Project Management Domain Research Articles

Developing work breakdown structure matrix for managing offsite construction projects

ABSTRACTOffsite construction techniques continue to receive considerable attention in academic/research discourse. Whilst discourse in seminal literature critique the positive and negative aspects of offsite; on balance, the benefits outweigh the barriers, especially when fully integrated and managed. From a project management perspective, the techniques applied to construction projects typically commence in determining the project’s work breakdown structure (WBS). Whilst the WBS is applicable to offsite deliverables, reflecting site-based construction activities and concomitant dependencies with the manufacturing processes, there are slight discrepancies in processes, and equally, some areas of repetition and duplication. This mismatch has a fundamental impact on integration, creating pockets of confusion, where less seamless (sub-optimal) synergy between offsite and onsite works is lost. This is an acknowledged challenge. There is, therefore, a real need to retain the product breakdown structure, whilst ensuring a seamless interface with the onsite works is maintained. This is a challenge. Whilst the WBS-matrix has been implemented in the project management domain to bridge the ‘products’ and ‘activities’, this arrangement has not yet been developed for offsite building construction projects. This paper reports an on-going research project set up to implement WBS-matrix for offsite construction projects. Two cases of recently completed offsite construction building projects were studied to analyse current practices – to inform the way forward to further develop the WBS-matrix. Findings from this research provide clear guidance for practitioners involved in offsite construction projects; particularly on the development of the WBS-matrix for manufacturing deliverables/activities in order to more effectively manage offsite construction projects.

A Project Management Framework for Global Software Development

Global software development (GSD) is a prevalent trend which has fascinated most software companies. However, the failure rate of GSD projects reveals the fact that these types of projects are not an easy endeavor. Management of GSD project is a domain where standards are still lacking and companies are still struggling to acquire a win-win situation. Project management body of knowledge (PMBOK) provides a standard framework for managing projects. However, the framework does not consider the aspects of GSD. Thus, it can't be applied directly for GSD projects. In this paper, we have proposed a project management framework for GSD projects. This framework assimilates the knowledge areas of PMBOK with knowledge areas needed for effective management of GSD. It would guide GSD project manager about the aspects to be considered while executing distributed projects. This framework would also act as a baseline to researchers for further investigation in GSD project management domain.

Modeling managerial behavior in real options valuation for project-based environments

Project valuation, as a decision-making tool for initiating investments in projects, should be able to value project flexibilities and incorporate reasonable risk preferences of relevant decision makers. Real options valuation methods are the available approaches for valuing project flexibilities, whereas they have shortcomings in considering managers’ reasonable risk preferences in project decisions. Therefore, researchers have suggested approximating the perspective on risk of real options methods and practitioners in project management. This study proposes a fair real options valuation for project-based environments by a behavioral economic approach, which adopts binomial lattice method, Monte-Carlo simulation, and cumulative prospect theory. The results show that behavioral factors such as ‘risk attitude’ and ‘loss aversion’ should be accepted in project investment decisions while limited to an acceptable amount depending on the project conditions (e.g. uniqueness of decision-making scenarios). This research contributes to the project management domain by enhancing project investment decisions that include project flexibilities.

Is DevOps another Project Management Methodology?

In this paper, the authors aim to present the concept of DevOps (Development & Operations), considering its degree of novelty in the area of project management. Firstly, the authors will bring theoretical arguments to support the idea that DevOps is an early-stage methodology, built on the Agile principles, but coming with its own contributions in project management for software development and implementation. Therefore, we believe that after a short time, DevOps will replace its predecessors. Secondly, we experienced this methodology by developing a small project in academic environment by three teams of master students, using VersionOne software. The Conclusions will emphasize the relevance and the future expected effects of DevOps methodology in the project management domain.

