Experienced Project Managers Research Articles

Seven Critical Attributes for Selecting an NDC API Partner in the Airline Industry

This article examines seven critical attributes that airlines should consider when selecting an NDC API partner for enhancing their distribution capabilities. These attributes include technical skill, airline industry knowledge, project management experience, travel industry market knowledge, quality and operational excellence, NDC certification, and futureproofing capabilities. By evaluating potential partners based on these criteria, airlines can ensure successful NDC implementation and establish strategic distribution partnerships. The article provides insights into each attribute, highlighting their importance in the context of the evolving airline distribution landscape and the challenges associated with NDC adoption. It emphasizes the significance of choosing the right partner to navigate the complexities of modern distribution, optimize offer management, and ultimately deliver superior value to customers

The Pragmatic Comportment Compass: Rethinking projectification in public sector projects

This study explores the relationship between public sector project managers and their organizations' formal project management processes. Utilizing Heidegger's concept of ‘practical comportment,’ we develop the ‘Pragmatic Comportment Compass,’ which identifies four primary modes of this relationship: to use, manipulate, circumvent, and suffer. Based on qualitative data from a focus group of nine experienced project managers in the Australian state government, our findings reveal a tendency to prioritize the public good over strict protocol adherence. This results in adaptive strategies that respond effectively to complex public service realities, ensuring project progress. Our findings challenge the conventional definition of projectification, proposing an alternative that emphasizes the importance of discretion and strategic flexibility. We align this alternative with the principles of street-level bureaucracy and contingency theory, highlighting the necessity for situational responsiveness and resilience in navigating the bureaucratic and procedural obstacles inherent in public sector projects.

Enhancing Safety Management in the Ghanaian Construction Industry: Evaluating the Role of UAV Implementation and Construction Managers Understanding

The integration of unmanned aerial vehicles (UAVs) and other rising technologies has become paramount in construction safety monitoring and management. The study aimed to gain insight into the use of drones in construction safety practices and management in the Ghanaian construction industry. Through a literature review, five key domains (aerial surveillance and real-time monitoring, data analysis and risk assessment, emergency response and search-and-rescue operations, information management and visualisation, and safety training and education) were identified as the areas where UAVs or drones could enhance safety practices and management. The study included construction professionals who had a minimum of ten (10) years of experience in project management across different positions. A convenience sampling technique was used for the selection of participants from construction companies within the city of Accra. A structured questionnaire was designed and distributed to these professionals. The collected data was analysed using descriptive statistics and correlation analysis. The correlation analysis highlights the association among the variables used. The study underscores the pivotal role of UAVs in transforming safety practices and management. The diverse applications and potential benefits of UAV technology provide insights for policymakers, educators, and industry stakeholders to optimise safety management strategies and enhance efficiency on construction sites. In addition, the findings emphasise the importance of education and training initiatives to bridge the knowledge gap among construction professionals, thereby promoting a more sustainable and secure construction environment in Ghana.

Unlocking sustainable project management: The role of project managers' competencies in resource bricolage from a stakeholder engagement perspective

AbstractSustainable project management practices have garnered increasing attention in recent years. Consequently, in the age of digitalization and globalization, numerous studies extensively explore the relationship between digitalization and sustainable practice. While optimism abounds, there is insufficient research into how and what types of project managers effectively manage resources to enhance the sustainability of projects when stakeholders are engaged. Therefore, we aim to address this gap by analyzing a sample of 211 Chinese project managers involved in the China‐Pakistan Economic Corridor (CPEC). Our findings indicate that project managers with digital literacy and experience are effective at managing existing resources to promote sustainable project management practices, while project managers with financial literacy do not directly exhibit sustainable practices. Furthermore, digitally literate managers are more likely to engage in bricolage (effective resource management), whereas experienced project managers are less likely to do so in the presence of stakeholder engagement. Moreover, stakeholder engagement does not appear to moderate the relationship between project manager financial literacy and bricolage. Based on these findings, our research recommends that organizations focus on employing digitally literate and experienced project managers to effectively manage their limited resources for sustainable project management. Further practical implications are discussed.

