Inclusion of strategic management theories to project management

Purpose – The purpose of this paper is to explore benefits and issues of integrating the theory of constraints (TOC), resource-based view (RBV) and resource-dependence theory (RDT) with conventional project-based management frameworks. Design/methodology/approach – Extant literature is used to develop a conceptual framework of an integrated model that will be tested for applied robustness. The model has been applied to published projects to identify its strengths and weaknesses. Findings – The work shows important implications for improved success of projects from the use of TOC, RBV and RDT. Research limitations/implications – While TOC, RBV and RDT are well established in the context of organization theory, there is limited application in project management. Moreover, the model has yet to be applied in the field. The hypotheses identified in this research are currently being tested using empirical investigation. Practical implications – The research falls short in addressing some resources, e.g. innovation, tacit knowledge and decision-making methods in traditional project management context. Therefore, identifying these critical resources in future work and exploiting them as the means of improving project performance would enhance the success of project-based management. Social implications – Project management is an emergent discipline and a project is temporary in nature. Therefore, new ideas and development of theories for project management practices are required. This innovative research, for example, may change the way projects are executed in future. Originality/value – This paper examines the components of a successful project according to the iron triangle, i.e. scope, quality, time and cost. However, through the application of TOC, RBV and RDT into an integrated project-based management framework gives new insights to resources management.

The concept paper aims to explore and establish comprehensive strategies for incorporating advanced technological tools and methods into project management practices within Nigeria. This executive summary highlights the paper's primary objectives, theoretical foundations, and expected outcomes, focusing on the transformative potential of technology to improve project efficiency and success rates. The primary objective of this paper is to develop a framework for integrating innovative technologies into project management strategies in Nigeria. It emphasizes the need for modernizing traditional project management approaches to keep pace with global standards and enhance the efficiency and effectiveness of project execution. The paper underscores the potential of technologies such as artificial intelligence (AI), machine learning (ML), blockchain, and cloud computing to streamline project workflows, improve resource allocation, and facilitate real-time decision-making. Central to the paper is the exploration of various technological innovations and their applications in project management. It examines the impact of AI and ML in predictive analytics for project planning and risk management, blockchain for ensuring transparency and accountability in project transactions, and cloud computing for fostering collaboration and data sharing among project stakeholders. The paper discusses how these technologies can be leveraged to address common project management challenges such as cost overruns, delays, and quality issues. The concept paper delves into theoretical models and frameworks that support the integration of technology into project management. It reviews models like the Project Management Body of Knowledge (PMBOK) and Agile methodologies, emphasizing how these frameworks can be enhanced with technological tools to optimize project outcomes. The paper also highlights the importance of adopting a flexible and adaptive project management approach to accommodate the rapid evolution of technology. Addressing the practical challenges of implementing innovative project management strategies, the paper identifies issues such as the digital divide, resistance to change, and the need for specialized skills. It proposes solutions including capacity-building initiatives to upskill project managers, fostering a culture of continuous learning, and encouraging public-private partnerships to support technology adoption in project management. The anticipated outcomes of integrating technology into project management include improved project delivery times, enhanced quality of deliverables, increased cost efficiency, and better stakeholder satisfaction. These improvements are expected to contribute to the overall success of projects across various sectors in Nigeria, driving economic growth and development. The paper provides a strategic roadmap for modernizing project management practices through the adoption of advanced technologies. By leveraging these technologies, Nigerian project managers can enhance their capabilities, achieve better project outcomes, and contribute to the nation's socio-economic progress. The paper calls for collaborative efforts from government, industry, and academia to create an enabling environment for technology-driven project management, ensuring sustainable development and long-term success.