Bringing project and change management roles into sync

PurposeChange management (CM) and project management (PM) literatures examine the key roles (change agent, project manager, project or change sponsor) played during projects or changes only from their respective points of view. They do so even in cases where projects and changes occur at the same time – or are so-called change projects. In such cases, effective management should utilize both scientific fields’ bodies of knowledge (BoK). The purpose of this paper is to unfold how and in which domain(s) typical roles of the two disciplines correspond to each other.Design/methodology/approachThis paper is a systematic, bi-disciplinary meta-review that simultaneously studies relevant literature on roles performed during projects and changes. The common domain of CM and PM was identified; the systematic review and comparison of role definitions followed.FindingsThis paper examines and illustrates the correspondence of 7 CM and 14 PM roles; e.g., “sponsor” refers to the same role and “change agent” and “project manager” are corresponding ones, referring to the same role up to a certain degree.Research limitations/implicationsThis paper does not provide an exhaustive overview of various instances of different role (and stakeholder) interpretations.Practical implicationsFindings should facilitate the better management of changes that require CM-type and PM-type capabilities and actions.Originality/valueAs a result of the meta-review, two CM roles were re(de)fined. Linking PM and CM roles provides common ground on which practitioners of both fields can rely. A step-by-step tool for the identification of such cases in practice, when both types of roles should be played and both BoK can be utilized complementarily, was developed.

Is there only one way of project management theorizing, or are there multiple sector-specific project management domains?

PurposeMany literature reviews on project management (PM) research are limited to studies published only in PM journals but some reviews do expand their analysis on PM research published also in journals belonging to the management studies field. However, the authors found no previous literature reviews comparing the PM content in different sectors outside the management studies field. Therefore, the analysis and findings of PM content derived from the sector-specific engineering and technology-focused journals are new. The paper aims to discuss this issue.Design/methodology/approachThe authors analyze PM content in nine different sectors, where each sector and its inherent research is connected to specific engineering, technological, or industry-related disciplines. The authors conduct an evidence-informed literature review on PM knowledge in the distinct literatures of these nine sectors. The period of analysis is 24 years from 1986-2009. The authors discuss potential consequences of the findings’ sector-specificity for future PM domain development.FindingsThe perspective on different origins of PM leads to a meta-level PM concept covering several different PM domains, each with its own sector specific and separated development path.Research limitations/implicationsThe literature analysis purposefully excluded PM journals and management studies, and the authors focused only on sector-specific engineering and technology-focused journals that represent knowledge and wisdom of different PM contents in nine sectors.Practical implicationsThe findings have significant potential to contribute to scholarly discussion on the development of a universal PM theory. For applicability across sectors, the authors suggest a modular PM theory with different sector-specific modules for knowledge, concepts, and underlying assumptions.Originality/valueCurrently, this discussion has been mainly focused on theorizing concepts and approaches in management studies only. This study expands the understanding to engineering and technology-focused journals across nine industry sectors/domains.

Predictive Approach towards Software Effort Estimation using Evolutionary Support Vector Machine

The project effort measurement is one of the most important estimates done in project management domain. This measure is done in advance using some traditional methods like Function Point analysis, Use case analysis, PERT analysis, Analogous, Poker, etc. Classical models have limitations that they are burdensome to implement, especially when there are LOC (lines of code) or objects’ count required in measurement. Sometimes historical information regarding a project is also considered to estimate the projects’ effort. But these estimates are then needed to be adjusted. The idea proposed in this research is to determine what factors regarding a project are directly related to the effort estimation. Other than that a model is proposed to predict the effort using minimum number of parameters in software project development.

Reflecting on 10 years of focus on innovation, organisational learning and knowledge management literature in a construction project management context

Purpose This paper provides a brief critical analysis of how the focus on innovation diffusion, organisational learning and knowledge management has developed with an emphasis on the 2005-2015 period. The purpose of this paper is to provide a recent historic perspective on these concepts and suggest an integrated future focus for this research. Design/methodology/approach The paper identifies trends in how knowledge and learning is associated with innovation and experience based on a literature review. Findings The study of organisational learning and the management of knowledge and innovation diffusion is well-established in the construction and project management domains with two strongly emerging intertwined foci. On one hand, there has been a significant growing focus on learning through collaboration and the value of being a reflective practitioner. On the other hand, the exponential growth in the power of computing has led to “Big Data” reappearing to redefine data and information into pseudo-knowledge that is “blurring” the boundary of data, information and knowledge. Increasingly, we are likely to see effective innovation through more practical blending of these foci. Originality/value This provides a reflection on changing perspectives, on human and machine learning and knowledge management that may have a profound impact on future research themes.

Incentive contract design for projects: The owner׳s perspective

Due to the adoption of more and more complex incentive contract structures for projects, designing the best contract for a specific situation has become an increasingly daunting task for project owners. Through the combination of findings from contracting literature with knowledge from the domain of project management, a quantitative model for the contract design problem is constructed. The contribution of this research is twofold. First of all, a comprehensive and quantitative methodology to analyse incentive contract design is introduced, based on an extensive review of the existing literature. Secondly, based on this methodology, computational experiments are carried out, which result in a set of managerial guidelines for incentive contract design. Our analysis shows that substantial improvements can often be attained by using contracts which include incentives for cost, duration as well as scope simultaneously. Moreover, nonlinear and piecewise linear formulae to calculate the incentive amounts are shown to improve both the performance and robustness across different projects.

