Implications For Project Management Research Articles

Reshaping Knowledge Flow: The Impact of Ecollaboration Platforms in It-Project Knowledge Transfer

This research embarks on an in-depth exploration of the transformative dynamics initiated by eCollaboration platforms in the field of IT project management, with a particular focus on knowledge transfer processes. The study delves into the intricacies of knowledge transfer, encompassing both its intra-project dynamics and its transfer from projects to project-based organisations (PBOs). The overall aim is to unravel the impact of eCollaboration platforms on this complex process and to provide insights into the evolving landscape of knowledge management in the context of IT projects. Methodologically, the study adopts a qualitative content analysis approach. Recognising the paradigmatic aspects that might limit insights for proponents of the quantitative paradigm, the chosen approach facilitates an in-depth exploration of the multifaceted nature of knowledge transfer within IT project management. The study involves a cohort of eleven project managers in Austria, with meticulous interviews conducted and recorded to ensure a comprehensive data collection process. The subsequent data analysis involves a systematic evaluation of the accumulated information derived from these expert interviews. This comprehensive analysis integrates both quantitative and qualitative components, providing a nuanced understanding of how eCollaboration platforms influence knowledge transfer within the complex landscape of IT projects. The research findings provide valuable insights into the evolving dynamics of knowledge transfer in the context of IT project management. By examining the impact of eCollaboration platforms on this process, the study contributes to a deeper understanding of the challenges and opportunities that arise in the area of knowledge management in IT projects. These findings have practical implications for project managers and organisations seeking to optimise knowledge transfer processes within their projects and project-based organisations. Ultimately, this research serves as a timely exploration of the transformative potential of eCollaboration platforms to reshape the flow of knowledge within IT project management. It paves the way for improved collaboration and knowledge sharing in the digital age and offers a critical perspective on the evolving landscape of IT project management practices.

Leadership Styles and Their Influence on Project Team Performance

Leadership styles play a pivotal role in shaping the dynamics and performance of project teams, directly influencing the success of projects across various industries. This study explores the impact of different leadership styles—transformational, transactional, laissez-faire, servant, situational, and distributed—on project team performance. Utilizing a mixed-methods approach, including quantitative surveys and qualitative interviews, the research provides a comprehensive analysis of how these leadership styles affect team outcomes. The findings reveal that transformational leadership significantly enhances team motivation, cohesion, and performance, particularly in environments requiring innovation and adaptability. Transactional leadership, while effective in structured settings, may limit creativity and flexibility. The study also highlights the challenges of laissez-faire leadership and underscores the value of servant and situational leadership in fostering team collaboration and addressing diverse needs. The implications for project managers and organizations include the importance of selecting and cultivating the appropriate leadership style to align with the specific demands of the project and team. Future research directions include examining the integration of multiple leadership styles and their long-term effects on team performance.

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.

USING INTERCULTURAL COMMUNICATIVE COMPETENCE DIMENSIONS IN MANAGING MULTICULTURAL TEAM PERFORMANCE

This article provides the relevance and effectiveness of intercultural communication competence for managing multicultural teams within Kazakhstan-based international companies. This research seeks to assess project managers and team members’ knowledge, attitudes and skills related to intercultural communication competence. Byram’s model of intercultural communication competence will be utilized with its emphasis on cultural knowledge and attitudes. This study’s significance lies in its focus on cross-cultural management and communication in diverse work environments, using quantitative survey research methodologies conducted among project managers and team members in Kazakhstan international companies. The purpose is to investigate whether project managers and team members from multinational companies in Kazakhstan, operating in diverse cultural settings, possess the ability to identify elements of cross-cultural communicative competence while overseeing their teams and supervising the performance of their subordinates. Data analysis offers insights into intercultural communication competence knowledge, attitudes and skills within their specific context. These findings contribute to existing knowledge on intercultural communication competence and its application in managing multicultural teams, emphasizing the significance of cultural knowledge, positive attitudes toward diversity and effective communication skills for achieving successful project results. Furthermore, the results can provide practical implications for project managers and organizations looking to enhance their intercultural communication competence.

