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.
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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