Context Of Project Management Research Articles

A Comprehensive Study on Decision-Making Algorithms in Retail and Project Management using Double Framed Hypersoft Sets

In today's dynamic business environment, effective decision-making plays a crucial role in the success of retail businesses and project management endeavors. This paper presents a comprehensive study of decision-making algorithms, focusing on the utilization of Double Framed Hypersoft Sets (DFHS) in retail and project management contexts. The study explores the theoretical foundations of DFHS and its practical applications in customer segmentation, personalized marketing, project selection, and resource allocation. Various algorithms and methodologies incorporating DFHS are discussed and analyzed, highlighting their advantages, limitations, and real-world implications. Through a series of numerical examples, case studies, and comparative analyses, this study provides valuable insights into the role of DFHS in optimizing decision processes, improving business outcomes, and fostering innovation in retail and project management domains.

Challenges of scaling agile in large enterprises and implications for project management

PurposeThis study seeks to illuminate the managerial tensions inherent in implementing scaled agile (on the organizational, top management, middle management and team levels) and to frame these challenges within the broader context of project management.Design/methodology/approachThe study adopts a grounded theory approach and delves into a qualitative dataset sourced from 34 interviews with subject matter experts actively engaged in scaling agile initiatives within large organizations spanning various industries. Additionally, the data have been enriched through a comprehensive literature review of the existing body of knowledge on scaling agile.FindingsAs a result of our investigation, we propose a framework of managerial tensions in scaling agile in large corporate settings and a series of research propositions and questions that may contribute significantly to the body of knowledge surrounding the phenomenon of “deprojectification” and propose agenda for the future studies in the field of project management.Research limitations/implicationsThe study also carries significant managerial implications. Firstly, based on the insights from the practice of scaling agile in large corporate setting, management can build awareness of the challenges inherent of transitioning to agile practices. This may help to anticipate the possible problems and proactively develop strategies how to address them. Secondly, management can be instructed about contingencies inherent in scaling agile, along with the potential disfunctions and side effects (unintended outcomes) that may emerge during the transition process. Thirdly, project management practitioners can gain insights on how scaling agile may cause shifts in the approach to managing projects, project team management and competencies that need to be developed to cope with environments where various approaches to managing projects coexist.Practical implicationsThese insights can aid in the agile transition process, beginning with directing managerial attention toward contextual factors and progressing through potential challenges at the organizational, top management, middle management and team levels. Furthermore, the study highlights possible dysfunctionalities and side effects of scaling agile, shedding light on the “dark side” of agile.Originality/valueThe study contributes to the expansion of the empirical database on the implementation of agile practices in large organizational settings. It plays a role in defining and delineating the phenomenon of scaling agile within the context of project management and outlines a research agenda for future project management studies. Additionally, our study adds to the ongoing discourse surrounding the “deprojectification” effect that can occur during the scaling of agile. Lastly, it establishes connections between project management and software development literature regarding the implementation of agile at scale.

Exploring the Impact of Social Media Use on Team Feedback and Team Performance in Construction Projects: A Systematic Literature Review

This systematic literature review examines the effects of social media use (SMU) and practices (SMPs) on team feedback (TF) and performance (TP) within the context of construction project management. It explores the complex interactions between SMU and SMPs and their impact on communication, collaboration, and stakeholder involvement in construction projects. The study investigates how these digital practices transform traditional methods of team interaction, feedback processes, and overall team performance amidst the challenging and diverse backdrop of construction sites. The goal of the review is to offer a detailed insight into the contribution of social media to contemporary construction project management, underscoring its value in boosting team communication, coordination, and effectiveness. This research is pivotal for decoding the changing dynamics of construction management, where digital tools and platforms play a crucial role in achieving project success. The anticipated outcomes are poised to provide significant implications for construction industry professionals, guiding them in harnessing social media for enhanced project management and team cooperation.

