Project Management Approach Research Articles

Clients as drivers of innovation in the infrastructure sector: implications of hard and soft project management approaches

PurposeBy adopting the “hard” and “soft” project management (PM) approaches from the PM-literature, this paper aims to problematize the expected role of client organizations in driving innovation in the transport infrastructure sector.Design/methodology/approachAddressing a large public client in Sweden, a case study design was initially applied to provide in-depth insights and perspectives of client project managers’ views and experiences of managing projects expected to drive innovation. In this paper, the concepts of “hard” and “soft” are used to discuss empirical findings on challenges associated with adopting a PM-approach for driving innovation in projects. The empirical material consists of interview data, complemented with observations and archival data.FindingsFindings reveal challenges associated with combining hard and soft approaches, frequently demonstrating difficulties in balancing short-term project expectations with the promotion of innovation. In line with the literature, project managers note that there is a need for soft approaches to promote development and drive innovation. Yet, findings reflect a situation in which operational success criteria predominate, whereas soft approaches are not sufficiently used to create the grounds required for fostering innovation.Originality/valueInsights are provided into how PM-approaches may impact construction innovation in the infrastructure sector, demonstrating a need for further research on the challenges and implications of applying and combining hard and soft PM-approaches.

Analisis Pengaruh Faktor-Faktor Building Information Modeling terhadap Tingkat Penerapan dan Kinerja Proyek pada Proyek Design and Build

This study aims to determine the effect of the level of BIM application on project performance (cost, quality, time). Building Information Modeling (BIM) is a collaborative approach in construction project management that uses digital information models to integrate all aspects of a project, from planning to execution. The research method carried out in this study is using quantitative methods by observation using questionnaires. The results of the analysis show that the factors that influence the application of BIM have a significant influence on the level of BIM application in Design and Build projects. In addition, the level of BIM implementation also positively impacts overall project performance, with increased time efficiency, reduced costs, and improved quality of project results. This research provides a better understanding of the importance of implementing Building Information Modeling (BIM) in Design and Build projects, as well as identifying factors that can effectively improve the level of project implementation and performance. Thus, this research is expected to be a guideline for stakeholders in the construction industry to optimize the benefits of using BIM in future projects. 

A Comparison of the Project Management Methodologies PRINCE2 and PMBOK in Managing Repetitive Construction Projects

Nowadays, companies employ various project management (PM) methodologies to ensure that their projects are effective and successful. It is worth knowing that differences in principles and processes of PM methodologies influence the use of different PMs in managing non-repetitive and repetitive construction projects. This paper presents the selection and application of a rational construction PM methodology to a repetitive construction project after a comparison of two PM methodologies, namely Project Management Body of Knowledge (PMBOK) and Projects IN Controlled Environments (PRINCE2). The object of this study is a repetitive anti-corrosion works project for steel structures conducted at Company X. The research was carried out in two steps. First, a quantitative survey of the respondents from companies involved in the management and execution of construction projects was conducted with the aim to identify a rational approach to construction PM. The questionnaire consisted of fourteen closed-ended questions, six of which were generic and eight were PMBOK- and PRINCE2-specific questions. Companies that took part in the quantitative study identified the PRINCE2 project management approach as the most suitable for managing a repetitive construction project. Using the PRINCE2 PM methodology, the repetitive construction project would aim to provide as much information as possible to the project participants, form a team and assign team leaders responsible for the phases, establish a financial plan, a detailed timetable for the execution of the works, a quality control plan, and a plan of responsible persons, and detail the technological sequencing of the works. Second, a quantitative study on the selection of a rational construction project management approach for a repetitive construction project was pursued, and a qualitative assessment of construction project monitoring trends and actions was conducted. The qualitative research was performed using a structured interview method and asking the representatives of different companies X, Y, and Z the same 15 questions. The results of the qualitative research showed that a successful PM depends on the size of the project team, the PM tools and methodologies used, the PM philosophy, and the frequency of monitoring and discussing the project progress.

Beyond Project Management Technicalities: Uplifting the Role of Leadership Towards Project Success

This article highlights and discusses the critical role of leadership for effectively managing and achieving project results. As opposed to the conventional and once dominating thinking of project management which linked project success to project technicalities, this article considers project leadership a central issue for project success or failure. The article stipulates that, despite the strategic importance of robust project management techniques in effectively controlling and executing activities, at the absence of proper project leadership skills approaches may render a project to leadership related failures. To appreciate the role of leadership towards project success, this article highlights and discusses different elements of project leadership and management—including blueprint and adaptive approaches, similarities and differences between management and leadership—and how they interact towards effective project management; leadership theories, styles and skills required for effective project leadership and management. The article concludes that generally project leadership is a critical factor towards project success without undermining the importance of conventional project management methodologies, tools and software. Such understanding demonstrates clearly that, to be successful, project managers are obliged to employ holistic and integrative methodologies and approaches necessary for making their projects more relevant and sustainable; taking into account that there is no one single project management and leadership approach or style that is superior to the rest. Last but not least, as it is the case with management aspect, project leadership needs to be a continuous process to be employed at different stages of the project cycle management.