Introduction One of the challenges faced by students that are involved in the acquisition of an academic degree, as Higher Education or a PhD., are related to the difficulties of development of a Academic Research Project. Such challenges are surrounded by incorrect determination of the research scope and complexity, the erroneous estimatives for the research conclusion (or even the time demand due to problems occurring during the research development) or even finishing with poor quality as something that were not expected by the advisor and other evaluators. These elements culminates in the application of Project Management Theory that is being studied by institutions such as the Project Management Institute--PMI (PMSURVEY.ORG, 2010) over the years and which aims to improve the process of project development in general, including academic projects aimed at scientific research in the university accordingly to MUSTARO & ROSSI, 2013. PMI is responsible for developing guidelines for project management as defined on the Project Management Body of Knowledge--PMBoK (PMI, 2008). From the presented scenario, the general objective of this paper is to establish link between academic research projects with the Project Management Theory. As specific objectives, this paper considers: 1) present the types of academic research projects that can be treated according to the precepts of the project, 2) provide project management theoretical foundations, and 3) present part of the process groups of PMBoK (Project Management Body of Knowledge), a framework widely used in over a hundred countries, linking these process groups to the academic research projects. To develop the proposed objectives and present the research results this paper is organized as follows: initially is described the Project Management Principles, then the processes involved in Initiating and Planning Process Groups are detailed based on PMBoK as well their relation with Academic Research Project. For each process group, their relation with the Knowledge Areas from PMBoK are detailed, and specific templates, as an Academic Research Project Plan Template, are presented. Finally, the conclusions are related and future works are suggested. Project Management Principles It is considered that the man have been using actions that turns to practices of project management since long time ago. It is also considered that some important monuments created throughout the history of modern man were built under the precepts of project management although these were not formalized at the time. Valle et al. (2010) show historical analyses that consider the concept of project management can be older than it looks. According to the authors, the construction of the pyramids of Egypt, the Great Wall of China and the Coliseum in Rome represent examples of man's efforts that must have been regimented by principles of project management. In the contemporary era is verified, as Valle et al. (2010), that several works were done under management of big monetary amounts and the work force of thousands of workers, which generated the need to implement project management practices. According to the authors, Taylor (1911) was a pioneer in the science of Project Management and Gantt (1919) was another student of these sciences. Both contributed greatly to the practices of modern project management. Although great events of the past suggested the theories of project management, it was only in the early twentieth century that the theories, methodologies and frameworks aimed at project management were in fact established. A timeline, according to Carvalho & Rabechini Jr. (2011), present great landmarks of project management from the twentieth century. This is able to present the evolution of project management practices and represents milestones in this setting, as shown in Table 1. In general, project management practices bring many benefits. …

Challenges could be observed as opportunities for success. The growth of project management body of knowledge and the advancement of project managers’ capabilities in dealing with resources are crucial to the successful delivery of projects. This paper builds on vast review of literature that took place over a series of publications under Project Management topic. The management of uncertainty and dealing with different challenges are seen as necessary conditions for effective project management. Sources of challenges are wide ranging and have fundamental effects on projects and project management body of knowledge. These challenges are not limited to specific industry, and include scope management, information technology, team dynamics, customers’ satisfaction, lean management, communication, innovation and quality. Common project management body of knowledge does not address many of the listed sources of challenges, particularly in ‘soft’ project management skills where flexibility and tolerance of PMs are necessary. More advanced efforts to figure out and handle important sources of challenges are needed. Such attempts need to entail project managers’ capabilities as well as the organization maturities including some aspects of organisation culture and learning.

The article examines the main international standards for quality management and configuration management in projects. The most widespread standards were analyzed, namely: PMBOK (A Guide to the Project Management Body of Knowledge) – a body of knowledge on project management, developed by the Project Management Institute (PMI); ISO standards (ISO 10006:1997 Quality management – Guidelines to quality in project management – standard for quality in project management, ISO 21500:2012 Guidance on project management – standard for project management, ISO 21500:2021 Project, program and portfolio management – Context and concepts – the main profile standard, which is a comprehensive guide to the use of the ISO 21500 series of standards); Prince 2 and PRINCE 2 Agile – a standard method of effective project management developed by the CCTA (Central Computer and Telecommunications Agency); IPMA - standards of the International Project Management Association. International Project Management Association; OPM 3 (Organization Project Management Maturity Model) – a model of Organizational Project Management Maturity; P2M (from Project and Program Management for Enterprise Innovation) is a Japanese approach to managing complex projects of implementing innovative technologies at the enterprise level in an unstable environment. An analysis of the evolution of PMBOK international standards from the 1st edition of 1996 to the 7th edition of 2021 was carried out, which was characterized in detail and presented the relationship between project management principles and areas of project effectiveness according to PMBOK 7th edition. ISO standards are considered and the main ones related to project management are characterized. The standard method of effective management of Prince 2 and PRINCE 2 Agile projects is studied and the main principles on which they are based are given. The main evolutionary transformations of the IPMA standard from 1965 to 2015 are characterized. Appropriate conclusions have been drawn.

