance companies; initiators of investment projects; logistics organisations; service providers, etc.). This system is formed in order to implement investment projects in which the sources of debt repayment and returning cash to become produced by the project cash flows; • with the development of a 3-step model of project financing of investment projects; • with the creation of the modern classification of risks of project financing, under which the allocation of legal risks, risks of lack of access to land, design risks, construction risks, economic risks, price risks, leasing risks; • approaches that minimize risks during implementation of investment projects with use of project financing mechanisms. The essence of these approaches is to introduce into the working scheme of project financing of the special tools (internal control procedures, transfer of risk to professional agents split cash flows, risk differentiation between the main contractors).

건설 프로젝트에서 정보관리 시스템은 도면, 문서관리, 행정처리 위주로 사용되고 있으며, 실시간 의사소통 및 참여자간의 의사전달 관리를 지원하는데는 한계가 있다. 본 연구에서는 다양한 커뮤니케이션 방식과 콘텐츠를 지원하는 플랫폼 비즈니스 시대에 맞추어 프로젝트 참여자간 의사전달 관리를 지원하는 협업 플랫폼을 개발함으로써 효과적인 의사소통, 정보공유 및 업무관리 효율화에 기여하고자 한다. 도면 및 문서관리 또는 행정업무 중심으로 사용되는 기존 프로젝트 또는 사업관리 시스템에서 벗어나 프로젝트 참여자간 커뮤니케이션 및 협업과 관련된 일련의 활동을 지원하는 협업 플랫폼(CCP)을 개발하는 것이 본 연구의 목적이다. 본 연구에서 개발된 CCP는 설문조사를 통해 협업 플랫폼 사용에 따른 효과가 검증되었으며, 기존 커뮤니케이션 또는 협업 방식에 비해 정보공유 및 배포, 기록 및 추적관리가 용이하며, 자신의 업무능력 향상에 기여한 것으로 나타났다.

In Industries many projects are undertaken for execution for a specific purpose. This stands in contrast with business as usual (or operations), which are repetitive, permanent, or semi-permanent functional activities to produce products or services. In practice, the management of these two systems is often quite different, and as such requires the development of distinct technical skills and management strategies. It has been observed that the challenges which project managers face are unrealistic deadlines, communication deficit, scope creep, failure in risks management etc. These challenges can lead a project to failure or can lead to schedule and/or budget overrun. As per a survey done in 2011 just for IT industry projects, it was observed that only 37 % of projects were completed as per original plan, rest of the projects either were challenged and exceeded the original baseline OR got scrapped. More than $1 trillion was the financial burden due to IT project failure in the US alone. It is evident from this statistics that organizations need to manage projects efficiently and effectively. This paper attempts to discuss the key variables which decide the fate of an IT project. As per the analysis done these factors, if paid attention to, can help project managers to keep the project on track. Some of the papers on construction industry (other projectized industry) also were studied to check for similarity or difference in the challenges with respect to IT industry. It has also been discussed some of the statistical techniques which authors are using for further studies for developing the models. Based on the studies and research made so far it has been found that there is very large financial impact due very low rate of project execution success with respect to the scope, schedule and cost baselines. Authors studied dependent (challenges in project management), independent (stakeholder management, risk management etc.), moderating and intervening variables for this challenge. Authors found out that there are 6 major independent variables viz. stakeholder management, baseline definition (scope, schedule, cost and quality), communication management, human resources and their skillset, risk and issue management, project control methodology, which impacts the success of the project if not managed properly. Authors are further carrying out the research to develop a model using statistical techniques like discriminant analysis using these variables.

People-centered innovation is a paradigm shift in the construction industry. It is derived from the supposition that people not methods, schedules, or budgets deliver projects. Our data suggest that a multilevel, multidisciplinary project team through shared vision, values, and a common vernacular defines, designs, and delivers more successful projects than traditional methods. These projects meet the needs of shareholders, the community, stakeholders, and the planet. We employ the concepts of emotional intelligence and agency theory to explain an integrated project delivery (IPD) construction project using lean tactics that not only delivered, but also exceeded expectations resulting in a six-month schedule acceleration and $60M savings over the original estimated cost of the project calculated assuming traditional project delivery methods. The safety rating for this project was 50% better than the national average and the expected improvement in operating margin for the new building is 33% greater. This paper introduces the notion of people-centered innovation to an industry that has struggled to adapt and show positive results over recent decades. Our case study describes the significance of people-centered innovation in construction project delivery. We discuss the implications for the construction industry going forward.

