Project Management Literature Research Articles

Understanding variations of governmentality and governance structures at the project level in project-based organizations

PurposeVariations of human-versus-structure and within-humans at the organizational and the project level are critical in shaping the internal arrangement for effectiveness of project-based organization’s (PBOs) governance. Recent discourse presents governmentality at the organizational level and leadership at the project level as human agency of governance, whereas governance structures to be their counterpart. However, project-level mechanisms of governmentality that can help to understand possible variations among these governance dimensions remained veiled. This study uses institutional theory to explore these internal arrangements accommodated by variations of PBOs governance dimensions at the project level.Design/methodology/approachThe study followed Eisenhardt protocols of multiple case study design using an abductive research approach. Considering the heterogeneity of governance as a phenomenon in literature, boundary conditions were established before theorizing the model of the study to avoid ambiguities and define the research scope. Five PBOs were chosen using theoretical sampling, yielding 70 interviews. Data were analyzed by constant comparison with theory, using replication logic and cross-case analysis.FindingsFindings revealed that project managers perform a buffer function for governmentality at the project level. Identified mechanisms of governmentality at the project level included two downward mechanisms, i.e. communication and informal interactions of governors, and two upward mechanisms of adaptation and reciprocity by project managers and project team members. Cross-analysis for variations among PBOs’ governance at the project level revealed seven arrangements showcasing synergies or contrasts.Originality/valueThe study adds to organizational project management literature by advancing the significance of congruence between humans and structures in project governance. Furthermore, the synchronization of the project manager’s leadership style with the governmentality approach and governance structure of PBOs is of crucial importance at the project level. Findings suggest the same by showcasing synergetic versus contrasting internal arrangements accommodated in varying PBOs governance dimensions. Implications highlight that synergies among PBOs governance dimensions and project manager’s styles can minimize conflicts and inconsistencies in governance implementation, whereas contrasts might trigger them.

Multilayer Analysis in Complex Large Infrastructure Projects

The complexity of large infrastructure projects requires the use of methodological methods that can examine how various systems interact rather than just evaluating isolated systems (e.g., either risks or stakeholders). Although the project management literature has invested major efforts into unidimensional networks to study risks or stakeholders separately, there are missing multidimensional analyses that combine complementary perspectives. This study develops a multilayer network analysis by integrating the economic transaction between stakeholders and risks to expose the motives of project underperformances. A large infrastructure education project in Italy is used to demonstrate the application of this technique for identifying potential issues in risk allocation that may result in underperformance among stakeholders. The implementation of the multilayer network demonstrated that stakeholders within the public sector with active participation in the monetary transfers but low-risk exposition tend to perform adequately, which emphasizes the relevance of risk transfer to the contractor. Conversely, lower eigenvector and betweenness values in the multilayer network respecting these metrics in the money flow network expose risk allocation issues affecting the performance of the project.

Contrasting Learning and Unlearning in Project Environments

This study utilized a project assignment task within a master’s course in project management to investigate the dynamics of learning, unlearning, and adaptation in project-based environments. The assignment aimed to enhance students’ understanding of effective project management, raise awareness of associated challenges, and develop crucial soft skills. The students were to plan, develop, and deliver a diverse range of products, emphasizing user value. From 34 groups, five were selected to provide representative reflections on their experiences. This study finds that in project-based tasks, learning is specific to product requirements, while unlearning is broader, impacting mainly beliefs and practices. Unlearning occurs in two forms: permanent and temporary. Permanent unlearning involves discarding outdated beliefs to facilitate deeper learning, aligning with project management literature. Temporary unlearning, however, is about setting aside current practices that don’t fit the project but may be useful elsewhere. The findings underscore the importance of continuous reflection in identifying areas where unlearning might be necessary.

Developing project-based supplier relations in a programmatic multi-project context: an exemplary case study from the construction industry

PurposeThe aim of this research is to explore how a programmatic multi-project context influences project-based firms (PBFs) in organizing their relations with other PBFs and suppliers in a project-based industry.Design/methodology/approachA multiple case study research is conducted. Data are collected from two case studies in the construction infrastructure sector. Eleven interviews with contractors and other suppliers are the primary source of data collection. The data are complemented by procurement documents and expert consultations.FindingsThe findings show that within a programmatic multi-project context, PBFs settle relations with (1) key partners for program management capacity, PBFs establish relations with (2) main contractors to divide projects and (innovation) tasks, and PBFs intensify relations with (3) suppliers to ensure continuity and expertise.Research limitations/implicationsThe study contributes to the body of project management literature by exploring PBF’s relations with other PBFs and suppliers in a multi-project context. Based on empirical data, the study provides a distinction in layers presenting distinct levels of PBF’s supplier relations. This layer structure provides an excellent starting point for future studies exploring the program perspective of PBFs in the integrated supply chain.Originality/valueGiven the increase in programmatic multi-project context for project-based domains, discussed in both literature and practice, this study explores the effect of programs on relations of PBFs with other PBFs and suppliers. The study distinguishes PBF’s relations with the different suppliers in three layers and discusses the characteristics of these relations.