Technical Project Status Display Information System

This paper presents the development of a one-page web application aimed at providing stakeholders with a succinct overview of ongoing projects and recently completed ones within a timeframe. Utilizing HTML, CSS, and JavaScript, along with contemporary web technologies, the application delivers an interface that is both user-friendly and informative[1]. By synchronizing data in real-time with project management tools and incorporating data visualization techniques, the application facilitates efficient access to and interpretation of project-related information for stakeholders. Emphasizing the importance of such a tool in fostering transparency, enhancing communication, and supporting decision-making in project management contexts, this paper also delves into technical implementation aspects, such as integration with project management APIs, design, and considerations for responsive design. This work contributes to advancing web-based solutions for project management, offering valuable insights into the creation of streamlined and accessible tools tailored to stakeholder requirements[2]. Key Words: stakeholder, project management, data visualization, decision-making, streamlined.

Promoting shared leadership in Lean Six Sigma project teams: toward a three-way interaction model

PurposeShared leadership is an effective mechanism for managing project teams. Its performance-enhancing benefits have been demonstrated in many studies. Nonetheless, there is an obvious silence about how to promote shared leadership in Lean Six Sigma (LSS) project teams. To address this deficit, the purposes of this study are to investigate the influence of shared leadership on LSS project success and to explore how team psychological safety, project task complexity and project task interdependence influence shared leadership.Design/methodology/approachA multi-source, time-lagged survey design with a four-month interval was conducted. To do this, the authors collected data from 71 project teams (comprising 71 project managers and 352 project members) using LSS approaches in the manufacturing and service industries.FindingsThe findings show that shared leadership positively influences LSS project success. The authors also found that team psychological safety fosters the development of shared leadership and, more importantly, these effects are stronger when the tasks are more complex and more interdependent.Practical implicationsThese findings advance our understanding of the factors that enable shared leadership and equip LSS project managers with practical techniques to improve shared leadership for the success of their projects.Originality/valueThis study extends the theory of shared leadership to the context of LSS project management and is among the first, to the best of the authors’ knowledge, to theoretically propose and empirically validate how to promote shared leadership in LSS project teams.

Risk and uncertainty assessment in software project management: integrating decision trees and Monte Carlo modeling

The evaluation of risk and uncertainty in the context of software project management is the subject of this paper. This paper discusses the difficulties faced by project managers in handling uncertainty brought on by the complex nature of software projects and the ever evolving requirements of technology. A review of the literature, data production, visualization, statistical analysis, and mathematical modeling are included in this study. The goal of this study is to create a methodical approach to assist project managers in making decisions by considering the inherent uncertainty in software development and to find approaches and procedures that may successfully reduce risks, improve decision-making, and eventually result in the implementation of successful projects. The following tasks were carried out: to evaluate risk and uncertainty by examining the state-of-the-art in decision theory and its applications in software project management; to develop an integrated strategy that blends Monte Carlo Simulation with Decision Trees to assess risk and uncertainty in software project management; to generate data, visualize it, and perform statistical analysis to comprehend how project outcomes, costs, and time are affected; to identify important variables affecting project results and decision-making using decision trees; to use Monte Carlo simulation to create project scenarios and weigh the likelihood of each; and to supply project managers with knowledge and suggestions to help them make informed decisions and successfully manage risks. Methods. To evaluate risk and uncertainty in software project management, this paper analyzes the decision theory approaches currently used as well as Decision Trees and Monte Carlo Simulation techniques. Results. This study offers thorough insights into how project results, costs, and duration vary among various techniques. The critical factors that have a substantial influence on project success are shown through decision trees. According to the study’s findings, combining decision theory and statistical analysis equips project managers to make wise decisions despite uncertainty. Conclusions. Project managers may improve decision making, risk reduction, and overall project success by applying these cutting-edge approaches. To adapt these techniques to unique software project management contexts and real-world situations, further study and implementation in practice are necessary. With the use of such techniques, the software development sector would be better able to manage the complexity of projects and provide good results within set financial and time parameters.

