Multiple Project Management Research Articles

Project Manager Assignment and Its Impact on Multiple Project Management Effectiveness: An Empirical Study of an IT Organization

:Because project managers influence the success of projects, assigning the right project manager to a project is a crucial management decision. Despite the importance of the decision, research on project manager assignment is very limited. The objective of this study is to empirically examine the impact of the approaches used in project manager assignment on project management effectiveness, especially in a multiple project management setting. The research results confirm the significance of project manager assignment and reveal assignment approaches that enhance effectiveness in terms of resource productivity, organization learning, project success, and personal satisfaction.

A framework for project portfolio selection with risk reduction approach

The ever-increasing penetration of projects necessitates effective management of multiple projects. Project portfolio management (PPM) is one of the modern project management tools that is utilized for strategy implementation in project-based organizations. This technique includes the following processes: Identification, categorization, evaluation, selection, prioritization, portfolio balancing, and authorization. In this paper, strategy implementation is considered the main goal of the organization. In other words, the more the strategy implementation, the more organizational success. Also, we know that one of the key risk objectives of PPM is detecting inappropriate projects. This ensures that the mix of ongoing projects will be the best available project opportunities. In other words, the importance of selection is enormous. In this paper, first, the main efficiency factors are analyzed and presented new definitions and methods to assess each of them. Based on the literature, four main evaluation factors of a portfolio are: 1) strategy fit, 2) single project success, 3) portfolio balance, and 4) interdependence between projects. Then, a framework is presented based on project strategy and Diamond approach concepts. The framework helps the organization to project evaluation and selection accurately. It also can be used for project prioritization. Some instances such as project definition, project objectives and project success criteria are defined in project strategy. Diamond approach is also used to analyze a project in four dimensions: 1) Novelty, 2) Technology, 3) Complexity, and 4) Pace (NTCP). Key words: Project portfolio management, project selection, strategy, project strategy, risk.

The social reality of organisational project management at the interface between networks and hierarchy

PurposeToday's organisations still face the duality of organising for both innovation and projects through organic structures while at the same time maintaining stability within their hierarchical structures. Issues, tensions and conflicts arise at the interfaces between these two/competing modes of organising. The purpose of this paper is to explore what really happens at the interfaces between the structures and governance modes that result from the prevalence of project‐oriented organisations. The theoretical framework is based upon the actor‐network theory (ANT) in order to capture networks construction around project management offices (PMO) deliverables that cross multiple organisational boundaries.Design/methodology/approachThis research is of explorative nature. Even though the number of cases is limited to two, a strong research design was obtained through maximizing together their homogeneity and heterogeneity. Data were primarily collected from semi‐directed interviews with 29 individuals. Data analysis were done within a grounded theory approach. This study focus on one particular PMO deliverable: the project status report. The itinerary of the project status report was followed within each organisation.FindingsWhat this study shows is the complexity of the translation process followed by a project status report. It highlighted specifically the existence of multiple arenas for negotiation. Interfaces can then be seen as translation centers where multiple perspectives on the project are discussed. Issues, tensions and conflicts are to be resolved when converging towards an irreversible unique point of control. Translations are not free. They incurred significant transaction costs which are invisible to the management team.Research limitations/implicationsWhile many other perspectives would permit a better understanding of what happens at the interface between hierarchy and projects, this research focused on networks constructlon within the ANT framework. This research is exploratory and as such there are certain inherent limitations. First, it was limited to two case studies only. Second, only one deliverable was scrutinised through ANT. Further research should also be undertaken to link project monitoring and control functions to project governance.Practical implicationsPractical implications relate to the capability of anticipating the consequences of organising within dual structures. This research leads to three major conclusions: PMO is part of the power system and politics; there are costs to hyper‐control; and interfaces could be seen as learning opportunities.Originality/valueThis originality of this paper is twofold: the research subject and the theoretical framework. First, the research subject looked at politics and power systems within the organisational project management. While previous researches have identified issues, tensions and conflicts surrounding the management of multiple projects, none has clearly focused on this subject. Second, this research adopted asocial approach based on an ANT framework. This approach focuses on the networks construction where issues, tensions and conflicts can be observed while they unfold.