Developing a Reference Framework for Claim Management Office: A Multi-Method Approach of an International Construction Firm

A claim management office (CMO) is a new intra-organisation fit based on an organisational project management (OPM) approach and deals specifically with improving claim performance. However, CMOs are either misunderstood or often overlooked in construction companies, mainly due to ignorance of the OPM context but further exacerbated by a lack of real case study research on how to adopt CMOs in these organisations. To address this knowledge gap, this present study integrates organisational ambidexterity with X-inefficiency theory (due to organisation intra-firm irrational decisions when managing such claims) to generate a reference framework for the CMO by probing its implementation within an international construction firm. A multi-method approach, including a single case study (a firm which adopted a CMO) and internal and external expert panels, was used for sampling, data collection, analysis and validation of the framework. The reference framework provides new perspectives on how construction-related companies and practitioners can adopt a CMO structure, which enables them to improve claims performance by planning in three interrelated activities, viz. function-, process- and performance-based. Theoretically, findings also contribute to the X-inefficiency and organisational ambidexterity theories, specifically, how different influences among the reference framework’s elements lead to better organisational claim performance as a plausible roadmap for future work.

Project managers' ability to explore and exploit predictive and iterative best practices

Purpose Project managers face decisions every day and those decisions result in an “either or” situation. This is also true when it comes to the choice of a project management approach, i.e. predictive versus iterative. A case is made in this article that project managers should be ambidextrous and apply practices that are beneficial to the project, irrespective of the origin of the practices.Design/methodology/approach This study is based on a questionnaire focussing on six themes. The results of 290 projects were analysed using ANOVA and boxplots to test for skewness and variances.Findings Based on the analysis of 117 practices, most of these projects could be classified as either hybrid or iterative projects. The results indicate that irrespective of the classification of the projects or the industry, projects are managed using a hybrid approach, with a tendency to incorporate more iterative practices than predictive practices.Originality/value This article contributes to the current debate on which approach is the best given certain circumstances.

The Transitioning Experiences from Traditional to Agile Project Management: A Case of an Information Technology Department of a Private-Owned Financial Institution in Cebu City

Incorporating the Agile Project Management (APM) approach was the institution’s initiative to accelerate project delivery and be more flexible in changing requirements and client demands while producing quality software. The research explores the lived experiences of the institution's project managers to uncover the challenges and demonstrated benefits during Agile Project Management (APM) implementation. This research utilized the qualitative approach through interviews with key informants who are project managers of the institution. The data gathered were from the responses of the five (5) private-owned financial institution project managers. The responses were thoroughly reviewed and tabulated to reveal the commonalities in the data gathered. The study showed that implementing APM significantly changed how the project management team handled and delivered the projects. The project management team moved the project with agility by simplifying the scope and adapting to changes in requirements to increase customer satisfaction and value; the teams were more collaborative, flexible, and able to cope with the risks. However, the study revealed that the main challenges that the project management team experienced were the uncontrollable growth of changes in project scope, under-estimated timelines, and inefficient allocation and delegation of workloads, which resulted in the delayed delivery of projects. Also, it revealed that the current coping strategies were deprioritizing other projects to accommodate new requirements, extending project deadlines, and rendering overtime, which could have been more sustainable when appropriately handled. Furthermore, the study provided recommendations and action plans to improve the implementation of Agile Project Management.