Project success factors for leadership practices and communication: challenges in the construction sector

PurposeThe study examines the project success factors for leadership behavioural practices and communication impacting project success, providing empirical evidence to address the challenges in the digitalized environment in the Australian construction sector.Design/methodology/approachA quantitative approach was employed to collect survey data from 109 project managers and followers (project engineers, supervisors, team members, and senior managers) with diverse project management experience in the construction sector. An exploratory factors analysis/multivariate regression/relative importance index/t-test was used to identify the key project success factors and validate the study's results.FindingsData analysis identified four key project success factors: (1) Relationship Management, (2) Leading by Example, (3) Self-Management, and (4) Effective Communication, along with seventeen “behavioural practices attributes” impacting project success positively and significantly and emphasizing inclusiveness, relationship building, self-feedback objectivity, sharing information, collaboratively resolving disputes, and controlling emotions that significantly impact project success.Practical implicationsThe study's results will address the industry's challenges in the complex digitalized environment and specific issues experienced in the construction industry: delays and inefficiencies, supply chain management, communication barriers with multicultural workforce and safety protocols implementation, regulatory and safety compliance, infrastructure demands, skills shortages, sustainability, and new technology adoption to achieve project success.Originality/valueThe quantification of research findings, employing an innovative approach, underscores the distinctive nature of this study. The key success factors will help formulate innovative practices using stakeholder analysis, communication plans, conflict resolution strategies, promoting collaboration, safety leadership, providing cultural awareness, and enhancing the decision-making process to face challenges in the construction sector.

FTR and OTIF Through Customized Adaptive Project Framework (APF) in Research & Development of New Projects

Research and development projects are highly unpredictable due to innovation in nature and associated and uncertain aspects. Despite careful planning, and initiating the projects with set timelines with anticipations and available resources, these will projects often face unexpected delays. To address this, the Agile Project Management approach, especially the Adaptive Project Framework (APF), is recommended. APF allows for flexibility in project management, accommodating changes in organizational needs, properties, and resources. By maximizing Experience in project management and automated tools, enhances the delivery of the projects by full-filling FTR and OTIF of TQM. Key Words: OTIF, FTR, Agile, Adaptive Project Framework, Project Management, Research and Development

Training the next generation of community-engaged physicians: a mixed-methods evaluation of a novel course for medical service learning in the COVID-19 era

BackgroundMedical school curricula strive to train community-engaged and culturally competent physicians, and many use service learning to instill these values in students. The current standards for medical service learning frameworks have opportunities for improvement, such as encouraging students to have more sustainable and reciprocal impact and to ingrain service learning as a value to carry throughout their careers rather than a one-time experience. PEDS 220: A COVID-19 Elective is a Stanford University course on the frontlines of this shift; it provides timely education on the COVID-19 pandemic, integrating community-oriented public health work to help mitigate its impact.MethodsTo analyze our medical service learning curriculum, we combined qualitative and quantitative methods to understand our students’ experiences. Participants completed the Course Experience Questionnaire via Qualtrics, and were invited to complete an additional interview via Zoom. Interview transcripts were analyzed using an interactive, inductive, and team-based codebook development process, where recurring themes were identified across participant interviews.ResultsWe demonstrate through self-determination theory that our novel curriculum gives students valuable leadership and project management experience, awards strong academic and community-based connections, and motivates them to pursue future community-engaged work.ConclusionsThis educational framework, revolving around students, communities, and diversity, can be used beyond the COVID-19 pandemic at other educational institutions to teach students how to solve other emergent global health problems. Using proven strategies that empower future physicians to view interdisciplinary, community-engaged work as a core pillar of their responsibility to their patients and communities ensures long-term, sustainable positive impact.Trial registrationN/A.

A Bayesian Network Model of Megaproject Social Responsibility Behavior and Project Performance: From the Perspective of Resource-Based Theory

Megaproject Social Responsibility (MSR) is widely acknowledged as contributing to project performance. However, the effect of Megaproject Social Responsibility Behavior (MSRB) implemented by organizations participating in construction on project performance remains a subject of considerable debate, and the intrinsic mechanism of MSRB’s effect on the performance of megaprojects has not been elucidated. Therefore, this study employs resource-based theory to investigate the mechanism underlying MSRB’s effect on project performance, taking into account both internal and external social capital as well as resource integration capacity as pivotal influences. Drawing on sample data from 206 experienced project managers across the various parties involved, this study develops a Bayesian network model to elucidate the MSRB effect mechanism. Through inference and sensitivity analysis, this study discovers variations in the enhancement effects across the four dimensions of MSRB on project performance. Notably, a combination strategy yields superior enhancement effects. Furthermore, when project performance is suboptimal, resource integration capacity emerges as a significant mediator between MSRB and project performance. Conversely, at high levels of project performance, MSRB directly contributes to enhancing project outcomes. The findings of this study offer valuable insights for the governance of MSR and the enhancement of project performance in megaprojects.