A review of system dynamic model for risk assessment in construction of megaprojects in India

Project Risk Management is one of the critical components of Project management as the risks for any project and in particular construction of megaprojects, if not addressed and managed may lead to project failures. Mega construction projects deploy complex technologies, which make it vulnerable to failure in terms of time, cost and quality achievement. As per Baker et al (1998) [1]there is no global (project risk management) industrial standard or procedures that exist for what constitutes a risk assessment. This implies that there is a wide range of risk management standards discussed in literature within the domain of project management. However the conventional standards still lack systematic approach to describe all the interactions among Social, Technical, Economic, Environmental, Political (STEEP) risks with regard to all complex and dynamic conditions through megaproject construction that can be disastrous and cause chronic project failure. This paper presents a concise review of the different risks that may arise during a megaproject construction and how they can be modelled using System dynamics.

Are We Prepared for Simulation Based Studies in Software Engineering Yet?

CONTEXT: Simulation-based studies have been used in different research areas in order to conduct computerized experiments with distinct purposes. However, it seems that Software Engineering simulation studies have been performed in a non-systematic way, using ad-hoc experimental design and analysis procedures, i.e., without defining a research protocol and missing information when reporting results. OBJECTIVE: To characterize simulation-based studies and identify the common simulation strategies in Software Engineering. METHOD: To undertake a quasi-Systematic Review. Three online digital libraries (Scopus, Ei Compendex, and Web of Science) are used as sources of information. Information extraction from the primary studies should be captured using a predefined form. Plotted charts and tables should be used together with quantitative/qualitative approaches when possible to support data analysis. RESULTS: From 946 papers, 108 have been included, from which it is possible to identify 19 simulation approaches, 17 domains, 28 simulation models characteristics, 22 output analysis instruments, and 9 procedures for the verification and validation of simulation models in the Software Engineering context. Most dominant approach is System Dynamics in the Software Project Management domain. Replication is not a common behaviour. CONCLUSION: The lack of information regarding most of the simulation-based studies and their models restricts replication, making the results usually specifics and generalization hard. Apart from that, it compromises validity confidence. More research and discussions should be made by the community to increase the reliability and use of simulation-based studies in Software Engineering.

Ontology-centred integration for space operations

As the size and complexity of projects involving integrated space operations continue to grow, there is a need to manage how the processes and data are utilized and stored. In particular, the National Aeronautics and Space Administration (NASA) Kennedy Space Center (KSC) has a wide repository of project management, scientific, and engineering data, which tend to be splintered across divisions and branches. Currently, operations-based data and processes are separate. Different repositories and formats exist, which makes it difficult for the engineer to semantically, and visually, connect data and models from these repositories. Ideally, project management model components for assembly operations should be connected to databases from Computer-Aided Design (CAD) models and/or system model components since such connections would enhance communications, interoperability, and exploration of project management and CAD models. In this paper, we introduce the use of ontologies to seamlessly integrate the data developed and organized by resource planning tools into standard project management documents with integrated cost, resource modelling and analysis, simulation and visualization. We explain the domain of project management and operations at NASA and then describe a new ontology-centred approach pioneered by the co-authors to link multiple, distributed operational facets together. The result is an evolving ‘shared conceptualization’ for NASA operations that will be used to evolve operations models and data into improved support of project management.

The Impact of Project Management Methodologies on Project Performance

The project management domain includes many well-defined methodologies such as the Project Management Body of Knowledge: PMBoK (Project Management Institute, 2008). On the other hand, project failures rate is quite high (Woolridge, Hale, Hale, & Sharpe, 2009). An interesting question is: Does using these methods improve project performances? This paper reports on a study that was performed to investigate the added value of using a project management methodology versus an intuitive managing approach. The results indicate that the project performances improved by using a systematic approach.