The role of big data analytics and organizational agility in improving organizational performance of business processing organizations

PurposeBusiness processing organizations are continuously focusing on customer knowledge management (CKM) due to the competitive business environment. CKM is being recognized as an essential source for improving organizational performance (OP). This study focuses on understanding CKM and its impact on OP. It also explores the moderating role of big data analytics capability (BDAC) on OP. Moreover, the mediating role of operational and strategic agility on OP was empirically tested.Design/methodology/approachPositivist research doctrine has been deployed and data was collected using structured survey using cross-sectional approach. The data were collected from 392 employees working in business processing software houses in the emerging market of Pakistan. Structural equation modeling (SEM) was deployed for the estimation of theoretical model.FindingsThe study's findings indicate that CKM has no significant impact on OP; although the presence of BDAC moderates the relationship significantly. Moreover, the study recommends that CKM and BDAC to be tested in the project environment, considering organization's operational and technical capabilities.Research limitations/implicationsThe study proclaims that BDAC can be helpful for organizations to improve their capabilities and output. Likewise, enhancing BDAC reduces failure rates of the projects.Originality/valueThis study provides a critical theoretical and practical contribution to project management in business processing organizations. Big data analytics can be of value for diagnostic, predictive and prescriptive analysis in the project management context.

“Project Burnout”: Proposing a New Definition for Burnout in the Project Management Context with the Purpose of Supporting Sustainable Project Economies

The recent years have been unique and challenging due to the global pandemic changing the way of living, the priorities and the approach taken to tackle several issues. 21st century has already been an age in which global health issues regarding the workforce were intensively discussed, among which burnout can be considered as one of the most severe issues. The COVID-19 pandemic obviously exerted a magnifying impact. Sustainability is nowadays considered in all aspects of business and economics; and it is not possible to address sustainability without taking human factor into account. Employee well-being is the core of any relevant step taken in the way of sustainability. On the other hand, projects and project management roughly correspond to the 20 % of global economic activities, rising to 30% in emerging economies. The paper addresses the topics briefly introduced above, discussing burnout in the context of project management through an extensive literature review, with the purpose of introducing a new and focused definition for project burnout by utilizing existing approaches of sustainability, burnout, the job demands resources model and project complexity. A novel, clear definition for project burnout is an important steppingstone for addressing project performance and for eventually contributing to a sustainable project management approach. As such, useful and applicable practical solutions for sustainability in the project driven businesses are then suggested. Several future research directions are also discussed in the study.

Micro-Management Presence Evaluation within Technology-Based Project Management

This research covers a micro-management presence study, taking into consideration the three main elements of this concept, where organizational culture, project management frameworks, and leadership are found; thus, a relationship between these areas is established and detailed so that a relationship between micro-management as concept and issue from enterprise management can also be identified within a project management context. This research has been made qualitative, exploratory with a transversal denomination, creating and applying an assessment instrument to know the perspective of a small population from the Technology, Information, and Communication industry in Costa Rica; thus, taking into account these results and analyzing it against the theory, so that enterprise elements within organizational culture, project management frameworks and leadership, where micro-management could accommodate can be identified, as results of this research, by placing several significant symptoms and scenarios where team's performance and motivation are affected negatively.

Adapting P2M Framework for Innovation Program Management Through a Lean-Agile Approach

The commonly adopted project management approach is the stage-gate model, which is not always the convenient approach to innovation projects. The paper objective is to present a qualitative analysis of existing project management approaches and to propose a new hybrid model for effective management of innovation programs based on traditional project management approaches, agile methods to involve the customer, and then lean approach to eliminate waste. The results were illustrated by a new model based on the Japanese P2M (program and project management for enterprise innovation) guide, then combine it with Agile Industrial Scrum method and the agile 3S (scheme, system, and service) model of P2M, and finally with some lean tools and techniques oriented towards the innovation and project management context. Finally, an application case was illustrated where the researchers present the planning of the application of the proposed model on an innovation program in medical waste management field.