The Multiple Myeloma Research Consortium (MMRC) Model: Reduced Time to Trial Activation and Improved Accrual Metrics.

The Multiple Myeloma Research Consortium (MMRC) Model: Reduced Time to Trial Activation and Improved Accrual Metrics.

Fatores de sucesso no gerenciamento de múltiplos projetos na construção civil em Recife

A indústria da construção civil tem um papel fundamental no desenvolvimento da economia do país. Muitas empresas do setor, entretanto, vêm enfrentando diversas dificuldades, muitas vezes devido a uma gestão de projetos deficiente. Este artigo ressalta a importância de um eficiente gerenciamento de múltiplos projetos nessas empresas, focando- se em analisar os fatores responsáveis pelo sucesso desse gerenciamento. Para isso, foi realizada uma pesquisa exploratória com 30 empresas de construção civil do Recife que atuam num ambiente de múltiplos projetos. Com a análise dos dados foi possível perceber as diferentes percepções de sucesso de gerentes e empresas distintos, os fatores críticos de sucesso no gerenciamento de múltiplos projetos, as principais dificuldades existentes nesse ambiente, as características primordiais das empresas que possuem mais projetos de sucesso, dentre outros aspectos.

Análise do Gerenciamento de Múltiplos Projetos na Construção Civil

O gerenciamento de projetos individuais não se faz suficiente nas organizações atuais, uma vez que muitos deles são gerenciados em um meio de múltiplos projetos. Entretanto, o gerenciamento de múltiplos projetos (GMP) possui características específicas e exige técnicas de gerenciamento diferenciadas. Nessa tendência, o setor da construção civil é o que mais se destaca. Esse contexto requer o estudo e a aplicação do GMP na construção civil, com o objetivo de direcionar e coordenar os recursos compartilhados pelos diversos projetos e gerenciá-los simultaneamente, para manter o foco na estratégia global da empresa e permitir tomadas de decisões oportunas e eficazes. Esse trabalho visa realizar uma análise de artigos publicados nos últimos cinco anos, nas principais bases de periódicos, na área de GMP no setor da construção, para identificar algumas lacunas que possam ser preenchidas por futuras pesquisas

Decision-making support model for reusable construction materials in multiple project management

Although reusable materials in a construction project need to be specifically managed by the head office of the construction company for proper retrieval and reuse, they are not efficiently managed. In many cases, construction companies treat reusable materials no differently from non-reusable materials. To manage reusable materials for effective and efficient procurement, the current procurement system needs to be improved based on the records of usage from multiple projects monitored and managed by the head office of the construction company. The objective of this paper is to discern and analyze the problems of the procurement process of reusable materials for current multiple projects by following case studies of three construction companies against this background. Based on the analysis, this paper emphasizes the need to implement systems for reusable materials procurement requests, outgoing materials quantity forecasts, and economic analysis for vehicle distribution, as well as the need to expand applicable uses of a resource pool. A model is also proposed to support the decision-making process in the procurement of reusable materials.

The effectiveness in managing a group of multiple projects: Factors of influence and measurement criteria

To improve management and efficiency, many organizations nowadays employ multiple project management (MPM) practices. A common way to do so is having one project manager lead multiple concurrent projects, which we term – the management of a group of multiple projects (MGMP). Despite the high rate of utilization in the industries, MGMP research is still limited. In responding to the demand in this relevant research area, we examined the issues leading to effectiveness in MGMP from six leading high-tech organizations. We found the organizational-level and operational-level factors influencing the effectiveness in MGMP and the criteria for measuring the MGMP effectiveness. This finding was organized as a framework underlying the effectiveness in MGMP, providing important managerial implications and suggesting potential future research.

Construction client multi-projects – A complex adaptive systems perspective

Most projects exist as part of a multi-project environment. The management of multiple projects presents challenges that are fundamentally different from single project management. Recent theoretical developments in the philosophy of complexity theory provide a basis for gaining insight into the proposition that multi-project management is neither an extension nor a scaled up version of single project management. Genuine multi-project environments exhibit the characteristics of complex adaptive systems which offer novel approaches for the project manager.