Early Career Project Managers: Well-being and Life Satisfaction Analysis

The essentials of the presented paper are the psychological well-being and life satisfaction of early-career project managers (maximum 18 months of experience in project management). The primary goal is to determine whether there is a relationship between the psychological well-being and life satisfaction of early-career project managers, and if relationships exist between these variables, to determine their strength. In the theoretical part of the paper, processed using the analysis of relevant information sources, we deal with the concepts of well-being and life satisfaction. As part of the research description, we define an early carrier project manager and describe a sample of respondents consisting of 88 early carrier project managers. To analyze the well-being and life satisfaction variables, we use the Psychological Well-Being Scale questionnaire and the Life Satisfaction Scale questionnaire, where the results of these questionnaires are subsequently subjected to descriptive statistical analysis. We found that there is a moderately strong and statistically significant relationship between the psychological well-being and life satisfaction of early-career project managers. The results of the research can serve as a basis for developing suitable adaptation programs for early carrier project managers, where HR professionals can devote their attention to improving the well-being of early carrier project managers and their life satisfaction and thus reduce the risk of burnout syndrome, which is a very common phenomenon not only among early carrier professions but also project managers. The issue of well-being appears to be relatively well researched and described, even in the context of project managers. However, the life satisfaction of project managers has not been analyzed in such detail, and it is no longer possible to find the issue of investigating the mutual correlation of well-being and life satisfaction of early-career project managers. It is our research that can narrow this gap in the theories of project management, human resource management, and work psychology. Doi: 10.28991/ESJ-2024-08-02-06 Full Text: PDF

Project managers: old, grumpy and suspicious or just “once bitten, twice shy?”

PurposeThis research aspires to contribute in the area of exploration of the psychological traits evolving by practitioners within the project management profession. Specifically, it investigates whether there is any difference in optimism levels among experienced project management practitioners and newcomers in the profession.Design/methodology/approachThe research used the life orientation test-revised (LOTR) (Scheier et al., 1994) to calculate respondents’ optimism scores. With these scores at hand, the researchers could then apply inferential statistics in order to deduce any differences observed among optimism score and the respondents’ characteristics (age, years of experience etc.).FindingsBased on the results of this research, several demographic variables were shown to be statistically significant with optimism. These were (1) the number of years of experience the respondent had in managing projects, (2) working in a government organisation and (3) possessing specific project management certifications, all of which were found to adversely affect the respondent’s optimism score.Originality/valueThis research was unique in applying a well-known psychological test instrument (LOTR) to provide insight into the psychological impacts of a career as an information technology (IT) project manager. It is also highly likely that this correlation between the length of time working as a project manager and the adverse impact on their optimism would also apply to not just IT project managers but all experienced project managers.

Creating authority and autonomy: Necessary dialectical tensions in public sector project management

This study investigates the nuanced relationship between public sector project managers and their adherence to organizational project management protocols, as defined by reference documents such as PRINCE2 and PMBOK® Guide. It investigates why these project managers frequently deviate from these protocols. The study investigates the practical relevance yet perceived redundancy of these documents through interviews and a focus group with nine experienced project managers in the Australian public sector. Using thematic analysis and a Derridean perspective, we show how these documents create a project manager's their authority and autonomy. The study concludes with the proposal of a deconstructive theory of public sector project management, emphasising pragmatism over rigid adherence to established project management ideologies.