The conceptual role of leadership in project management

The critical role of leadership in project management is the focal point of this comprehensive literature review. The objective of this article is to delve into the depth and breadth of how leadership significantly influences the myriad stages of project management, ranging from initiation and planning to execution and monitoring. Drawing on a wide range of theoretical perspectives, the article begins by establishing the conceptual understanding of leadership within project management. Following this, we explore the varied competencies that underpin effective project leadership, with particular emphasis on technical skills, interpersonal prowess, strategic thinking, and decision-making abilities. The investigation extends into the impact of different leadership styles—transformational, transactional, and situational—on project outcomes. To substantiate these theoretical perspectives, a collection of case studies is explored, which highlights both successful project leadership strategies and instances where leadership shortcomings have led to project failures. A significant section of this review is devoted to the challenges project leaders often confront, and the best practices they can adopt for overcoming these hurdles. This section also underscores the importance of nurturing future project leaders and the role of training and development programs in enhancing leadership skills within a project management context. The article concludes with recommendations for integrating leadership development into project management practices and discusses the implications for organizations and project management professionals. This literature review seeks to illuminate the profound impact of leadership on project management and highlight the need for further research and practical emphasis on this critical intersection.

Organization of construction accounting in the process of sustainable development

The aim of this study was to examine the perceptions of different professionals who are working in the construction industry about construction accounting, within the context of construction project management and development. A primarily quantitative research approach was used in this study. The researcher developed a bespoke survey questionnaire as the research instrument. This research instrument was then used in the collection of the data from the respondents. Considering that this study was implemented at the height of the Covid-19 pandemic, the data gathering procedures had to be conducted virtually. The sample population used in the present study was composed of 100 individuals (N = 100). These 100 individu-als have already been working as accountants in a company that is operating in the construction industry for at least 1 year at the time of the study's implementa-tion. The participants' responses to the survey questionnaire were collected and then sorted using Microsoft Excel. The corresponding scores were then analyzed using descriptive statistical analysis. This was done by determining the frequency (percentage) of the participants who chose a specific answer to every question in the survey. In conclusion, if quality, efficiency, and profitability are a construction firm's main focus, then there is a good chance that the use of construction ac-counting or its integration in the construction project management and sustainable development process would be of great help. However, if the goal is to shorten the project delivery timeframe, or to improve the project completion rates (i.e., productivity), then chances are the construction firms should stay away from con-struction accounting, at least at the moment.

Not all project ambiguity is equal: A typology of project ambiguity and implications for its management

Ambiguity is integral to managing projects, yet little is currently known about the types of ambiguity faced by project managers, and how they respond to the different types of ambiguity. To contribute to knowledge on the nature and outcomes of ambiguity in the project management context, we conducted two studies to explore the types of ambiguity experienced by project managers (study 1) and how project managers experience and manage these ambiguities (study 2). In study 1, we used survey data from 312 project managers describing 704 discrete ambiguous situations in projects to construct a typology of ambiguous situations in the project management context. In study 2, we conducted 18 interviews with project managers to explore how they experience and manage ambiguities in their projects. Collectively, these studies revealed that 1) project managers face numerous types of ambiguities in projects, which we catalogued into seven higher order categories, 2) “task related” ambiguities tend to evoke more positive emotions in project managers, while “people related” ambiguities tend to evoke more negative emotions, and 3) experienced project managers tend to engage in a range of common practices that allow them to effectively manage ambiguity. Our findings have a range of implications for how project managers can best be trained and supported in the context of high ambiguity.