Adaptability in managing innovative projects within the bani environment

This paper explores the challenges and opportunities faced by project managers in the context of development innovation projects within the BANI (Brittle, Anxious, Nonlinear, and Incomprehensible) environment. The BANI framework represents a rapidly changing and uncertain landscape characterized by volatility, uncertainty, complexity, and ambiguity. In such an environment, traditional project management approaches often fall short in addressing the unique requirements and dynamics of development innovation projects. The objective of this research is to identify key strategies and best practices that project managers can employ to effectively navigate and manage development innovation projects in the BANI environment. The study combines literature review and expert interviews to gather insights and perspectives from both academia and industry. The findings highlight the need for project managers to embrace flexibility, adaptability, and resilience in their approach to managing development innovation projects. It emphasizes the importance of fostering a culture of experimentation, collaboration, and continuous learning to drive innovation in such environments. The research identifies the significance of leveraging technology and digital tools to enhance project monitoring, communication, and decision-making processes. The paper concludes by providing a set of recommendations and practical guidelines for project managers operating in the BANI environment. These include adopting an agile project management approach, establishing cross-functional teams, fostering stakeholder engagement and co-creation, and implementing robust risk management strategies. By shedding light on the challenges and opportunities specific to development innovation projects in the BANI environment, this research contributes to the existing body of knowledge on project management. It serves as a valuable resource for project managers, researchers, and practitioners seeking to enhance their understanding and effectiveness in managing projects in similar volatile and complex contexts.

Project Management Methodologies in the Organizations of Yesterday, Today and Tomorrow

Abstract The history has shown us over time that each way of managing an activity can lead to a different result, which has given rise to multiple approaches to the project management discipline through diverse models and methodologies, each one coming with a number of advantages and disadvantages. The software engineering branch is a climate where projects have a lot of room for flexibility, change and adaptability. However, this scientific paper aims to highlight the characteristics of these techniques, provided by experts in the field through the scientific literature, along with an original point of view regarding their future improvement. Project management is a complex, diverse and encompassing discipline, so each new model or methodology has come to supplement the shortcomings of the previous one. Starting from these, there are a number of factors that must be taken into account when determining how a project should be managed, such as: industry, size, resources, etc., and this paper presents the areas of applicability for each methodology in part, as well as data in which several approaches intertwine resulting in hybrid project management approaches. In the end, some conclusions and predictions about the methodologies in the field of software development industry are presented.

Understanding the Phoenix Phenomenon: Can a Project Be Both a Failure and a Success?

While the concept of project success remains largely open nowadays, we introduce here the Phoenix phenomenon, namely a project being both a success and a failure. Our analysis of an automotive vanguard project exhibits key characteristics of a Phoenix phenomenon: the very innovative and ambitious nature of the project; a project management approach that hybridizes causal innovative project development and effectual approaches; the strategic and operational capacity of the company to recover and valorize after the initial failure; and the learnings from and the achievements of the project in renewed scenarios. We conclude that project evaluation must now combine retrospective and prospective assessments methods to evaluate both achieved outcomes and potentialities of a project.

Factors that Influence Product Development and their Integration Level in Project Management Approaches

Factors that Influence Product Development and their Integration Level in Project Management Approaches

Flexible, classic and hybrid project management methodologies: advantages and disadvantages

The purpose of the work. Nowadays, competition in the market is increasing, which requires organizations to ensure advanced positions for survival. As practice shows, project management method is one of the most demanded and effective management methods. This study aims to examine the efficacy of flexible project management methodologies by contrasting them with conventional methodologies and evaluating the feasibility of integrating them into a hybrid methodology.Methods and Materials: The complex, systemic and comparative approaches are the methodological basis of the study and are mainly based on methods of analysis and systematization.Results: The article describes the analysis of the most demanding flexible project management methods. Each method has its own characteristics and specific criteria for comparison. Moreover, a comparison between flexible and traditional project management approaches was carried out, and the concept of method hybridization was introduced to integrate diverse methodologies at distinct phases of the project.Conclusion: The choice of project management methodology depends on many conditions, such as the complexity of the task, the presence of an experienced team and methodology of its work, the established interaction with the customer, and many other details. Each of them shows its effectiveness under different conditions. Using a hybrid methodology that combines the advantages of different methods allows them to be applied in practice in project management.

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

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

412 Utility of a Team Science and Project Management Approach to Providing Effective Participant Recruitment Support to Research Teams: The Indiana CTSI Recruitment Concierge Service (RCS)