A competency model for effectiveness in managing multiple projects

To be effective in leading multiple simultaneous projects in high-velocity industries, this study proposes a list of competencies that multiple-project managers should possess organized as a competency model for effectiveness in managing multiple projects. Among other competencies, the competencies that are unique to multiple-project managers are organizational experience, interdependency management, multitasking, simultaneous team management, and management of interproject process. This finding helps raise awareness in the project management community regarding the differences between the competencies of single-project managers and those of multiple-project managers. Besides the list of competencies, this study extends its contribution by presenting propositions for future research.

Propriété industrielle, stratégie et agence de création

La recherche presente les divers outils de protection industrielle a la disposition des entreprises de creation. Leur articulation et le choix de chacune des couches de protection sont definis et mis en perspective dans le cadre d’un processus d’innovation et de gestion multiple des projets.

The marketing strategy of a project-based firm: The Four Portfolios Framework

The purpose of this paper is to address the simultaneous management of multiple business relationships and multiple projects in the marketing strategy of the project-based firm. The research question is: How can the essence and interdependencies between the portfolios of relationships and projects be conceptualized as the marketing strategy of a project-based firm? We address this question by constructing a framework including two portfolios of relationships and two portfolios of projects, and by discussing how these portfolios may be interrelated. Combining the approaches of relationship management in project marketing on the one hand and the management of project portfolios on the other contributes a novel viewpoint to project marketing.

Assigning new product projects to multiple-project managers: What market leaders do

One of the most important questions in project management is how to assign new projects to project managers. This question is especially challenging when a project manager already leads multiple, concurrent projects, e.g., a multiple-project manager of new product development projects in typical high-tech industries. To address this question, we explored the project assignment process of six market-leader companies in these industries. We found that in effective project assigning, management assigns projects first by prioritizing projects based on their contribution to the organization's strategic elements such as organizational mission and goals; second, by matching projects to multiple-project managers by using project requirements and the competencies of multiple-project managers; and third, by recognizing any organizational or personal limitations. Such effective project assignments likely lead to better performance of the project and of the organization.

Multiple project management: a modern competitive necessity

PurposeThe paper aims to examine the theory of project and multiple project management and develop a framework tool to facilitate the management of a portfolio of multiple projects across an organisation and enhance the overall effectiveness of the process.Design/methodology/approachThe methodology adopted in this paper was first, to undertake a literature survey of the area and to distil the key elements affecting the management of multiple projects within organisations. A number of interrelated tools to support effective management are then developed and applied to a mall to medium‐sized enterprise (SME) to validate their applicability.FindingsThe paper highlights that greater organisational efficiency and less conflict can be achieved through greater structure and understanding of the intricacies of managing multiple projects.Practical implicationsOrganisations can reduce the pressure imposed on staff as a result of the matrix structure by clearer deployment of strategies to projects and increased awareness of risk of conflict between function and project co‐ordinators.Originality/valueThe value of the paper is that it presents organisations with a tool that interrelates projects to strategy fulfilment and also identifies the level, focus and loading of projects to individuals across the organisation. In this way organisations can better understand their organisations and manage their portfolio process more effectively.

The impact of project portfolio management on information technology projects

The ever-increasing penetration of projects as a way to organise work in many organisations necessitates effective management of multiple projects. This has resulted in a greater interest in the processes of project portfolio management (PPM), with more and more software tools being developed to assist and automate the process. Much of the early work on PPM concentrated on the management of IT projects, largely from the perspective of the management of resources and risk. Many of the recent articles have been by vendors of the software, promoting the value of the PPM process. However, the claims made in those articles are typically only supported by anecdotal evidence. In this paper, we assess whether there is a correspondence between the use of PPM processes and techniques, and improvements in the performance of projects and portfolios of projects. Based on our findings, we introduce a three-stage classification scheme of PPM adoption, and present a strong correlation between (1) increasing adoption of PPM processes and a reduction in project related problems, and (2) between PPM adoption and project performance.

