PM Practices Research Articles

How performance measurement systems enable or hinder organizational ambidexterity

PurposeThis study aims to examine how different uses of performance measurement systems (PMS) enable or hinder organizational ambidexterity (OA), intended as the simultaneous pursuit of exploitation and exploration.Design/methodology/approachFollowing a qualitative research design, we gathered data through semi-structured interviews, observations and reviews of documents at four departments of an automotive firm.FindingsWe contribute to operations management research and practice by demonstrating how PMS, which are typically associated with exploitation, can also foster exploration and enable organizations to become ambidextrous. Specifically, we show how PMS can be structured and used in more agile ways and, in relation to innovation, we identify which PM practices should be introduced and with what effects and those that should be avoided. We also contribute to organization theory by highlighting how a single management tool can promote the achievement of both exploration and exploitation.Practical implicationsIn investigating PMS uses and their effects, we identify several positive practices. For example, we show how managers can use PMS more effectively and how targets could be deployed to stimulate creativity and innovation. We also emphasize the need for managers to opt more often for team incentives rather than individual ones to encourage the collaboration needed for OA.Originality/valueWe provide in-depth insight into how PM tools affect an organization’s ability to pursue exploitation and exploration, thus contributing to research in operations, innovation and organization theory.

Integrating Lean Thinking into Project Management: A Conceptual Model for the IT Sector

Lean Thinking (LT) is a philosophy that prioritizes customer value optimization and waste minimization. Although initially developed for manufacturing, LT principles and tools have been contributing to improve performance and competitiveness’s in several industries worldwide. However, the existing literature exploring the connection between LT and PM still fails when addressing both approaches, being primarily focused on construction projects, leaving other project contexts relatively unexplored. To address this research gap, this research aims to investigate the potential benefits of integrating LT into Information Technology (IT) PM practices across diverse project domains. Through a comprehensive literature review of relevant concepts, this research proposes a tailored conceptual model that links LT principles and tools with IT PM, targeting waste elimination and overall project efficiency enhancement. The model was developed based on the current literature and provides a valuable structure for improving efficiency, reducing waste, and enhancing project success, thereby enriching the literature and empowering practitioners in the field with a comprehensive approach to deliver high-quality results effectively.

Project management practices in major university-industry R&D collaboration programs - a case study.

University-industry collaboration (UIC) projects are complex undertakings, that can involve multiple parties or stakeholders. Effective management of UICs can mean the difference between success and failure, in terms of technology transfer and research commercialization. This research paper focuses on the micro-level analysis of UICs and in particular the project management practices that can help major UICs deliver benefits and broader societal impact. PM has been evolving toward more hybrid approaches involving both traditional and agile practices. A conceptualization of a hybrid approach is presented based on a literature review. This conceptualization is then used as a starting point for exploratory empirical research. Participant observation, document analysis, and thirty semi-structured interviews were conducted in a large UIC case study to help identify PM practices and check their relevance. Data analysis led to a framework comprising 29 transversal or must-have practices distributed throughout the project lifecycle and 30 contingent or optional practices, divided into traditional, agile and common. This research extends the existing knowledge on UICs by giving a micro-level perspective on managing UIC projects and providing evidence of the adoption of hybrid approaches to assure the overall governance of significant inter-organizational endeavors. The framework provides a roadmap for future major UIC projects.

Project management offices in the construction industry: a literature review and qualitative synthesis of success variables

Today’s project management offices (PMOs) in the construction sector need to be equipped with breakthrough capabilities necessary for making a difference in multi-project management. Although there is an upward trend in academic research on PMOs, a comprehensive framework of potential success variables is still lacking in the literature. This research aims to assess the extant literature from the perspective of the construction sector to provide a single consolidated overview of potential PMO success variables. A systematic search process was adopted to retrieve publications and narrow them down to eligible studies followed by a qualitative synthesis. A set of 32 success variables was synthesized and inductively categorized under four emerging themes of (1) establishing PM infrastructure, (2) promoting PM practices, (3) PMO structuring, and (4) organizational support. This set of variables refers to three kinds of functional, structural, and contextual variables characterizing potential features of successful construction PMOs. These variables were compared between the construction industry and other industries to reflect contextual contrasts and similarities. A research agenda was proposed to encourage empirical studies on examining success variables. This study contributes to an improved understanding of PMO success variables in the construction industry and directs future research towards the most important topics.