Estimated Cost And Time For Completion Of The Bali GX Office And Co Working Project Using The Earned Value Method

The GX Office & Co Working Bali construction project faced significant delays in the 27th week with a deviation of -4.31%, which could result in increased costs and delays in completion. So, an effective solution is needed to overcome project delays and ensure that the project is completed on time and within budget. This research aims to examine the application of the Earned Value Method (EVM) in evaluating the performance of the GX Office & Co Working Bali project by calculating the Estimated Temporary Schedule (ETS), Estimated All Schedule (EAS), Estimate Temporary Cost (ETC) and Estimate All Completion (EAC). The research uses descriptive quantitative methods by collecting data from weekly project progress reports, actual costs, and planned values. Data analysis was carried out by calculating Planned Value (PV), Earned Value (EV), Actual Cost (AC), Cost Performance Index (CPI), Schedule Performance Index (SPI), ETS, EAS, ETC, and EAC. The research results show an ETS value of 114 days with an EAS of 303 days. So, there is an additional time of 9 days from the planned schedule. ETC results amounted to IDR 3,723,631,710.12, with EAC amounting to IDR 7,699,818,710.12. So, the cost of completing the project is lower than planned, with a difference of IDR 2,545,727,760.88. The results of this research contribute to the project management literature by showing the effectiveness of EVM in identifying deviations and the basis for making strategic policies needed so that projects can be completed on time according to plan.

Leader spirituality and organizational innovativeness as determinants of transformational leadership and project success: behavioral and social learning perspectives

PurposeWe examine the relationships among leader spirituality, organizational innovativeness, transformational leadership style and project success. Integrating principles of behavioral learning and social learning theories, we argue that spiritual leadership style is positively linked to project success, and this relationship is mediated by transformational leadership. Furthermore, the relationship between leader spirituality and transformational leadership is moderated by organizational innovativeness.Design/methodology/approachData are collected from 180 individuals working in seven large project-based organizations from the telecom sector in Pakistan. The individuals comprise engineers, functional managers, dedicated project managers and individuals who have led and/or worked in project teams. Data are analyzed using variance-based structural equation modeling.FindingsResults suggest that the relationship between spiritual leadership style and project success is positive and is partially mediated by transformational leadership. Furthermore, organizational innovativeness positively moderates the spiritual leadership and transformational leadership relationship.Originality/valueResearch calls for examining the relationship between leadership styles and project success. We address this call through examining the role of spiritual leadership style (which is rather ignored in project management literature) for project success. Furthermore, we take a novel evolutionary approach of integrating different leadership styles and indicating determinants as well as contingencies to leadership development.

Challenges of scaling agile in large enterprises and implications for project management

PurposeThis study seeks to illuminate the managerial tensions inherent in implementing scaled agile (on the organizational, top management, middle management and team levels) and to frame these challenges within the broader context of project management.Design/methodology/approachThe study adopts a grounded theory approach and delves into a qualitative dataset sourced from 34 interviews with subject matter experts actively engaged in scaling agile initiatives within large organizations spanning various industries. Additionally, the data have been enriched through a comprehensive literature review of the existing body of knowledge on scaling agile.FindingsAs a result of our investigation, we propose a framework of managerial tensions in scaling agile in large corporate settings and a series of research propositions and questions that may contribute significantly to the body of knowledge surrounding the phenomenon of “deprojectification” and propose agenda for the future studies in the field of project management.Research limitations/implicationsThe study also carries significant managerial implications. Firstly, based on the insights from the practice of scaling agile in large corporate setting, management can build awareness of the challenges inherent of transitioning to agile practices. This may help to anticipate the possible problems and proactively develop strategies how to address them. Secondly, management can be instructed about contingencies inherent in scaling agile, along with the potential disfunctions and side effects (unintended outcomes) that may emerge during the transition process. Thirdly, project management practitioners can gain insights on how scaling agile may cause shifts in the approach to managing projects, project team management and competencies that need to be developed to cope with environments where various approaches to managing projects coexist.Practical implicationsThese insights can aid in the agile transition process, beginning with directing managerial attention toward contextual factors and progressing through potential challenges at the organizational, top management, middle management and team levels. Furthermore, the study highlights possible dysfunctionalities and side effects of scaling agile, shedding light on the “dark side” of agile.Originality/valueThe study contributes to the expansion of the empirical database on the implementation of agile practices in large organizational settings. It plays a role in defining and delineating the phenomenon of scaling agile within the context of project management and outlines a research agenda for future project management studies. Additionally, our study adds to the ongoing discourse surrounding the “deprojectification” effect that can occur during the scaling of agile. Lastly, it establishes connections between project management and software development literature regarding the implementation of agile at scale.