Successful management of strategic intentions through multiple projects – Reflections from empirical study

This article focuses on how to implement strategies successfully through projects. Based on the literature we propose measures for successful management of strategic intentions in a multi-project context. Empirical survey of 288 organizations is used to analyze practices that organizations use in managing development projects. Correlations between management practices and success measures are examined and the success factors determined. Several success factors are found related to both single and multiple project management. In addition, the linkage between strategy process and project management, as well as the availability of high-quality information are identified as success factors.

Managing multiple engineering projects in a manufacturing support environment

Business trends require front-line managers to integrate multiproject concepts with those of traditional single-project management since very rarely can one find major organizations managing just one project. A typical situation entails a limited pool of resources which is applied to the management of several projects, with people moving back and forth among different assignments in different projects. Yet, few studies on project management have started to explore the issue of how to manage an organization with multiple inter- or intradepartmental projects. Using a case study method, our exploratory research investigates the specific problems associated with the management of multiple engineering projects in a manufacturing support environment, with the intent to identify common factors of success. Knowing the factors of success is but the first step toward improving multi-project management. Our findings provide insight into how the most important multiple-project success factors in this environment differ from factors of success in traditional single-project management, and are consistent with other emerging research in product development environments. The differences center on resource allocation and flexibility. Some factors, such as ownership, staff experience, and communication, take on additional dimensions when considered in a multiple-versus a single-project environment. Division and assignment of resources, prioritization, and customized management style, which have little relevance in relation to single projects, are shown to play a major role in the success of multiproject management.

Cognitive style and affect: A comparison of the Kirton adaption-innovation and Schutz's fundamental interpersonal relations orientation-behaviour inventories (KAI and FIRO-B)

Kirton's theory of adaptive-innovative cognitive style is rooted in the field of cognition (Kirton, 1994a). He has asserted that the KAI (Kirton Adaption-Innovation Inventory), his measure of adaptive-innovative cognitive style, should correlate insignificantly with measures of affect (Kirton, 1994a, p. xx). The purpose of this study was to explore Kirton's assertion by investigating the relationship between scores for the KAI and the six subscales of Schutz's measure of interpersonal needs, FIRO-B (Fundamental Interpersonal Relations Orientation-Behavior). The subjects in the present study were U.K. research and development staff and U.K. multiple project managers. This study extends that recently published by Kubes, which involved Slovak research and development staff (Kubes, 1992). In the present study no significant correlations emerged for the sample of multiple project managers and only two were found for the research and development staff at the low levels of r = 0.27 and 0.22, P<0.01. In all, it is concluded from the U.K. and Slovak data that there is no significant relationship between KAI and FIRO-B scores and hence Kirton's assertions regarding the independence of affect and cognitive style are supported.

The thinking style of the managers of multiple projects: implications for problem solving when managing change

The purpose of this paper is twofold: (a) To draw attention to an important aspect of cognition—thinking style. Theory predicts, and research has clearly shown, that thinking style influences the way in which individuals prefer to use their intelligence, ability, knowledge and skills when making decisions and solving problems. (b) To discuss the results obtained from testing the hypothesis that managers of multiple projects are likely to have a more innovative thinking style than managers in general. The hypothesis is supported and the paper discusses the influence of thinking style on several key aspects of the management of multiple projects.

Management of multiple simultaneous projects: a state-of-the-art review

The simultaneous management by one organisation of multiple projects is an everyday situation. It has been suggested that up to 90%, by value, of all projects occur in the multi-project context. Generally, these projects are smaller than their large unitary contemporaries. They do not, therefore, have the luxury of dedicated resources, but must share at least some resources with other projects. The paper reviews the state of the art of the management of multiprojects, and identifies shortcomings in the present published knowledge. The information is classified into the following categories: capacity, complexity, conflict, commitment, and context. The paper focuses on complexity. Three areas are identified which require further study: the simultaneous management of multiple projects which differ in terms of size, required skills, and urgency. The emphasis in the paper is upon the systems-house context.