Nowadays, companies employ various project management (PM) methodologies to ensure that their projects are effective and successful. It is worth knowing that differences in principles and processes of PM methodologies influence the use of different PMs in managing non-repetitive and repetitive construction projects. This paper presents the selection and application of a rational construction PM methodology to a repetitive construction project after a comparison of two PM methodologies, namely Project Management Body of Knowledge (PMBOK) and Projects IN Controlled Environments (PRINCE2). The object of this study is a repetitive anti-corrosion works project for steel structures conducted at Company X. The research was carried out in two steps. First, a quantitative survey of the respondents from companies involved in the management and execution of construction projects was conducted with the aim to identify a rational approach to construction PM. The questionnaire consisted of fourteen closed-ended questions, six of which were generic and eight were PMBOK- and PRINCE2-specific questions. Companies that took part in the quantitative study identified the PRINCE2 project management approach as the most suitable for managing a repetitive construction project. Using the PRINCE2 PM methodology, the repetitive construction project would aim to provide as much information as possible to the project participants, form a team and assign team leaders responsible for the phases, establish a financial plan, a detailed timetable for the execution of the works, a quality control plan, and a plan of responsible persons, and detail the technological sequencing of the works. Second, a quantitative study on the selection of a rational construction project management approach for a repetitive construction project was pursued, and a qualitative assessment of construction project monitoring trends and actions was conducted. The qualitative research was performed using a structured interview method and asking the representatives of different companies X, Y, and Z the same 15 questions. The results of the qualitative research showed that a successful PM depends on the size of the project team, the PM tools and methodologies used, the PM philosophy, and the frequency of monitoring and discussing the project progress.

The Shell International Exploration and Production, Inc. Brutus Project is a deepwater tension leg platform scheduled for installation this summer in 2976 feet of seawater in the Gulf of Mexico. There were several changes introduced for this project different from any of the previous projects. A standardized work breakdown structure and a new financial software system are just two examples. Many new and modified processes were required to support these changes. This paper will briefly describe how the Project Management Institute's (PMI) Project Management Body of Knowledge (PMBOK) was utilized for the organization and development of management processes at two different levels within the project. The PMBOK is a published guideline that describes the sum of knowledge within the profession of project management. This document describes project management practices recognized for value and usefulness. Introduction Project management techniques and procedures are not always consistent between industries, corporations or even different projects within a single company. There are numerous conflicting influences that affect the project management processes. Projects with multiple partners, either different companies within a corporation or with multiple corporations, may have even more differences in project management styles and priorities. In a continuous evolvement toward standardization, the Shell Brutus Deepwater Project developed the project management tools and processes based on principles of project management. All corporate processes, policies and recognized industry standards were considered. The procedures developed for the Brutus project were grouped and aligned in accordance with the PMBOK. The approach was to identify the issues and concerns with the current methodology. Most processes were not principle based, but were techniques developed in response to certain issues or by individuals and teams with different experiences in project management styles. The processes used by different teams or projects were not fully standardized and existing documentation was not always current. Each project had different requirements and stakeholders. There were issues that surfaced when involved in projects with multiple partners from different corporations. The high level guidelines that were used as a basis for the project management systems did not have sufficient details in the work processes to identify all of the disconnects, or gaps, in the system. Solution The solution was to standardize the way we would identify, breakdown and document the processes. A standardized format, the Topic Summary, was used to frame the requirements of each process. A review of all current processes, corporate policies and industry standards was conducted to develop a common foundation for the objective of each process based on these requirements. Each procedure, for example cost management, was broken down into lower level processes and organized in accordance with the PMBOK areas of knowledge. The processes were then agreed upon with stakeholders to determine their validity and applicability. This approach was intended to be more proactive and less reactive than some previous approaches. The principle-based processes were aligned with both the corporate needs and policies as well as an international standard accepted and recognized across industries.

Quite often over the last decade, heavy equipment manufacturers are trying to improve their project management performance with the use of effective project management methods. However, the challenges encountered aren’t isolated problems and a systemic approach is required. This paper exemplifies how a systemic approach can be applied to heavy equipment manufacturing project (HEMP) management, through of a multifaceted vision. The findings present in the paper are based on a two-year case study in a metallurgic equipment manufacturing enterprise in China. Based on the analysis of HEMP management problems and the contributions on systemic approach application in project management, the paper enriches existing theory by: (1) interpreting the HEMP management system with the top-down disassembly method; (2) developing the collaborative project management approach with a systems view highlighting the project characteristics management and inter-departmental collaboration; (3) making suggestions for systemic approach application in project management. For practitioners and researchers, the findings are particularly meaningful for manufacturing project management and systemic approach application.