Operation Car Wash: Uncovering Corruption Pathways in the Brazilian Construction Industry Through Bid Law Blind Spots

We carried out this study in the construction industry, one of the sectors that contributes significantly to the economic growth of most countries and maintains a strong relationship with the government in infrastructure projects, making it susceptible to corruption. Our objective was to identify the characteristics of the Brazilian Public Administration’s bidding processes for awarding contracts for works that may facilitate corrupt practices. Through a multiple case study, we researched investigations and audits of public works under Operation Car Wash to identify the main mechanisms used to circumvent the law. The results were obtained using an iterative explanation construction technique. With results that contribute to the development of public policies and anti-corruption and project management literature, we conclude that corruption will persist until adequate measures are implemented to combat overpricing and other underlying causes.

Sustainability Performance in On-Site Construction Processes: A Systematic Literature Review

One of the most important challenges in the construction industry is to develop projects covering all three dimensions of sustainability: economic, social, and environmental. However, the construction project management literature lacks clarity regarding the fundamental principles and effective strategies for implementing sustainability for on-site construction processes. This article provides a comprehensive analysis of the sustainability dimensions in the construction sector, highlighting sustainability key performance indicators (KPIs) for on-site practices. The analysis stems from a systematic literature review sourced from the Web of Science and Scopus databases. The search identified 17 environmental, 20 social, and 15 economic indicators, with the most relevant being those associated with key terms such as cost, profit, labor, customer satisfaction, community impact, resource utilization, and contaminant management. The theoretical implications of this study contribute a critical framework for integrating the sustainability dimensions into construction practices, advancing the industry’s sustainability. For practitioners, the findings offer a prioritized guide to enhance on-site construction processes (O-SCP) sustainability and provide measurable KPIs for tracking progress toward sustainable development goals. This study not only sheds light on the current application of sustainability in O-SCP but also paves the way for future research to further this field.

Development and validation of the project manager skills scale (PMSS): An empirical approach

This paper presents the development and validation of the Project Manager Skills Scale (PMSS), a novel instrument designed to quantify and evaluate the critical skills of project managers. The PMSS is anchored in a comprehensive literature review and expert feedback and identifies five key dimensions of project manager skills: Technical Skills, Managerial Competences, Communication Skills, Management Style-Leadership, and Technological and Methodological Competences. The discovery of an additional fifth dimension in this study underscores the multidimensional nature of project manager skills and deviates from the initial four-cluster expectation outlined in the project management literature. The research framework employed in this study incorporated exploratory and confirmatory factor analysis. Empirical data were gathered from 257 project managers. The criteria for respondent selection were familiarity with the concept of project management and current or past engagement in a project. The findings reveal the relative importance of each dimension and highlight the multifaceted nature of project management. The study emphasizes the need for a balanced skill set that encompasses technical expertise, managerial competences, communication skills, leadership qualities, and technological and methodological competences to achieve successful project outcomes. Despite its significant contributions, this study acknowledges its limitations in terms of geographical scope and sample diversity and suggests future research directions for the development of a universally applicable understanding of project manager skills.

How Did the Imperfection of an Innovation Project Come About? The Tension Between Legitimacy and Flexibility

Although current project management literature has claimed to learn from imperfect or failing projects, the process through which the imperfection of a project, in particular of an innovative-centered one, comes about remains unexplored. Based on a longitudinal case study of an interorganizational innovation project, the author developed a process model, showing that the project management team involved—consisting of well-integrated members of their permanent organizations—failed to manage the tension between legitimacy and flexibility by relying too heavily on traditional project management practices. This then led to an innovation project that was anything but perfect with respect to both process and outcome.

Assessing project complexity factors for railway megaprojects: a Delphi-BWM approach

Purpose Project complexity (PC) governs project success, but the project management literature primarily focuses on performance measures and rarely examines the complexity factors, especially for megaprojects. This paper aims to determine the most significant complexity factors for the railway megaprojects in India. Design/methodology/approach A mixed approach using the Delphi and best–worst method (BWM) helped to identify, validate and determine the most critical factors that require intervention to diminish variance from project performance. Findings The BWM resulted in stakeholder management, followed by organizational and technological complexity as significant complexity factors, and the varied interests of the stakeholder as the most important among the 40 subfactors. Practical implications The finding indicates the necessity for strategic, tactical and operational-level interventions to effectively manage the complexity affecting project efficiency because of the varied stakeholders. This paper will guide the project and general managers to prioritize their resources to handle complexity for effective project performance measured in terms of time, cost and quality and help them make strategic decisions. The research findings of this study are expected to help researchers and practitioners in better planning and smoother execution of projects. In addition, this study would help the researchers formulate policies and strategies for better handling of the projects. Originality/value This study adds significant value to the body of knowledge related to PC in megaprojects in developing countries. The result of the investigation underlined that nine complexity factors and seven unique subfactors, namely, the sustainable environment, timely availability of information, communication in both directions, interdepartmental dependency and coordination, design, statutory norms, site challenges, socioeconomic conditions, the tendency of staff to accept new technology and the frequent changes in the requirements of stakeholders are significant in railway megaprojects. The BWM is applied to rank the complexity factors and subfactors in the case area.