APPRAISAL OF PERFORMANCE MANAGEMENT PRACTICES AND EXCELLENT PERFORMANCE INDICATORS IN PUBLIC HIGHER EDUCATIONAL INSTITUTIONS

The excessive attention on performance evaluation in tertiary education in current times should be viewed in consonance with globalization. Globalization has had a complete makeover effect on advanced academic establishments as a consequence of its widening, deepening and speeding up of worldwide connectedness. Performance is in essence the amount of effort a worker puts in to help an establishment achieve its targets. A comparative analysis of the resemblances and variations in PM practices were highlighted to ascertain best practices in academic institutions. The study aims at ascertaining performance management (PM) practices as well as excellent performance indicators in public higher educational institutions (HEIs) of Ghana. The study takes the form of a case study where the University of Cape Coast (UCC) in the Central region and the Takoradi Technical University (TTU) in the Western region were selected as units of analysis. Using the simple random technique, 141 respondents were selected from the total population of 173 using the Yamane (1967) formula. Data was analyzed using a quantitative approach. Setting performance objectives, setting performance standards and setting performance targets were the variables studied for performance Management practices. Conformity to standards and service quality were the variables studied for excellent performance indicators. The findings of the study reveal that most of the respondents confirm to the observant of performance practices as well as excellent performance indicators in their institutions

Impact of preksha meditation on alpha waves in EEG

Aims: The present study aims at demonstrating changes in alpha wave frequency on electroencephalograph (EEG) at two and four months of preksha meditation training in young novice students. Materials and Methods: Participants included 52 girls between the 17 to 21 years of age from a local college selected using a convenience sampling technique. They were randomly divided into experimental (n = 29) and control (n = 26) groups. Study duration was 4 months during which experimental group was administered a supervised PM training for 4 months. During this period control group continued their normal activities without mediation practice. EEG was analyzed for alpha waves and compared at base line, at 2 months and at 4 months. Results: The mean value of alpha wave frequency (%) in control group at beginning was 49.65 ±21.598 which increased to 52.58±18.005 at 2 months. In experimental group, in beginning it was 49.52 ±18.169 which increased to 54.31±22.490 at 2 months. However, this increment was not statistically significant in both groups. A statistically significant increment in alpha waves percentage to 66.59±9.493 was observed in experimental group after four months of PM which was significant at the level of p Conclusions: A significant increase in alpha waves was observed at 4 months of PM practice in young novice students. This increase was observed at 4 months and not at 2 months suggesting that longer practice of meditation is needed to bring out significant improvement. Keywords: Preksha meditation, EEG, Alpha waves.

Sustainability in Project Management Practice

The study focused on the application of sustainability in project management, with reference to attendant difficulties experienced, which affect the goal of achieving sustainability outcomes in project management. As such the study explored the nature and occurrence of challenges to the integration of sustainability principles with PM practice. A review of purposively sampled literature was complemented with fieldwork, which involved an online questionnaire with eighty-nine participants, to collect qualitative data, using South Africa as context. The major limitation was the purposive use of professional project managers as a sample population. The findings reveal that project managers experience significant challenges when implementing sustainability in their practice. While confirming deductions from the literature review, findings suggest that the most significant challenge may be the lack of information among participants and other stakeholders. One major implication is that other identified difficulties may be traceable to the same lack of knowledge in the subject area. Identified consequences include delayed projects and complete abandonment of the sustainability principles in projects. The integration of sustainability principles with project management practice is a growing niche area of project management knowledge. The study contributes a unique exploration of nature and occurrence, and dynamics of attendant challenges, through a comparison of experience and perception. The comparison has highlighted the differences between the experience and perception of project managers, with reference to the application of sustainability principles.