Integrated Qualitative and Quantitative Methodology to Assess Validity and Credibility of Models for Bridge Maintenance Management System Development

At the heart of a bridge maintenance management system (BMMS) is a set of performance prediction and maintenance decision-making models. If focused on quantitative methods alone, the ultimate validity of these models can only be established through implementation, thus delaying the applicability and acceptability of the models in practice. This is even more important for project management and infrastructure asset management domains, because the results and processes by which they are derived must be accepted by the academic and professional communities so that the new knowledge is quickly added, assimilated, and applied in daily practice. Given the poor state of physical infrastructure in many countries, the importance of improving asset management principles and practices is becoming critical. A comprehensive framework that integrates qualitative and quantitative methodologies for BMMS development is formulated, based on research and development of a BMMS model specific to Hong Kong that includes structured validation, verification, and credibility establishment. Integration of both qualitative and quantitative methods to assess validity and credibility of the models for BMMS development is expected to balance the strengths and weaknesses of each approach and lead to a more robust and reliable methodology with inbuilt credibility-building strategies. Finally, a qualitative case study of the validation methodology for the developed BMMS model shows potential sources of bias. These must be addressed in developing sound practices for applying these techniques so that research results can be more reliable and readily accepted in the field of bridge maintenance management.

Constraint-Based Recommendation for Software Project Effort Estimation

Identifying the most appropriate effort estimation methods is an important aspect for software project management. Within the scope of an software industry cluster project an expert system recommending estimation methods that best match the software development project’s characteristics and context has been developed. The knowledgebased recommender exploits an explicit knowledge base in order to infer matching items based on the software project’s context. The contribution of this article lies in presenting a constraint-based reasoning mechanism for computing recommendable items from a large set of choices and in its application to the domain of software project management. It discusses a recommendation model for effort estimation methods and presents specific extensions like explanation and repair mechanisms that proved exceptionally useful in this application domain. The application was conceptualized and developed in an iterative process and results from two rounds of evaluation are reported.

Rethinking IT project management: Evidence of a new mindset and its implications

This paper contributes to the rethinking project management agenda in relation to the information technology (IT) sector. Our analysis of the evolution of thinking and practice among leading IT project managers across four countries elicits nine principles and four personal qualities that constitute the core of a mindset that facilitates rethinking the practice of IT project management. We compare this with the Rethinking Project Management research agenda [Winter M, Smith C, Morris P, Cicmil S. Directions for future research in Project management: the main findings of a UK government-funded research network. Int J Project Manage 2006;24(8):638-649.]. Our contribution is to (1) validate the directions defined in that agenda; (2) identify elements not incorporated in it and (3) provide examples that crystallise the agenda for the domain of IT project management.

The effect of scaffolding students’ context-generating cognitive activity in technology-enhanced case-based learning

This study investigates the hypothesis that students’ learning and problem-solving performance in ill-structured domains can be improved, if elaborative question prompts are used to activate students’ context-generating cognitive processes, during case study. Two groups of students used a web-based learning environment to criss-cross and study case-based material in the software project management domain. The experimental group was additionally prompted to consistently answer a set of questions based on a model of context-generating processes, meant to engage students in deeper processing of information presented in cases. Students were also classified as having either “complex” or “simple” EB profile (based on their epistemological beliefs record), thereby establishing a 2 × 2 factorial design. Results indicated that scaffolding treatment had a significant main effect on students’ performance, with the experimental group performing better in both domain knowledge acquisition and knowledge transfer post-test items. There is also tentative indication that EB profile and scaffolding treatment interact, with complex-EB learners benefiting most from the scaffolded condition. Overall, the study provides evidence that it is possible to improve individual learning in a technology environment for case-based learning, by implementing appropriate questioning strategies that trigger students to activate their context-generating cognitive processes, while studying the contextually rich material of cases.

A modified shuffled frog-leaping optimization algorithm: applications to project management

Evolutionary algorithms, such as shuffled frog-leaping, are stochastic search methods that mimic natural biological evolution and/or the social behavior of species. Such algorithms have been developed to arrive at near-optimum solutions to complex and large-scale optimization problems which cannot be solved by gradient-based mathematical programming techniques. The shuffled frog-leaping algorithm draws its formulation from two other search techniques: the local search of the ‘particle swarm optimization’ technique; and the competitiveness mixing of information of the ‘shuffled complex evolution’ technique. A brief description of the original algorithm is presented along with a pseudocode and flowchart to facilitate its implementation. This paper then introduces a new search-acceleration parameter into the formulation of the original shuffled frog-leaping algorithm to create a modified form of the algorithm. A number of simulations are carried out for two continuous optimization problems (known as benchmark test problems) and two discrete optimization problems (large scale problems in the project management domain) to illustrate the positive impact of this new parameter on the performance of the shuffled frog-leaping algorithm. A range of ‘best’ usable values for the search-acceleration parameter is identified and discussed.