Lean vs agile project management in construction: impacts on project performance outcomes

PurposeThe present research aims to investigate how lean project management (LPM) and agile project management (APM) affect project performance outcomes in the construction sector in Jordan. This study focuses on six key project performance outcomes, namely cost, time, quality, client satisfaction, innovation and responsiveness.Design/methodology/approachThe present study employed a quantitative approach to achieve the research objectives. Accordingly, a multi-item survey questionnaire was prepared to gather data from 392 project managers from construction companies in Jordan. The study’s model showed acceptable levels regarding reliability, validity, fit indices and discriminant validity. In order to test the hypotheses of this study, path analysis was employed using Amos 24.0 software.FindingsLPM demonstrated a remarkably high positive impact on cost performance. It also positively affected quality performance and client satisfaction. However, LPM insignificantly affected time, innovation and responsiveness performance measures. On the other hand, APM showed a notably high positive impact on innovation and responsiveness. The findings also revealed that APM positively impacted quality performance and client satisfaction. In addition, APM negatively impacted cost performance and insignificantly impacted time performance.Originality/valueThis study is one of the first comprehensive studies to empirically examine the impact of both LPM and APM on various project performance outcomes in the construction industry in the context of a developing country. It reveals some similarities and differences between LPM and APM with regard to their impacts on project management outcomes. The findings are expected to guide managers in selecting the appropriate project management approach based on the desired performance outcomes. Accordingly, it offers important implications for project managers in construction companies.

Motivation in Project Management: Systematic Review of the Literature

Motivation plays a critical role in project management as it affects team performance, project success, and organizational outcomes. The purpose of the review: to study the impact of motivation on the effectiveness of the project, to determine the main factors influencing the motivation in project management and the types of motivation of the project team, as well as methods for managing motivation in project activities. The review covered 44 articles published between January 2019 and February 2023 in the Scopus database, Web of Science and Google Scholar. Articles were selected based on their relevance to the topic and analyzed through a predetermined set of criteria. The results obtained show that project management motivation is a complex and multifaceted process that includes various levels of analysis, including individual, team and organizational factors. Project managers should focus on creating a motivating environment for team members to increase project success. Moreover, intrinsic motivation is a better predictor of task performance than extrinsic motivation. The conducted systematic review contributes to the understanding of motivation in project management and provides a basis for further research on this topic. The results of this review have important implications for project managers, who can use this knowledge to motivate team members and improve project success. Moreover, more research is needed on the motivation behind traditional and agile project teams.

Using Machine Learning to Predict Cost Overruns in Construction Projects

Addressing the persistent issue of cost overruns in construction projects, our study explores the potential of machine learning algorithms for accurately predicting these overruns, utilizing an expansive set of project parameters. We draw a comparison between these innovative techniques and traditional cost estimation methods, unveiling the superior predictive accuracy of machine learning approaches. This research contributes to existing literature by presenting a data-driven, reliable strategy for anticipating and managing construction costs. Our findings have significant implications for project management, offering a path towards more efficient and financially sound practices in the construction industry. The improved prediction capabilities could revolutionize cost management, facilitating better planning, risk mitigation, and stakeholder satisfaction.

The robustness of complex product development projects under design change risk propagation with gray attack information

Disruptive design change risk propagation is a key obstacle restricting the success of complex product development (CPD) projects. Considering the incomplete information of initial change source selection, this paper develops the design change risk propagation model with gray attack information based on complex network theory. In this model, parameters π and σ are introduced to describe the gray information from both global and local perspectives. Based on the gray information, four kinds of gray attack strategies are provided. The robustness of the CPD project against design change risk propagation under different gray attacks is analyzed through numerical simulation. The results show that the CPD project is most robust under the small out-degree attack, while is most vulnerable under the large out-degree attack. No matter based on global or local gray information, increasing the gray level of information is beneficial to improve the project robustness under large out-degree attack, while reduces the project robustness under small out-degree attack under certain circumstances. Parameters σ and π have thresholds σ* and π*, which can keep the project robustness stable. This paper has implications for project managers to make reasonable decisions for project information management and provides a new perspective for CPD project robustness prediction and improvement.

ПОПУЛЯРНІСТЬ МЕТОДОЛОГІЙ УПРАВЛІННЯ У СВІТОВІЙ ПРАКТИЦІ

ПОПУЛЯРНІСТЬ МЕТОДОЛОГІЙ УПРАВЛІННЯ У СВІТОВІЙ ПРАКТИЦІ

Exploring pattern of complexity in mega construction projects

PurposeMegaprojects are known as complex projects that involve high levels of uncertainty. This interpretive study explores and portrays perceived complexity in mega construction projects by lived experiences of project managers.Design/methodology/approachThis study utilises a ground theory approach to analyse data gathered from semi-structured interviews with 18 professionals involved in 11 megaprojects.FindingsComplexity in mega construction projects is defined as a project property that stems from the interaction of project features, uncertain variables/conditions, and managerial actions forming a pattern, which emerges over time, based on the reflections of construction practitioners.Originality/valueThis study defines complexity based on the reflections of the practitioners in the construction industry and uniquely identifies complexity patterns that may have implications for project management, particularly risk management.