Project Management in Nanotechnology: A Systematic Literature Review

This paper provides a systematic review on the subject of project management in nanotechnology to analyze existing body of literature and identify subject areas for further research. The literature review has been performed using two academic databases – Scopus and Web of Science. Despite the growing importance of high-tech industries, there are few studies dedicated to managerial issues of nanotechnology projects. Study was conducted by adopting three-step methodology combining both quantitative and qualitative research methods. As a result, eight knowledge areas were identified covering risk management issues, role of nanotechnology in economic development, link with other industries, safety issues, implementation of PM tools in the field of nanotechnology and others. Paper also provides an overview of top journals related to the topic, the most active scientists, institutions and relevant publications. Findings of detailed citation analysis shows that the most cited papers are far from PM practice. Nevertheless, study has both academic and practical relevance, discussing scientifically grounded PM knowledge that is applicable to the management of nanotechnology projects.

Responsible forms of project management education: Theoretical plurality and reflective pedagogies

The paper aims to revive an interest in the notion of responsible project management education (RPME) in the context of related contemporary debates about the integration of reflexivity, ethics and sustainability in the business schools' curricula; the purpose, values and effectiveness of university education; and practical relevance of business and management courses, to mention only a few. We offer an interpretation of what RPME at university level may mean concerning the practice of curriculum design and pedagogy of project management courses in light of a perceived nature of project management theory and the field as practised. We argue that responsible project management education should make the theorising of the process of projectification, relational complexity and practical wisdom (combining prudence, instrumental and value rationality) accessible and appealing to all involved and should pursue experiential reflective learning. To illustrate how it may work in practice, we reflect on our longstanding experience with designing and delivering a PM module for an MBA programme. Apart from the challenge with maintaining the requisite diversity of the teaching team and practitioners' input into the course, we illuminate some benefits and challenges as perceived by the participating students. These are: discomfort caused by encountering a different ‘project management’; excitement in embracing the unexpected; light-bulb moments in redefining one's own understanding of PM practice and in finding a new way of understanding and dealing with a specific situation in the workplace.

PERFORMANCE MANAGEMENT OF ACADEMIC STAFF AND ITS EFFECTIVENESS TO TEACHING AND RESEARCH – BASED ON THE EXAMPLE OF ESTONIAN UNIVERSITIES

1. Introduction and method The aim of the research is to identify options for developing performance management (hereinafter PM) of the academic staff (hereinafter AS) based on the example of Estonian universities. For the purposes of this research, the scope of PM is limited to the performance appraisal (hereinafter PA) and remuneration systems of AS, enabling more analyses of interplay between those two components. The transition from the traditional university to the modern university after the economic crisis has brought several changes in the management of universities in the last decade. There have been significant decreases in student numbers and the end of private funding for studying in Estonia too. The objects of the research are the PM systems for AS in the three leading universities and their subunits in Estonia: the Faculty of Economics and Business Administration at the University of Tartu (hereinafter U1); the School of Economics and Business Administration at the Tallinn University of Technology (hereinafter U2); and the private Estonian Business School (hereinafter U3). The main focus is the PM of the AS in the Economics and Business Administration faculties, where there were the biggest changes in teaching and research. The research question is to identify the effectiveness of PA and remuneration systems and to investigate the options for developing PM in the universities. The management of university faculties has been changing and has increasingly used management instruments of the private sector, which need professional managers. The research methodology was developed incorporating exploratory methods, including questionnaire-based surveys and interviews. Exploratory analyses and qualitative methods were conducted involving the analyses of documentation universities had on their PA and remuneration systems (Remuneration and benefits, Salary Rules, Staff recruitment etc.), focus group and semi-structured interviews with academic leaders, and participatory observations within a case study in U1. The case study holistically analyses PM policies in U1 by using several methods and includes quantitative and qualitative evidence. Quantitative methods included a questionnaire-based survey of AS in three university subunits--13 questions and open questions (see Table 4). The author used the Kruskal-Wallis test for finding the differences in opinions of AS at different universities. The data from U1 was gathered over a period of 10 years, similar surveys were carried out in 2004, 2007 and 2013. The same survey was gathered at U2 and U3 in 2013. To determine the particularities of the aforementioned systems, a total of 108 AS were surveyed in 2013 and nine academic leaders were interviewed at their universities (subunits). Seven focus group interviews (the type of Delphi method discussions) were also conducted at U1. Descriptive statistics and correlation analysis were used to analyse the results obtained. 2. Literature review 2.1. PM in general There are many definitions of PM. However, in principle it is defined as a process of measuring and developing the individual and the team performance; a set of PM practices with goal setting and planning, monitoring and feedback, appraising and remunerating of employees (Aguinis and Pierce 2007, De Andres et al. 2010). Some scientists have taken an even broader approach, incorporating topics like managing by values, empowerment and participative management (Mone et al. 2011, Biron et al. 2011), or organisational performance and leadership (Kivipold and Vadi 2013), or have associated it with creating a shared vision of the aims of the organisation (Decramer 2013), or emphasise the need to give equal prominence to leadership and management to achieve their objectives in schools and colleges (Bush and Middlewood 2013). PM is also an integral part of the managerial control system aimed at employee work activities and work results. …