This research focuses on discipline, motivation and low work results. High and low discipline, motivation and work results can be caused by internal and external factors. There are 3 essential components in work, namely: internal conditions, external conditions, and work results. Internal factors that affect work results can be in the form of increased discipline and motivation through the application of Project Management and Productivity Applications, while external factors are in the form of the work environment. This study aims to determine 1) how the application of Project Management and Productivity Application affects work discipline and motivation, and 2) how the application of Project Management and Productivity Application affects work results. The subjects of this research are all employees, both permanent employees and interns at PT Multi Ark Indonesia. The test question method and also the survey method equipped with a questionnaire are the data collection tools used in this study. The unit of analysis amounted to 40 all employees. The findings in this study are 1) Project Management Application and Productivity have a positive and significant effect on discipline and motivation at work 2) Project Management Application and Productivity have a positive and significant effect on work output. Based on the t test, the effect of Project Management Applications, Productivity and Work Environment on discipline is 2.477, the effect of discipline on Motivation and Work Results is 2.871. The indirect effect of Project Management Applications, Productivity and Work Environment on Motivation and Work Results through discipline is 2,687.

The purpose of this research was to plan an approach to a project framework that integrated a model for sustainability and CSR, with the process groups of the Project Management Body of Knowledge (PMBOK®) standard, in its application to the training of a group of students in Project Design, Management, and Evaluation. The integration was justified by the scarce explicit references to sustainability and CSR found in traditional project management guidelines, norms, and standards. The new framework was used to structure a Sustainability Management Plan, which made it possible to incorporate sustainability criteria throughout the life cycle of the training project. The training proposal in Project Design, Management, and Evaluation was chosen, among several alternatives, by a multi-criteria selection process (fuzzy AHP) in the context of project scope management. The results reveal a great heterogeneity among the models and the lack of a base of key indicators in sustainability and CSR measurement tools as well as of explicit references to sustainability in project management standards. It is therefore necessary to develop a Sustainability Management Plan that can be introduced in the Project Management Plan and thus influence the strategic and operational guidelines of the Institution.

Although there are numerous project management resources available, most are either too academic, focus too heavily on IT, or provide silver-bullet, quick-fix advice without the theory required to understand why the solutions work. Following and expanding on PMIs Project Management Body of Knowledge (PMBOK), Project Management Theory and Practice provides students with a complete overview of project management theoryin language they can easily understand. This classroom-tested resource translates the abstract model vocabulary and processes from A Guide to the Project Management Body of Knowledge (PMBOK Guide), Fourth Edition into accessible discussions complete with contemporary views and projections for the future. The text integrates the organizational environment that surrounds a project to supply students with the well-rounded knowledge of theories, organizational issues, and human behavior needed to effectively manage real-world projects. Providing a clear picture of the state of the art in project management, it details numerous project-related frameworks, including: Enterprise project management (EPM) Project portfolio management (PPM) Work breakdown structures (WBS) Earned value management (EVM) Professional responsibility Project team productivity The text reaches beyond traditional core project management topics to include discussions on enterprise maturity, virtual and outsourced organizations, project management offices, operational governance, and multi-project management. Filled with numerous end-of-chapter questions, scheduling and budgeting problems, scoping projects, and sample worksheets that illustrate various analytical tools and management decisions, this is the ideal text for classroom use and essential reading for anyone seeking project management certification.

This study investigates the effectiveness of the Project Management Institute’s (PMI) standardized Body of Knowledge (PMBOK) in managing construction projects in the Caribbean Small Island Developing States (SIDS). Despite global adoption of PMI methodologies, there is growing concern over their rigidity and lack of contextual adaptability, especially in developing countries. Using a functionalist viewpoint, this study adopted a quantitative approach to surveyed 128 project professionals, including engineers, project managers, architects, and consultants, via structured, closed-ended questionnaires to assess perceptions of PMBOK’s challenges and limitations on construction projects. Responses were then collated, checked for validity and reliability, and analyzed to develop an SEM. The study's findings reveal that although PMBOK provides valuable project management tools, its universal approach fails to account for the diverse complexities, sizes, and socio-political influences of construction projects in SIDS. Participants highlighted limitations in leadership, stakeholder engagement, adaptability, and training initiatives. Major challenges identified were political interference, rigid structures, and inadequate consideration of local contexts. The SEM model validated these constraints, suggesting that the current PMBOK framework restricts project flexibility, innovation, and decision making. The study concludes that PMBOK standards need contextual adaptation to be truly effective in diverse environments. Recommendations include enhancing leadership training, tailoring project methodologies to local needs, and integrating localized risk and communication strategies. Therefore, this study offers important advice for improving project outcomes in the Caribbean and similar developing regions, emphasizing that a flexible, tailored approach is essential for successful project delivery.