The impact of organizational support for the project management process on project and firm performance

PurposeThis research draws on the resource-based view of the firm from strategic management and applies it to a study of competitive advantage in the project management context. The relationship between the characteristics of project management resources, focusing on organizational support for the project management process, and outcomes of the project management process are examined.Design/methodology/approachThis study uses data gathered from 437 North American project management professionals with an existing survey tool that was used in a prior smaller sample study. The study uses Barney’s VRIO framework that assesses resources as valuable (V), rare (R), inimitable (I) and organizationally supported to leverage their value (O). The conceptual model hypothesizes relationships between the project management asset characteristics (valuable, rare, and inimitable), organizational support for the project management process, and project management performance outcomes (both project and firm level). Hypotheses are tested using factors extracted from a confirmatory factor analysis (CFA). The factors extracted include two factors representing valuable project management asset characteristics, one factor representing rare project management asset characteristics, one factor representing inimitable project management asset characteristics, two factors representing organizational support for the project management process, one factor representing project-level performance and one factor representing firm-level performance.FindingsProject management assets that are considered valuable and organizational support for the project management process are found to contribute positively to project management process outcomes. No advantage was perceived from rare and inimitable project management assets. Project-level performance was found to significantly mediate the relationship between organizational support and firm-level performance.Practical implicationsThis study draws managerial attention to organizational support for the project management process as a source of competitive advantage through its positive affect on both project-as well as firm-level performance.Originality/valueThe study uses a survey tool from previous research with a new, larger dataset to contribute to the understanding of the importance of organizational support for the project management process in a quest for both project success as well as a firm's competitive advantage.

Analytical Evaluation of SOA and SCRUM Business Process Management Approaches for IoT-Based Services Development

The SCRUM approach and Service-Oriented Architecture (SOA) framework are critical in assessing the factors that influence the efficiency of a business process and ensuring that business objectives are fulfilled, and the process is on track to meet those objectives. Flexibility and change adoption are critical features for both SCRUM and SOA approaches. Even though both sides encourage agility, the integration of the two independent concepts (SOA is the architectural framework while SCRUM is the development process) should be considered before being used in software management and development projects. This study assessed and analyzed both SCRUM and SOA’s diverse and different software architectural frameworks and development methodologies as well as their environment, which is integrated with the context of software project management and development setup for the software development industry. In addition, this study explores the similarities between the SCRUM process model and the SOA architectural framework to see if they are compatible and, if so, how they may be combined to enhance SOA-based projects. This research also looks at how to build and use a SCRUM methodology for large-scale SOA projects. As a result, SCRUM was chosen as the software development methodology for a research and development project based on SOA. In terms of project development and implementation, the complete project structure is made up of eight main parts.

Working up to work: Perceived employability of students commencing a project management degree

The successful acquisition of employment is influenced by a number of parameters, including the individual's perception that they are employable. This research uses sequential mixed methods to measure the perceived employability of commencing undergraduate students of a project management degree at an Australian university. Participants had lower scores on all employability dimensions in comparsion to students who had already commenced their degree, with the exception of collaboration. Gender differences emerged, with females having lower levels than males on the commencement readiness and lifelong learning dimensions. Students did not link previous work experience to perceived employability, and employability was not framed within a project management context for commencing students. Findings suggest that universities should include career education early in the qualification so that preparatory skills and knowledge are developed. Findings also highlight the importance of perceived employability in relation to project management, and how employability differs across industries and project types.

Using action research in innovation project management: building legitimacy and organizational learning in an SME during a merger process

PurposeThe purpose is to explore how the process of action research (AR) can support building legitimacy and organizational learning in innovation project management and portfolio practices in merger contexts.Design/methodology/approachMeta-reflection on method issues in Action Research through an action research case study with an innovation group during an organizational change process. This case demonstrates an example of an action research cycle focused on building practitioner legitimacy rather than problem-solving.FindingsKey findings include (1) demonstrating how AR can be used for building legitimacy through visualizing the innovation process, and embedding those visuals in top management practices of the organization; and (2) demonstrating how AR can work as an organizational learning tool in merger contexts.Research limitations/implicationsThis study focuses on an action research cooperation during a two-and-a-half-year period. Thus, findings offer the depth of a medium term case study. The processes of building legitimacy represent this particular case, and can be investigated in other organizational contexts to see the extent to which these issues can be generalized.Practical implicationsFor researchers, this paper offers an additional type of AR cycle to consider in their research design which can be seen as demonstrating a form of interplay between practitioner action and organizational level legitimacy. For practitioners, this paper demonstrates a connection between legitimacy and organizational learning in innovation contexts. The discussion of how visuals were co-created and used for building legitimacy for an innovation process that differs from the standard stage gate model demonstrates how engaging in AR research can contribute to developing visuals as resources for building legitimacy and organizational learning based on connections between theory and practice.Originality/valueThis case rethinks AR practice for innovation project management contexts to include legitimacy and organizational learning. This focus on legitimacy building from organizational learning and knowledge conversion contributes to our understanding of the soft side of innovation project management. Legitimacy is demonstrated to be a key concern for innovation project management practices.