Lifelong learning and skill development for project managers in the dynamic labor market landscape

The purpose of this study is to examine the experiences of project managers working in the distinct environment of clinical trial organizations as project management changes in dynamic labor markets. The literature emphasizes the changing skill set needed for project managers and stresses the value of cognitive flexibility, interpersonal skills, and lifelong learning. Nonetheless, there is still a great deal to learn about how these dynamics appear in the setting of clinical trial organizations. By investigating project managers’ perspectives and involvement in lifetime learning and skill development inside clinical trial organizations, this study seeks to close this gap. To elucidate the nuances of their professional experiences, 64 project managers were interviewed using a qualitative methodology. Key themes emerged from the thematic analysis, including the importance of interpersonal and personal qualities, the dynamic nature of abilities like creativity and critical thinking, and the strategic application of lifelong learning. The findings add new evidence to the body of knowledge by offering a sector-specific understanding of the lifelong learning needs and skill requirements for project managers in clinical trial organizations. The study emphasizes how crucial it is to continuously learn to improve healthcare outcomes and adjust to industry-specific problems. Contextual implications encompass perspectives for entities seeking to maximize training regimens and augment the flexibility of project management groups in clinical trial environments. This work advances theoretical ideas and practical concerns for lifelong learning and skill development in clinical trial organizations. It also adds subtle insights into a specialized domain to the discourse on project management.

The Importance of Continuous Organizational Project Risk Management and the Value of Project Management Certificates in the Customers’ Eyes

In an increasingly complex and volatile business environment, organizational project risk management plays a critical role in determining the chances of project success. Project management has become a common tool in the hands of large organizations for executing development and improving their production cycles in a more carefully planned way. However, the future is often hard to predict, and unexpected events may occur which could have been avoided with the use of the right tools and mindset. This comprehensive research study aims to showcase the importance of continuous risk management in organizations and highlight how risk management contributes to successful project outcomes. By synthesizing information from 59 high-quality publications from Scopus and Web of Science, the research describes various risk mitigation methodologies used across diverse fields, and explores potential obstacles faced by project managers when executing risk management strategies. The primary research of the study builds upon a survey conducted with 181 experienced project managers across various industries to gain deeper insights into their risk management approaches and the constraints they may encounter. Additionally, the study seeks to analyse the value of obtaining project management certificates in relationship with led projects’ length and budget. Employing SPSS, the research presents descriptive statistics, regression, and correlation calculations to further analyse the data gathered. The aim of the research is to draw attention to the significance of continuous risk management, propose effective methodologies, identify and mitigate potential challenges, and shed light on the potential benefits of having certifications in the field of project management. This study aims to present valuable knowledge for both researchers and organizations striving to better understand the field of project risk management strategies through the systematic literature review and quantitative research results presented.

Exploring empathy in project management: Workplace narratives inspiring reflection and discussion

Empathy has been acknowledged as a necessary addition to the project manager’s toolkit, yet there is little in the literature on how this may be used in practice. There is no one agreed definition of empathy. However, it is acknowledged that it is a complex multifactorial construct incorporating cognitive and affective components. Given the complexity of the construct, it is reasonable to suggest that the use of empathy within the project management context is similarly complex. There is a call to incorporate the lived experience of project managers in research, and this article seeks to do that by sharing stories from several Master of Project Management students about their experience with empathy in industry. By showcasing the practical applications of empathy in diverse industries and contexts, this study aims to inspire project management practitioners to engage in reflective discussions on the integral role of empathy in effective project management.

Usage of Hybrid Project Management Approaches and Influences on Approach Selection

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.

The Operational Management Model for the Provision of Rural Drinking Water in Shaoxing City, Zhejiang Province

For the problems of "emphasizing construction over management" and the lack of long-term management mechanism of rural drinking water projects in China, this paper investigated and analyzed the management mode of rural water supply projects in Shaoxing City, Zhejiang Province, and summarized the project operation and management experience from the aspects of project construction, water quality assurance, water price pricing and water fee collection, "digital" platform construction, supervision and management. It provides case experience for the construction plan, operation and implementation management of village and town water supply projects in other cities and regions,which would be beneficial for studying the long-term operation management mechanism of rural drinking water safety projects in China.