Measuring knowledge management performance in industrial enterprises

Purpose – This paper aims to discuss an integrated paradigm that aligns the measures of knowledge management (KM) performance to attain corporate goals in organisations. It presents the main findings of an exploratory study on the use of the paradigm and the accompanied self-assessment scheme in industrial enterprises in Trinidad and Tobago (T&T). Design/methodology/approach – An integrated knowledge management (IKM) model was derived, incorporating the guiding principles of the Total Quality Management/Business Excellence Models. A host of 20 elements was advocated under 5 assessment criteria, namely, Senior management leadership, KM processes, people development, continuous improvement and results orientation. A four-level self-assessment scheme was developed for facilitating users to determine the maturity status of IKM performance in organisations. An exploratory study was conducted with respondents of 18 companies in T&T. A results-oriented methodology with a self-assessment instrument (includes a set of questionnaire and facilitative tools) was used to acquire the industry practitioners’ views on the potential applicability of the IKM model. The study compared the current with the expected organisational performance and explored the relevance of integrating KM and PM practices in these participating organisations. Findings – The findings provided some useful data sources and managerial insights in integrating KM/PM initiatives with reference to groups of large enterprises vs small- and medium-sized companies in T&T. Empirical evidence showed that the self-assessment analysis could help participating organisations utilise their resources and keep up with improvement progress. The objectives, emphasis and administrative context of the KM/PM integration could be changed with varying resources, constraints and maturity status of organisations. Research limitations/implications – Future research could validate the self-assessment paradigm of KM performance in enterprises across various industry sectors, with the emphasis on human–technology–organisation interactions. Originality/value – It is anticipated that adapting the IKM model and using it for regular self-assessments could help industrial enterprises to enhance their KM and PM capabilities for attaining improvement goals. The results could facilitate information sharing of best practices and create conditions conducive to continuous performance improvement.

Perceptions of Different Stakeholders on Improving and Embedding Project Management Practice in Organisations

Abstract A conceptual framework gathering current knowledge on embedding useful project management improvement initiatives (PMIIs) was developed from an exploratory study. The framework provides guidance to organisations interested in increasing their performance in the management of projects. This paper describes how the identified key PMIIs and key embedding factors in the framework are dependent on the organisational stakeholders’ characteristics, namely primary role, PM experience, level of education, gender and age. A sample of 793 questionnaire responses from PM professionals worldwide is used. The sample size and the diversity of contexts in which the respondents are working, renders the analysis easier and more reliable. More specifically, using Principal Component Analysis and ANOVA Analysis the research identifies patterns on how different stakeholders see the improvement and embedment of PM practice in organisations.

Undesirable project management practices adopted to achieve project outcomes: a case study of Vietnam

While Vietnam’s construction industry offers many opportunities due to its strong economic growth, project management has not been well entrenched. The objectives of this study are to determine the performance level of Vietnam’s projects; investigate undesirable PM practices adopted to achieve project outcomes; and provide recommendations on the way forward for PM in Vietnam. The survey research method was adopted and a structured questionnaire was used to collect data relating to PM practices that were adopted in construction projects. Their performance levels in terms of cost, time, quality, profitability and satisfaction were also determined. The study found that projects in Vietnam performed poorly in terms of time and cost outcomes. Using correlation analysis, undesirable PM practices that are adopted were identified. These relate mainly to cost management and quality management practices. Recommendations are provided to help Vietnamese firms to adopt appropriate PM practices to achieve better performance outcomes.