Temporal leadership, team processes, and project team task performance

We disaggregate the overall conceptualization of temporal leadership into its two foundation facets: temporal planning and temporal reminders. We integrate these with a two-phase model of team processes during a time-limited project. Specifically, we suggest that leader temporal planning facilitates team transition processes early in a project, leader temporal reminders facilitate team action processes in the middle of the project, and both team processes mediate the effects of leader behavior on team task performance at the end of the project. Data were collected from the members of 51 teams at three points during an application development project and from team leaders at the conclusion of the project. As hypothesized, team transition processes mediated the relationship between leader temporal planning at project initiation and final team task performance. Leader temporal reminders predicted team action processes during project execution. However, team action processes failed to mediate the relationship between leader temporal reminders at the project midpoint and final task performance. We conclude with practical implications for project managers and suggestions for future research.

Scrum in Project Risk Management in Cultural Institutions

Cultural animation and education is one of the goals of cultural institutions. In practical terms, this goal is often implemented through projects, which are also a way to obtain additional financial resources. Hence, projects are part of the work of cultural institutions. Agility understood as flexibility in management, is, therefore, becoming a necessity in cultural institutions, and project risk management as an important part of the management process. This resulted to the proposal to apply the Scrum approach to risk management in projects implemented by cultural institutions. Empiricism, adaptation, and iteration are inherent in Scrum. In this respect, they correspond to both the mission of cultural institutions and the need to adapt activities to the changeability of the environment. Pilot research carried out in three cultural projects indicates that the proposed model of risk management using the Scrum approach allows to manage project risk thanks to systemised work of the project team, transparency of activities, and adaptation of the project to the variability of the environment in subsequent iterations resulting from the Scrum approach. This article presents the results of the research and their implications for project management in cultural institutions.

Knowledge-Intensive Business Service Projects – Characteristics and Implications for Project Management – a Preliminary Study

This research examines the characteristics of knowledge-intensive business service projects based on two cases of Enterprise System implementations. The study results confirm that knowledge asymmetry, ambiguity, opaque quality and co-production are present in both cases. The results indicate knowledge asymmetry between the client and the consultant as the main implication, leading to ambiguity and opaque quality. Co-production is confirmed to reduce knowledge asymmetry, ambiguity and opaque quality.

A Simplified Alternate Approach To Estimate Software Size of Startups

This paper proposes an alternate approach to startups to estimate the size of software product to be built by them using the Software Product Points (SPP). Dataset from 20 software projects of a startup company in India was used to validate the proposed approach and learn lessons out of it. The estimated software product points and the project efforts were found to have a strong positive correlation, thereby indicating the suitability of the proposed approach for its utility by the managers of future software projects of startups. We also briefly outline the implications for project managers of startups and scope for future research.

In whom do we trust? Critical success factors impacting intercultural communication in multicultural project teams

Trust is a significant enabler for intercultural communication in project teams. Researchers and practitioners, therefore, need to know which factors might enhance trust in intercultural communication. Contributing to the yet limited number of studies in the field of intercultural communication for multicultural project teams, this research theoretically analyzes and empirically investigates the enablers of trust for intercultural communication focusing on emotional intelligence, empathy, interaction, and transparency. Using a field sample of 117 experienced project managers working in multicultural project teams, we find that interaction and transparency significantly and positively influence trust in intercultural communication; empathy marginally and positively influences trust. Emotional intelligence does not exert an effect on it. These results provide novel theoretical and empirical insights which have practical implications for project managers. The findings direct suggestions for additional theoretical work.

Industry 4.0 in a project context: Introducing 3D printing in construction projects

As an example of Industry 4.0 in a project context, 3D printing of concrete has the potential to provide a paradigm shift for construction processes with significant implications for project management. This study investigates and reports the enablers and barriers of implementing the innovative 3D printing technology in construction projects, based on a literature review and case study interviews in construction companies. 3D printing can make construction processes more effective, provided that project managers can utilize the potential. The interviews with industry representatives highlighted the issue of cost efficiency of the technology. There is a need to show practical project examples on cost efficiency of the 3D printing technology. To those who manage new technologies 3D printing and other aspects of Industry 4.0 represent an opportunity, while those who struggle to work with and understand new technologies, they represent a challenge or even a threat. Future project managers better be in the first category.