Many organizations establish projects to undertake change efforts. However, the aimed-for benefits are often difficult to harvest. A viable way to move the field forward may be to address the WHO question related to project benefit realization. A case study was undertaken in the international service organization with multi-site branches. The aim of this study was to investigate the potentials of integrating line managers in a formal role as project benefit managers within a project team for enhancing realization of project benefits. Based on the findings, we claim that line managers as project benefit managers can enhance compliance in project implementation. This is not least due to their detailed knowledge about operational processes. However, the cohesiveness of a project benefit manager’s network as well as the mutual relationship between the project benefit manager and relevant peer managers has an importance for the success of the project benefit managers.

In the implementation of the project, all parties involved expect the project can be completed in accordance with the expected goals. The expected goals, among others, order to the project was completed on time, not exceeding set budget and quality is met. Constraints in the implementation of the project will occur if the project objectives are not achieved properly. In the implementation of the projectmany conflicts or disputes between the elements involved in the implementation of the project. The purpose of this study was to identify the factors of conflict on the construction project.

Long wait times limit our ability to provide the right care at the right time and are commonly products of inefficient workflow. In 2013, the demand for musculoskeletal (MSK) procedures increased beyond our department's ability to provide efficient and timely service. We initiated a quality improvement (QI) project to increase efficiency and decrease patient time of stay. Our project team included three MSK radiologists, one senior resident, one technologist, one administrative assistant/scheduler, and the lead technologist. We adopted and followed the Lean Six Sigma DMAIC (define, measure, analyze, improve, and control) approach. The team used tools such as voice of the customer (VOC), along with affinity and SIPOC (supplier, input, process, output, customer) diagrams, to understand the current process, identify our customers, and develop a project charter in the define stage. During the measure stage, the team collected data, created a detailed process map, and identified wastes with the value stream mapping technique. Within the analyze phase, a fishbone diagram helped the team to identify critical root causes for long wait times. Scatter plots revealed relationships among time variables. Team brainstorming sessions generated improvement ideas, and selected ideas were piloted via plan, do, study, act (PDSA) cycles. The control phase continued to enable the team to monitor progress using box plots and scheduled reviews. Our project successfully decreased patient time of stay. The highly structured and logical Lean Six Sigma approach was easy to follow and provided a clear course of action with positive results. (©)RSNA, 2016.

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.

The success of ERP has been discussed extensively throughout the last decade. However, this research offers a new lens for understanding this success through combining project management theory with institutional theory. Based on neo-institutional theory, it is proposed that the more the Project Management (PM) and Benefits Management (BM) are used as practice and governance frameworks in an organization, the more it is able to use them in ERP projects since they become part of its institutional logic in managing its projects. Therefore, ERP investment success is hypothesized to be associated with the organization's project and benefits management institutional logics. After analyzing 130 questionnaires using Structural Equation Modeling, it is found that these hypotheses are supported. Furthermore, the organizations that have both logics outperform others which have not. This research implies that project management is not responsible for the project investment success. This is the responsibility of business change management.

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.

International audience; Researchers have long recognized that standard approaches to project management are ill-suited to address changes in the environment or business needs, particularly in innovative contexts characterized by uncertainty and complexity. Instead of being concerned with the efficient implementation of a deliberate strategy, a project in such a context becomes a process for strategy formulation. Three imperatives for project management arise as a result: managing the explorative phase, managing the involvement of stakeholders in the project, and managing the project in relation to the strategizing process of the firm. We propose that design thinking, a recent evolution in the field of design, can make some important contributions to these imperatives. Design thinking has been highlighted by practitioners as well as academia as a novel methodology that is potentially valuable for improving innovative outcomes, whether they are products, services, or strategies. We examine and articulate these possible contributions through 10 propositions that could form an agenda for future experimentation and empirical research on innovation project management.