Companies implement effective project management to successfully operate in turbulent market cycles and ensure the success of their endeavors. Project management is indispensable for most industrial sectors and is employed in a variety of for-profit and non-profit organizations. It can be considered as a management method that contributes value to a variety of organizations. Many practitioners and researchers have attempted to identify the causes of project failure, the factors of project success, and the criteria to gauge this success. There has been little agreement on what constitutes project success. In response to the widespread debate surrounding project success, several lists dealing with factors related to project success have been published. The lack of agreement on the definition of project success renders the quest to identify the factors that contribute to successful project implementation moot. Without knowing what constitutes success, we cannot know what contributes to it. Practitioners are interested in recommendations for implementing project success factors and the corrective or preventative actions that should be taken if the project fails to meet one or more project success criteria. Project management and related research are, therefore facing severe criticism for not fulfilling their contributory expectations within the management discipline. The purpose of this research is to identify relationships between the project management body of knowledge and short- and long-term project success. The project management body of knowledge includes nine knowledge areas: integration, scope, time, cost, quality, communication, risk, human resources, and procurement management and five project management process groups (initiating, planning, executing, monitoring, controlling, and closing process groups) (PMBoK, 2004), while project success is related to budget/cost, schedule, customer satisfaction, user satisfaction, stakeholder satisfaction, project team satisfaction, strategic contribution of the project, financial objectives, technical objectives, performance objectives, commercial benefit for contractors, commercial benefit for customer, scope, personal growth, customer approval, profitability, and sales. This study is based on a self-conducted survey of 163 members of the Project Management Institute / German Chapter from October 8, 2013 to January 31st, 2014, who are project managers, project coordinators, or project team members. The business areas included in the survey are computers / information technology, construction, engineering, education, government, health care, manufacturing, software development, and telecommunications. Pearson chi-square tests and Fisher's exact tests were performed to examine whether relationships exist between the project management body of knowledge and project success (short-term and long-term project success). The study revealed significant evidence of relationships between

The article is devoted to the issues of combination of the most important components of the theory of sustainable development and the principles of project management. The current state of the problem has been analyzed, the lack of knowledge on the corresponding issues in national literature and practice has been indicated, the rare use of sustainable development elements in project management has been identified. The prerequisites for the involvement of sustainable development objectives in the components of project management have been examined. Achieving the defined purpose is possible through the implementation of projects that aim to take into account the interests of sustainable development, as well as through the implementation of other projects that include the objectives of sustainable development. Critical inconsistencies in methodological approaches to the accomplishment of the objectives of sustainable development and project management have been identified. Thus, a more profound specification of the project's priorities and objectives, as well as the elaboration of time scheduling and scope of work are needed. The objectives for minimization of the identified inconsistencies as well as for rationale for the principles of corporate social responsibility provision have been defined. The assessment of the current regulatory documents in the field of project management with the focus on the involvement of sustainable development objectives has been conducted. It is pointed out that the corresponding aspects are poorly elaborated in the most well-known regulatory documents, namely, Individual Competence Baselinet (ICB), International Project Management Association (IPMA), Project Management Body of Knowledge (PMBOK), Project Management Institute (PMI), A Guidebook of Project and Program Management for Enterprise Innovation (P2M), etc. Methodological approach to the integration of management decisions into the project management, the main components of which must be the integration of the regulations of PM into the main stages of SD, the broadening of time and geography of the project indicators, the identification of the correlations between the life-cycle of the project and product, as well as the expenses on the implementation of these projects and products and significant extension of the requirements of the project manager.

Project management plays an important role in the competitive scenario, and achieved in the 1990s the status of methodology (Carvalho & Rabechini, Jr., 2005). Nowadays, there are more than 100,000 practitioners that earned the Project Management Professional (PMP®) certification from the Project Management Institute (PMI). This indicator highlights the increasing interest in project management area, especially in the IT companies, which are one of the top five industries in PMI’s membership numbers (PMI, 2005). The widely spread framework proposed by PMI called Project Management Body of Knowledge (PMBoK), now in the third edition (PMBoK, 1996, 2000, 2004), has been adopted by several kinds of project-driven organization (PMI, 2004). PMBoK clusters the main project management best practices in nine key areas. Nevertheless, a research carried out by Standish Group (2003) showed high failure level in IT project in North America. The research involved about 13.522 projects, of which only 34% can be considered a success. The main causes for IT projects failure were related to user’s commitment, manager support and requirement definition. It is important to emphasize that, regarding the project success measure in historical perspective, the success rate improved if compared to the first similar research carried out in 1999, which was just 16%. Based on this scenario, this chapter presents the main organizational project management models in order to help companies to upgrade project performance.