OBJECTIVES/GOALS: Evaluate effectiveness of participant recruitment service to improve study enrollment through customer feedback surveys and recruitment data obtained by research teams utilizing services. Use survey information to conduct gap analysis of additional support needed for participant recruitment. METHODS/STUDY POPULATION: Participant enrollment is often cited as one of the most challenging aspects of clinical research. In 2021, the Indiana CTSI used project management techniques to design and pilot a Team Science approach for providing participant recruitment support to clinical research teams. This service called the Indiana CTSI Recruitment Concierge Service (RCS) is comprised of recruitment, community engagement, social media, communications, and project management expertise. Additional experts are chosen to participate based on the study needs (regulatory, population insight, informatics, clinical services, etc.) RCS customers are comprised of study teams from a variety of areas and research experience. These customers are sent surveys to evaluate the support they received and provide suggestions for improvement. RESULTS/ANTICIPATED RESULTS: The RCS assisted 72 study teams in 2021 and 85 (as of November) in 2022. These studies were referred via word of mouth as no advertising of the service had been done to date. All customers were provided a study specific consultation with recommendations of services and resources that would assist their study. Some services recommended were: local study listing and volunteer registry (All IN for Health), digital marketing support, materials design expertise, community engagement and healthcare patient recruitment guidance. The overall feedback from RCS customers has been positive with most teams indicating the support improved their study recruitment and/or engagement plan. RCS will use information obtained to develop a strategy for prioritizing services due to the overwhelming number of requests received. DISCUSSION/SIGNIFICANCE: Using project management techniques and a Team Science approach, the Indiana CTSI was able to develop a comprehensive participant recruitment service that integrates clinical research operations, community engagement, and informatics expertise to design study specific recruitment plans and coordination of services.

Challenging Issues in the Application of the Project Management Approach in Corporate-Type Business Organizations

The knowledge and application of the project approach is the basis of the adaptation of business organizations to the constantly changing conditions of the external environment. The purpose of the article is, based on the results of the analysis of the conducted empirical study, to present the main challenges in the application of the project management approach in corporate-type business organizations in Bulgaria. In this regard, basic theoretical propositions related to corporations and the project management approach are derived; the methodology of the conducted empirical research is presented; the challenges related to the adoption of the project approach and the factors that determine them are brought out.

Governance of uncertainty in implementing mobility innovations: A comparison of two Dutch cases

To make the supply of transport services more attractive and sustainable, mobility suppliers and governmental actors expect much from mobility innovations. When developing and realizing these innovations, they experience considerable uncertainty about the future outcomes of implementing these innovations (1), and about other actors' intentions and actions in realizing these innovations (2). Literature on governance under uncertainty often overlooks the experienced uncertainty during interactions among multiple actors. To address this gap, this paper applies a new conceptual model for understanding interacting actor behaviour under uncertainty in the context of two innovative mobility cases in the Netherlands: Mobility as a Service (a digital channel for users to plan, book, and pay for multiple mobility services) and ERTMS (a new European rail traffic control system). Our analysis reveals that actors tend to rely on traditional project management approaches for dealing with uncertainty, even when there is no shared understanding of innovation requirements and scope. However, uncertainty manifests itself most regarding actors’ intentions and actions in the development phase of innovations. This gap underscores the limitations of managing innovations using project management and highlights the need for additional governance approaches to address the major uncertainties that actors face about their mutual relations.

Fostering Digitalization of Construction Projects through Integration: A Conceptual Project Governance Model

The construction industry has fared poorly in the process of digital transformation, while the main challenge is the digitalization of construction projects. Changes in project management approaches are urgently required in construction organizations to better align digital technology and organizational conditions. However, little literature has explored the pivotal role of the project management approach from an organizational perspective. To fill this gap, this research investigates ways of using a project governance model for integration to promote the digitalization of construction projects through a case study. The three integration dimensions, namely stakeholder integration, lifecycle integration, and project management knowledge integration, are identified, and governance elements under each dimension are displayed—and further stratified—based on the three levels of the governance model, including institutional level, organizational level, and behavioral level. The logical relationship between elements and their roles in project digitization is finally summarized. The developed conceptual model will provide an approach for construction enterprises to promote project digitalization.

Performing Maintenance as per Project Management Approach

Performing Maintenance as per Project Management Approach

Characterising project management of lean initiatives in industrial companies — crossing perspectives based on case studies

Abstract The paper mainly aims to characterise project management (PM) practices of industrial Lean initiatives by analysing and comparing three main topics: PM approaches, PM teams, and project alignment with the company’s strategy. This research encompasses two exploratory industrial case studies with an extensive literature review. Key professionals were interviewed to obtain an in-depth vision of the field. The study results allowed characterising project management practices of industrial Lean initiatives in industrial companies based on the following dimensions: 1. Understand the needs; 2. Find a suitable team; 3. Use visual tools; 4. Apply a continuous improvement (CI) approach; 5. Identify KPIs for the context; 6. Get support from the top management. This work fills a gap related to studying the PM practices applied during the implementation of Lean initiatives, proposing a schematic representation of PM variables and actors in industrial Lean initiatives. Identifying the main variables and actors that industrial companies use to develop Lean initiatives can be insightful for Lean practitioners in the context of project management.

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

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