An empirical investigation of the project situation: PM practice as an inquiry process

Long perceived in the classical literature as focused on technical aspects, project management is re-viewed in an empirical investigation that underscores the place of value judgment. Adopting a grounded theoretical research strategy and drawing on Chaim Perelman's rhetoric and Schön's pragmatist view of design activities for the theoretical framework, we explore the inquiry process by which actors grasp project situations. This article contributes a model of the key constituents of the inquiry process, characterized as a to-and-fro movement between descriptive and design practices. Some rhetorical issues that hinder or nurture this inquiry process are examined. Practical and pedagogical consequences are identified, pointing to the importance in project management of “pragmatizing” theoretical knowledge and developing reflective practice.

Building Pragmatist Theories of PM Practice: Theorizing the Act of Project Management

This article examines project management through the lens of practice. Drawing on the literature, we develop a typological model that brings together four distinct theoretical types of project management practice. Adopting a deliberately critical perspective, we show that the first three types propose a weak conception of the logical relationship between the theory and practice of project management. In contrast, the fourth type, anchored in a pragmatist conception of the theory-practice link, provides the potential to build strong theories of project management practice. A specific objective is to elucidate the distinct features of the fourth type of theory.

Scenarios for applying RFID technology in construction project management

Radio Frequency Identification (RFID) technology has been widely applied in various areas such as retail, electronic transaction, logistic and supply chain management, scientific research, security, etc. It has brought about great benefits in these areas through improving real-time information visibility and traceability. However, a widespread application of RFID in the construction industry has not taken place. One possible reason is that construction practitioners may have not been fully informed of its potentials. This paper aims to investigate various scenarios that can illustrate the uses of RFID technology in construction project management. The research starts from a brief summary of recent developments of RFID technology in different industrial sectors including construction. 16 researchers were split into 3 groups to investigate how RFID can be used in the management of materials, men, and machinery (M 3) for construction projects. Perspectives for future studies are proposed in order to fully realise the potentials. The research encourages a wider adoption of RFID technology in improving current PM practices. It also provides academia with a platform for further exploring the innovative uses of RFID technology in construction.

The improvement paradox in project contexts: A clue to the way forward?

This paper emerged as the authors struggled to make sense of a phenomenon observed during fieldwork. We had entered the field knowing a project-based organisation to be performing poorly and to be in need of improvement in its management of projects. We expected that the organisation would be actively trying to achieve the necessary improvement. We found that the organisation as a matter of course was not pursuing any improvement activities. It was only following a crisis with its major client that limited changes were introduced, and then business as usual resumed. This we have termed, the improvement paradox. The paradox exists because there are two systems of logic operating: that of the researcher in forming the expectation of change and that of the organisation in not changing. Both of these systems provided insight. Our expectations reflected a bias for the logic that there was inherent goodness and desirability in improving PM practices. Furthermore, we are actors in an environment that actively promotes improvement and provides mimetic, coercive and normative pressures on an organisation to improve. The logic of the organisation was founded on complicity — between the organisation and its client, and between multiple levels of the organisation. This complicity was seen to be causal in maintaining a series of defensive routines — routines that perpetuated the status quo. Further reflection revealed many paradoxes in the world of projects and project management. Given the prevalence of paradoxes perhaps we should move beyond labelling these phenomena to explore them more deeply and to contribute insights which better reflect the complexity and ambiguity in project contexts.