Young Women’s Misinformation Concerning IT Careers: Exchanging One Negative Image for Another

Introduction Goal of the Research Numerous researchers have indicated that a particular piece of misinformation, the perception of Information Technology (IT) professionals as being geeks and loners, may be one of many explanations for the under-representation of women in Information Technology. In particular, Jepson and Perl (2002) identified a nerdy image of IT people as one of six reasons that girls do not choose IT careers. Hazzan and Levy (2006) identified a geeky and loner image as one of three factors discouraging women from IT careers, positing that women are more likely to be interested in careers involving more interaction with people. Margolis and Fisher (2002) suggested that women are more likely to be affected by the geek stereotype than men are, and thus, when women do not experience an intense obsession with computers, they are more likely to contemplate whether they really belong in the IT field. Eglash (2002) described the geek identity as not only a gender but also a race concern that acts as a gatekeeper and paradox in the participation of science and technology as it potentially hinders diversity. The purpose of this research was to determine if girls in the United States, ages sixteen through eighteen, at the age when they are making university and career choices, do indeed view IT professionals in this negative way. Significance of the Issue The geek/loner issue is important for multiple reasons. The predicted growth of IT jobs in the United States (Hecker, 2005), the shortage of IT professionals (McGee, 2005), and the under-representation of women in the IT field have raised serious concern regarding the US technology workforce in the 21st century (Camp, 1997; Grant, Knight, & Steinbach, 2006; Holzer, 2006; Lazowska, 2002; Sanders, 2005). According to the employment outlook for 2004-2014 by the Bureau of Labor and Statistics (Hecker, 2005), and mathematical science occupations are projected to increase 30.7 percent, an additional 967,000 jobs. Of the 30 fastest-growing occupations during this time, six are in computer-related disciplines: network systems and communications analysts, application software engineers, systems software engineers, network and systems administrators, database administrators, and systems analysts. A 2005 study by the Society for Information Management (cited in McGee, 2005) lists critical shortages in IT project management and business domain experts for 2005-2008. McGee (2005) cites two reasons for the shortage of IT professionals. A 10 percent decline from 10 or 15 years ago in the number of students majoring in technology-related degrees has been estimated. Some universities report upwards of a 50 percent decrease in enrollment in these degrees. As baby-boomer professionals begin retiring, an expertise shortage will exacerbate the situation. There has been an 18.5 percent decline in the percentage of women in the IT workforce since 1996 (Information Technology Association of America, 2005). Women composed 32.4 percent of the total IT workforce in 2004. A third of these women are in administrative occupations such as data entry keyer and computer operator. If these administrative occupations are removed from the calculations, women IT professionals and managers fall to 24.9 percent, virtually the same percentage as in 2002. Over the past two decades, the number of young women in the US pursuing careers in Computer and Information Sciences (CIS) has significantly decreased. The National Center of Educational Statistics (2005) reported that in 1984, 32,439 undergraduate students received bachelor's degrees in CIS. Men represented 20,416 of the total (63 percent), while women were 12,023 (37 percent). However, in 2004, 59,488 students received their bachelor's degrees in CIS of which 44,585 (75 percent) were men and 14,903 (25 percent) were women. Thus, the percentage of CIS majors who are female has dropped from 37 percent in 1984 to just 25 percent in 2004. …

Capital Project Portfolio Management for Federal Real Property

The U.S. Office of Management and Budget, Government Accountability Office, and Federal Facilities Council, among others, find that effectively managing federal real property assets requires increased management attention, establishment of clear goals and objectives, and improved policies, procedures, and levels of accountability. This paper introduces a model to assess public-sector capital project portfolio management (CPPM). Our objective was to create an assessment protocol to measure how effectively and efficiently public-sector capital assets are managed. We built on the tenets of asset management and improving service delivery, specifically focusing on the project, portfolio, and business management domains. In developing this model of measuring federal real property management capabilities, we identified and evaluated a wide range of decision-making process activities in managing these assets. Using the capability maturity model framework, we then developed and validated the system-level CPPM capability model. When applying the model, managers can assess organizational performance in a structured repeatable process. Model results help managers identify strengths and weaknesses in the organization, identify best appropriate practices, and get credit for the good things they have done as they measure their performance in improving service delivery.