Identifying high-frequency–low-severity construction safety risks: an empirical study based on official supervision reports in Shanghai

PurposeFew of the established risk identification methods refer to low-severity yet high-frequency safety risks data that may lead to several safety risks being ignored, thus reducing the potential of learning from a considerable number of cases. The purpose of this study is to explore a new valid method based on preaccident safety supervision data to identify these minor construction safety risks during routine construction operations.Design/methodology/approachA total of 329 official construction safety supervision reports containing 5,159 safety problem records from Shanghai between 2016 and 2018 served as raw material for in-depth analysis. Given the characteristics of the data collected, text mining integrated with natural language processing was applied to review the supervision reports and group safety risks automatically.FindingsThis study clarifies the way in which the supervision data should be employed to analyze high-frequency–low-severity safety risks. From these data, seven unsafe-act-related and nine unsafe-condition-related risks are identified. Regarding unsafe-act-related risks, inappropriate human behaviors could usually occur in personnel management, contract management, expense management, material management and acceptance work. For unsafe-condition-related risks, hoisting, scaffolding and reinforcement works are the main generators of onsite safety hazards during construction operations.Practical implicationsThe study includes implications for project managers and supervisors to facilitate more effective proactive risk management by paying more attention to collecting and employing the supervision data established in each routine inspection.Originality/valueWhereas previous research focused on analyzing severe accidents, this study seeks to identify the high-frequency–low-severity construction safety risks using the preaccident supervision data. The findings could provide a new thought and research direction for construction safety risk management.

Fluidity in project management teams across projects

Project management teams are often fluid, changing in composition over projects. Fluidity enables innovative project success, as it allows organizing social capital dynamically across projects. In this study, we argue for an optimum between fluidity and stability. We operationalize project management fluidity as the degree of intactness of the whole team from one project to the next. In a sample of 5370 projects of video game development over ten years using information obtained by web crawling on the internet, we find an inverted-U-shaped relation between intactness and project success, assessed as sales, expert reviews, and consumer reviews. We show that optimal intactness shifts according to project context; higher success occurs at lower levels of intactness when projects require more innovation. Finally, we replicate our findings using intactness of relations between project managers and their operational teams. We discuss the implications for project management, and potential future research.

The politics behind design projects: when space, organization, and technology collide

PurposeWhile more and more organizations commit to transformation projects with the aim of redesigning simultaneously their workspaces, work organization, and technologies, the design process supporting such projects remains largely understudied. This paper examines the political tensions that occur when such processes unfold as well as their implications for project management. By doing so, the paper counterbalances the prescriptive and normative literature on “New Ways of Working” which largely overlooks the political complexity of such projects.Design/methodology/approachThe paper is based on a qualitative study of a triple design process in a media company. Data collection mainly consists of a nine-month process of non-participant observation of weekly meetings held by the strategic group in charge of the project. Semi-structured interviews with members of the executive committee have also been conducted.FindingsThe analysis illustrates how space, organization and technology are gradually designed and structured. Four interconnected and often concealed mechanisms that support triple design processes are identified: political tensions, unexpected twists, conflicting temporalities and arbitration measures.Originality/valueThe originality of the paper lies in breaking down the concept of design in three separate objects – organization, space and technology – and examining how these objects were conjointly problematized by an organization in transformation, whereas existing studies often investigate organization design, space design or technology design in isolation.

Engagement-oriented design: a study of New Zealand public cultural heritage institutions crowdsourcing platforms

PurposeThe purpose of this study is to propose a set of design recommendations for crowdsourcing platforms with a focus on user engagement. A sample of New Zealand (NZ) cultural heritage institutions (CHIs) crowdsourcing platforms were assessed, with the aim of offering insights into how they have been designed to encourage dialogue and engagement and to sustain participation.Design/methodology/approachThe design recommendations were derived from a review of related works. Following this, 12 crowdsourcing projects overseen by libraries, museums and an archive in NZ were assessed against the recommendations through content analysis.FindingsThe recommendations were classified into four main categories. These were promote ease of use, attract and sustain user interest, foster a community of users and show users that their work is contributing to the institution and society. The findings indicated that the sample of crowdsourcing projects assessed were generally successful at displaying the credibility and significance of their projects, and promoting their crowdsourced collections. Many of the projects could nevertheless benefit from providing further support to promoting dialogues and engagement with their users and contributors and sustaining offline community interaction.Research limitations/implicationsThe content analysis conducted was focused on the functionality of design elements of the crowdsourcing platforms. The design recommendations derived from the analysis were intended as a starting point for discussion and they would need to be validated in further studies. Other relevant project information such as funding and staffing, promotion and outreach efforts were not solicited in this study. Such information could provide important contextualisation. Future research could take the form of in-depth case studies, including surveying those involved in the projects and stakeholders to investigate such contextual aspects of crowdsourcing projects.Originality/valuePrevious research on crowdsourcing in NZ CHIs consisted of single case studies. This study provides a wider snapshot and insights into digital crowdsourcing platforms from public NZ CHIs. The study findings have practical implications for project managers and Web designers involved in crowdsourcing projects, particularly those in the cultural heritage sector.