Improving Performance Management Practices in IT firms of Pakistan

Orientation- This exploratory study elaborates performance management issues like job dissatisfaction and high job turnover rates faced by the IT firms in Pakistan and suggest the solutions with their implications. Researchers have taken an IT firm as a case study. Purpose – The aim of the researchers in this endeavor is to identify the problem areas and challenges faced by IT firms while implementing best practices of performance management. This study also explores practical implications and what adaptation can be utilized in order to have effective performance management system. Design/ Methodology- Researchers have adopted qualitative research methodology in which qualitative technique is applied to collect and interpret data. Semi structured Interviews were conducted from the director and the middle management of the case study firm in order to identify various PM issues. Findings- Results also indicate that by implementing steps of performance management processes i.e. setting objectives, training, performance agreement, performance review and reward system “We Care” firm may resolve its performance related issues like job dissatisfaction, high job turn over and the rigid environment. Practical implications- Current research may be use by HR managers to identify and resolve the performance evaluation and development challenges. It also provides the literature for future researches. Contribution- This research firstly presents comprehensive literature analysis on performance management practices which allows its reader to critically analyze various developments in PM practices. Moreover, it explores the issues of practical implications of PM best practices in real business scenario. Current research elaborates the different emerging implementation issues which create gap between theory (best practices) and its implementation.

Rapid Cooling Of An NFL Defensive Linemen With A Core Temperature Of 40.9 2C During A Full Padded Practice

HISTORY The athlete is a 9 yr veteran defensive lineman in the National Football League (NFL) with age = 30 yr, height =182.9 cm and body fat = 24%. He arrived at pre-season training camp 2004 with mass = 149 kg, similar to his 2003 pre-season mass (147.7 kg). He gained 5.6 kg by the 5th morning, 3.76% above baseline (BL). His sweat rate was 1.7 l·hr-1 in 2003 with ambient temperature = 23.7 °C and 83% RH. In pre-season 2003 his mean percent dehydration (%Dehy) after practice was 0.87% ranging from 0.0 to 1.85% in 23 consecutive practices. During the first 3 days of the 2004 pre-season this player's core temperature (Te) was monitored using ingestible sensors (HQ, Inc.). On Day 1 of two-a-days, his Te was >39.5°C (103°F) at the end of a one h indoor morning (AM) practice. Wet bulb globe temperature (WBGT) was 24.4°C and he was dressed in a helmet, shorts and shell. He denied a history of heat associated illness. PHYSICAL EXAMINATION The subjects' Te was closely monitored during the afternoon (PM) full padded practice due to his elevated AM Te. While dressed in shorts and a Tee-shirt, his resting Te recorded in an air-conditioned area 45 min prior to PM practice was 37.8°C (100°F). His Te was monitored approximately every 8 min during PM practice and he was questioned frequently about heat-related symptoms. His Te steadily increased to 40°C (104°F) by 1 h and 30 min into practice and he denied symptoms other than he felt hot. When his Te increased to 40.6°C (105°F) he was removed from practice against his will. His equipment was removed and he was transported to the on-field medical tent. Mean WBGT assessed three times during practice was 28.3°C. DIFFERENTIAL DIAGNOSIS Malignant hyperthermia Exercise induced heat stroke Exercise associated hyperthermia (benign) TEST AND RESULTS Te monitoring (40.9°C which decreased with cooling) Cognitive testing (−) Visual assessment (+ mild visual disturbance) % Dehydration (0% from baseline) FINAL WORKING DIAGNOSIS Benign exercise associated hyperthermia. TREATMENT AND OUTCOMES The athlete was removed from practice and rapidly cooled with ice-water soaked vests, neck collars and caps. His Te increased from 40.6°C when removed from practice to 40.9°C (105.7°F) just prior to aggressive cooling. While Te was continuously monitored the ice-water vests, collars and caps were changed approximately every 45 – 90 sec. A total of 6 changes were used for this player. Tc decreased from 40.9°C to 38.7°C (101.7°F) within 10 min of cooling. He had no residual symptoms or subsequent heat-associated problems. His post-practice % Dehy was 1.36% from pre-practice but 0% from BL. The highest Te recorded in this athlete on the 10th day of pre-season was 39.4°C (103°F).

Calculating Project Management's Return on Investment

This paper describes a procedure that can help managers measure their return on investment for project management (PM/ROI). Current PM processes and practices of 38 different companies and government agencies in 4 different industries or application areas were quantitatively examined. A PM benchmarking procedure was developed and used to assess the PM process maturity of these different organizations. A 5-level Berkeley PM process maturity model is introduced. This information is used to measure the relative sophistication and maturity of different organizations and industries.