Changes in technologies and practitioner approaches to project management have led to a mix known as hybrid. This research identifies approaches practitioners currently use and determines possible ...influences on how a project manager selects an approach for a project. Four hundred participants completed a survey questionnaire to help identify methodologies in use. Additionally, participants reviewed a list of 39 specific project management tools and techniques to indicate their level of use for each of them. Our findings indicate that few project managers exclusively employ agile methodologies without the incorporation of predictive techniques and tools. Chi-square analysis was used to analyze industry, project manager experience level, and type of project to determine the influence on approach selection. The results showed that industry and type of project were important to selection, but a project manager's level of experience was not. A qualitative analysis identified two additional important factors of company policy and team experience. Overall, the study supported that there is no best approach to managing projects, but hybrid is emerging as a predominant approach to exploit the benefits of multiple approaches. Additionally, the data implies a need for greater support, resources, or education to facilitate the successful implementation and longevity of adaptive project management approaches.
This paper presents the results of a structured review of the rethinking project management (RPM) literature based on the classification and analysis of 74 contributions and in addition takes a ...critical look at this brave new world. Through the analysis, a total of 6 overarching categories emerged: contextualization, social and political aspects, rethinking practice, complexity and uncertainty, actuality of projects and broader conceptualization. These categories cover a broad range of different contributions with diverse and alternative perspectives on project management. The early RPM literature dates back to the 1980s, while the majority was published in 2006 onwards, and the research stream appears to be still active. A critical look at this brave new world exhibits the overall challenge for RPM to become much more diffused and accepted.
•We have reviewed and categorized the Rethinking Project Management (RPM) literature•Categories are contextualization, social & political aspects, rethinking practice•...complexity & uncertainty, actuality of projects, and broader conceptualization•RPM literature dates back to the 1980s, but majority was published in 2006 onwards•The overall challenge for RPM is to become much more diffused and accepted
Many believe that project complexity reduces project management performance. However, so far research has failed to establish this causal relationship conclusively. We extend research on project ...complexity by introducing the concept of team-level absorptive capacity and by studying its role as mediator between project complexity and project management success. Applying structural equation modelling to a sample of 285 respondents, we find an unequivocal, direct and positive statistical association between project complexity and delays and overspending. Further, we show that team-level absorptive capacity is critical for successful project management, but also that absorptive capacity can only partially offset the harmful impact of project complexity. Beyond adding to project management theory, the paper contributes to the wider management literature. We establish complexity as an antecedent of absorptive capacity and demonstrate how each dimension of absorptive capacity has unique determinants and outcomes.
•Project complexity increases the risk of unscheduled delays.•Project complexity makes cost overruns more likely.•Team-level absorptive capacity mitigates delays and overspending.•Project-team capacities cannot fully offset the effect of project complexity.
Topics of project management and sustainability have been addressed by countless studies, but research focusing on the intersection of these topics are needed. This research looks at sustainability ...through the triple-bottom line perspective: economic, social, and environmental. It aims to identify key aspects of sustainability in project management context and to understand its importance based on project managers' lens. A systematic literature review merging bibliometric and content analysis was applied toward an understanding of the key topics. Further, a survey of project managers was performed and analyzed through exploratory factor analysis. The results show that four factors stood out: Sustainable Innovation Business Model, Stakeholders Management, Economic and Competitive Advantage, and Environmental Policies and Resources Saving.
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•We identified the variables on sustainability in project management.•These variables were clustered in four factors that explain 70% of the variability.•The key factors include strategic and tactical issues.•The factors are explained concerning corporate and academic context.
The Business of Projects broke ground when it was first published in 2005, by showing how leading businesses create and implement projects to drive strategy and innovation. Projects are used to ...coordinate activities with customers and suppliers and ensure that organisations become more dynamic and adaptable. The book extends the resource-based view of the firm to focus on the business lessons learned from the design and production of high-value complex products and systems (CoPS), which have always been project-based. As well as frameworks and management tools, it provides case studies of high-technology industries - such as telecommunications, flight simulation and medical devices - to show how projects are used to achieve strategic objectives, perform systems integration, organise productive activities, manage software, achieve organisational learning and deliver solutions for customers. This book is essential reading for project professionals, academics, students, engineers, managers and policy makers seeking a strategic, innovative perspective on projects.
Alors que 40 % de l’économie est gérée en mode projet, force est de constater qu’on est encore loin d’avoir tiré parti du plein potentiel de ce type de management. Car les rouages de la gestion de ...projet sont souvent mal compris, ce qui nuit à la réalisation des objectifs fixés. Alors, comment obtenir des résultats tangibles ayant de la valeur tant pour les clients que pour les utilisateurs ?
Despite the prevalence of project-based work in academic libraries, there is a notable variance among academic libraries in their application of formal project management methods. This scoping review ...examines peer-reviewed academic literature to uncover examples of formal project management methods, techniques, and tools being utilized in academic libraries in order to identify broader trends about the methodologies used, the settings in which they are applied, and the successes or challenges the libraries have experienced. The study concludes with recommendations for future research and a call for a more rigorous integration of project management training in library science education, to better prepare librarians for the increasingly project-oriented nature of library work.
The PRINCE2 Agile® Practical Implementation Guide -
Step-by-step advice for every project type, Second edition
explains how the structured, management-driven PRINCE2 project
governance framework can ...work cohesively with team-driven,
quality-focused, responsive Agile methods.
This guide provides an overview of PRINCE2® and Agile before
detailing the combined PRINCE2 Agile governance and project
management framework. It also provides expert guidance on how to
implement the PRINCE2 Agile framework in your organization, whether
you have existing PRINCE2, Agile or waterfall structures in place,
or you are implementing PRINCE2 Agile with no pre-existing
frameworks.
The key to successfully implementing PRINCE2 Agile is
understanding how it brings together PRINCE2 and Agile best
practices into a cohesive framework, and how to adapt that
framework to meet your organization's specific needs. This guide is
structured to provide you with the core information that you need
to understand how PRINCE2 Agile works, and implementation
guidelines aligned to the needs of your organization and your
projects.
Ideal for PRINCE2 Agile students, project managers, IT managers,
senior managers, PRINCE2 users and Agile users, this guide will
help you to successfully deliver high business value outcomes
within the PRINCE2 Agile framework.
This guide is aligned to the official PRINCE2 Agile® guide,
Third impression . PRINCE2® is a registered trade mark of
AXELOS Limited. All rights reserved. This book is an official
AXELOS licensed product.
Successful development of Information Systems (IS) Projects has been a source of competitive advantage for many organizations. This paper proposes the Cost and Time Project Management Success – ...CTPMS, an essential measure in this context because projects must dynamically address cost and time success under an agreed scope. The goal of the paper is to identify the project management practices through which an organization can optimize the CTPMS of IS development projects. Because multiple factors can influence project management success, we analyze a real-world sample of 899 IS projects of a leading bank, using hierarchical models to account for the effects of predictors at four levels of analysis: portfolio network, project, project manager, and team. In addition to proposing and discussing a new measure of project management success for information systems development projects, we identified that project size, duration, postponement, and project manager formal power showed positive effects, whereas team size and team allocation dispersion presented negative effects. The results suggest guidance for factors such as team member allocation and prioritization, among others.
•Analyzes of a real-world sample of 899 Information Systems projects of a leading bank.•Hierarchical model with four levels of analysis: portfolio network, project, project manager, and team.•Proposal of a new measure of project management success for information systems development projects.•Project size, duration, postponement, and project manager formal power showed positive effects on project management success.•Smaller, and less-disperse teams have better results than larger and sparse teams addressing a multiplicity of projects.
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