Relationship quality in construction projects: A subcontractor perspective of principal contractor relationships

One of the defining characteristics of the construction industry is its subcontracting model of project organisation. Surprisingly, despite the criticality of the subcontractor/principal contractor relationship to successful project outcomes, research into this important relationship has been fragmented, disorganised and under-theorised. Mobilising theories of relationship quality to address this gap in knowledge, a survey of three hundred and thirty seven tier-one subcontractors in the Australian construction industry was undertaken to explore what factors influence relationship quality between subcontractors and principal contractors, whether these factors vary across the supply chain and how they affect overall relational satisfaction. The findings give subcontractors a missing voice in this important debate and provide a more nuanced understanding of this critical project relationship from a novel theoretical perspective. They indicate that from a subcontractor perspective, subcontractor/principal contractor relationship quality is determined by six key factors: integrity respect and fairness; prompt payment; willingness to negotiate risk and price; effective communication; concern for worker health, safety and well-being; and opportunities for early involvement in planning and design. Conceptually, when these factors are organised under the three dimensions of relationship quality theory (trust, satisfaction, and commitment), the results show that trust is by far the most important determinant of relationship quality. However, subcontractors cannot be treated as a homogeneous group and the factors that influence relationship quality and the importance of trust vary significantly between large and small subcontractors and by the amount of turnover-dependency in a relationship. Conceptually, the findings are important for refining the concept of relationship quality in a project management context and for helping construction project managers to improve often tenuous subcontractor relationships in an increasingly competitive industry where the quality of these relationships is a critical determinant of project outcomes and competitive advantage.

A network-based approach to modeling safety accidents and causations within the context of subway construction project management

It is widely accepted that the construction industry is dangerous, and subway construction projects are more inherently dangerous than general construction projects. On the basis of identifying intra-relationships between causations, intra-relationships between accidents, and inter-relationships between causations and accidents, this research aims to develop a subway construction safety risk network (SCSRN) with two layers of 56 causations and 44 accidents. Topological features were identified to denote the roles of individual nodes of causation or accident in the total network of SCSRN. Robustness assessment was conducted in the consideration of three strategies of node failure, namely, random attack, deliberate attack according to the decreasing order of node’s total degree, and deliberate attack according to the decreasing order of node’s betweenness centrality. The results indicated that the second strategy was more efficient in reducing the connectivity of SCSRN. It was suggested that managers should not pay equal attention to causations and accidents with unequal roles in the SCSRN. This research was beneficial to capturing complex cause-and-effect relationships of accident occurrence at subway construction sites. It can provide the opportunities for optimizing safety-related decisions on the elimination of causations and controlling accidents with high efficiency on site.

Managing Quality in Aviation Projects

From aircraft manufacturing, product customization, aircraft maintenance, and aircraft launch and recovery, project management is threaded through all aspects of aviation. Given the supreme importance of quality to every aircraft manufacturer, airline, and passenger, it would be expected that quality management, within the context of project management, would be a construct that is clearly defined. The aim of this mixed-methods research seeks to understand how quality is managed and assured in aviation projects, whether the current quality management framework is applicable to the aviation industry, and how quality should ultimately be managed in aviation projects. The results suggest that aviation project management could benefit by adopting a new lens for managing project quality and avoiding a surface-level adoption of quality tools designed primarily for the mass production context.