Innovation In Project Management Utilizing Machine Learning Technology

The successful adoption of programmable machines for complex tasks opens up opportunities for productivity and more efficient communication, but also poses serious challenges in IT project management. This study aims to tackle the issue of high project failure rates caused by inadequate planning. It aims to assist project managers in enhancing their project planning by implementing real-time solutions through the utilization of machine learning (ML) algorithms and a user-friendly graphical interface. This research is divided into two key phases. The initial phase involves an examination of existing literature in the field of machine learning to identify relevant concepts applicable to project management. In the subsequent stage, two distinct types of ML algorithms, namely example-based learning and regression modeling, will be integrated into a user-friendly platform. This research develops a system that utilizes machine learning algorithms to assist project managers in real-time or near real-time through a user-friendly graphical interface, with a focus on improving project planning and risk mitigation. This research shows that machine learning algorithms provide positive results in overcoming human factors and preventing risks based on the experience of project managers.

Project approach as a tool for the implementation of national projects in Russia

Purpose: of the presented research is to evaluate various methods of project management, including methodological approaches already used in our country, for their application in the implementation of national projects of the Russian Federation.Methods: the work used traditional methods of scientific theoretical analysis, including system analysis, as well as an induction approach.Results: the authors consider the historical aspect of the formation of the project approach as a method used in the professional field of management. In the work, various management approaches presented by different countries were studied and systematized. The analysis of project management experience in the leading countries of the world, as well as in the Russian Federation, was carried out. The study presents the use of the project approach in the implementation of national projects, an assessment of the work of the project implementation monitoring system is given. Based on the identified methodological and organizational problems in the formation of new and implementation of current national projects in Russia, the authors conclude that it is necessary to improve project management methods and monitoring the achievement of performance indicators of national projects.Conclusions and Relevance: the specifics of public administration in Russia require the development of their own design methods in the management system, which will only rely on those already created in the world, but not copy them completely. So, according to the authors, the best practice will be the use of flexible management methods. Existing methodologies and individual strategies of other countries can only help in developing ideas for both the general concept of the implementation of existing national projects and for designing new ones.

Succeeding Against the Odds: Project Management in Complex IT Scenarios

Purpose: This article delved into real-world IT projects, exploring the challenges inherent in complex environments. By drawing insights from project management experiences, it addressed obstacles encountered during digital transformations. The focus was on providing strategies that served as a guiding compass for project managers, emphasizing the pivotal role of skilled leadership.
 Methodology: Utilizing four case studies (IXB Project, SWITCH POC Project, EPN BI Project, Subpoena Tool Project), the article examined critical challenges in complex IT projects. It emphasized the importance of people, processes, and technology and underscored the need for effective communication and collaboration. The methodology involved dissecting each case, highlighting management strategies employed to overcome challenges.
 Findings: The study identified recurring challenges in complex IT projects, such as changing requirements, technology integration, communication complexities, and lack of processes. It unveiled successful strategies, including agile approaches, comprehensive documentation, collaboration, and stakeholder engagement, illustrating their impact on project success.
 Unique Contribution to Theory, Practice, and Policy: This article contributed valuable insights into managing complexity in IT projects. It underscored the significance of understanding existing processes, the need for clear-cut procedures, and the pivotal role of stakeholder engagement. These findings served as a foundational guide for practitioners, offering a nuanced understanding of the interdisciplinary collaboration required for success in complex IT environments.

Influence of the project managers' expertise and experience in the success of projects: the moderating effect of emotional intelligence

PurposeThe authors investigated how emotional intelligence (EI) affects the relationship between project managers' (PMgs) expertise and experience and project success for both the team and client.Design/methodology/approachThis study collected 290 valid responses from IT project managers. The results were analyzed using an ordinary least squares (OLS) regression, with Process v4.0 procedure and the Johnson-Neyman (JN) technique to assess the moderating effect of the level of EI.FindingsResults showed that moderate levels of EI can enhance the impact of PMgs' experience on the project client, while higher levels of EI are necessary to positively impact the team. Moderate levels of EI can improve PMgs' expertise impact on the project team, increasing their effectiveness in interactions with clients and other stakeholders.Practical implicationsIt is recommended to consider emotional intelligence alongside technical skills when selecting project managers to address emotional labor, stress, stakeholder management and agility. Providing EI training and experiential learning opportunities internally can improve project managers' emotional intelligence.Originality/valueThis study contributes to the literature on emotional intelligence and project management, highlighting the relationship between technical skills and emotional intelligence levels of PMgs. This research emphasizes the significance of experience and EI in project management, particularly in overseeing complex projects. Additionally, moderate levels of EI enhance PMgs' effectiveness in engaging with stakeholders closely involved in projects.