Can reputation system complement limited inspection accuracy in deterring opportunistic claims?

PurposeIn construction projects, engineering variations are very common and create breeding grounds for opportunistic claims. This study investigates the complementary effect between an inspection mechanism and a reputation system in deterring opportunistic claims, considering an employer with limited inspection accuracy and a contractor, which can be either reputation-concerned or opportunistic.Design/methodology/approachThis paper applies a signaling game to investigate the complementary effect between the employer's inspection and a reputation system in deterring the contractor's possible opportunistic claim, considering the information-flow influence of claiming prices.FindingsThis study finds that in the exogenous-inspection-accuracy case, the employer does not always inspect the claim. A more stringent reputation system complements a less accurate inspection only when the inspection cost is lower than a threshold, but may decline the employer's surplus or social welfare. In the optimal-inspection-accuracy case, the employer always inspects the claim. However, only a sufficiently stringent reputation system can guarantee the effectiveness of an optimal inspection in curbing opportunistic claims. A more stringent reputation system has a value-stepping effect on the employer's surplus but may unexpectedly impair social welfare, whereas a higher inspection cost efficiency always reduces social welfare.Originality/valueThis article contributes to the project management literature by combing the signaling game theory with the reputation theory and thus embeds the problem of inspection mechanism design into a broader socio-economic framework.

Using the PMO to enforce and standardize the attention of software project managers to needs of software project teams

Software project teams (SPTs) are critical stakeholders. Their contribution in successful delivery of software projects is unquestionable. However, the empirical evidence of their importance seems to exist on paper only, as software project managers (SPMs) and scholars in the project management field ignore their individual needs, and as a result, SPTs remain the most neglected stakeholder group in the software industry. In endeavoring to address the neglect of SPTs by SPMs, the authors of this study developed a model aimed at assisting SPMs to pay due consideration to the needs of this important stakeholder group. At the heart of the model’s functionality is the Project Management Office (PMO), which intends to enforce and standardize the gathering and addressing of software project team needs and interests by SPMs. The aim of the research study is to investigate how the functions of the PMO can be applied to operationalize the enforcement and standardization of the overall function of the model. Since the study is practical-oriented, the pragmatic interpretive approach was considered a suitable methodology. Through the interpretative methodology, several appropriate functions of the PMO, such as «Project management methodology, standards, and tooling», «Monitoring and controlling project performance», «Human resource management» and «Development of project management competencies» as established from project management literature were utilized to achieve the study’s purpose. Even though the interpretation process was guided by literature, the inference was also influenced, to a certain extent, by the researcher opinion as «interested observer». Therefore, the approach presents a limitation to the study. Future studies should include the validation of the feasibility of the study’s claim in a real-world project setup.

Bridging External Stakeholders and Sustainability Literature

Goal: This study aims at bridging the stakeholder and sustainability literature, focusing on the project context. It aims at identifying the main challenges of mapping and dealing with the external stakeholders concerning the sustainability perspective during the project development. Design/Methodology/Approach: The research design is a literature review merging bibliometric and content analysis. The sampling process includes two primary databases, Web of Science and Scopus. We applied the data on the software VoSViewer for the first phase of bibliometric analysis and on software NVivo for better content analysis. Results: This article contributed to the literature with an in-depth analysis of 96 articles that bridge stakeholder and sustainability. It identifies the stakeholder influence on sustainability issues in projects and the main environmental challenges faced. Besides, there is a prominence of the environmental dimension of the triple bottom line; therefore, the social aspect is little considered in stakeholder management projects. Limitations of the investigation: This study presents limitations related to the research methods selected. First, the sampling strategy constrains the sample related to the search strings and logical operators applied. The application of the research's exclusion criteria brings subjectivity to the analysis. Practical implications: The research highlights the significance of the identification and mapping of the critical stakeholders for alignment of the sustainability strategy for the project development, which helps to explore risks associated with the sustainability aspects. Originality/Value: We contribute by exploring the gap in research in the intersection between stakeholders and sustainability literature in project management.

The characteristics of successful military IT projects: a cross-country empirical study

In the armed forces, successful digitalization is crucial to ensure effective operations. Much of the existing literature on project factors during the planning and execution phases of public IT projects do not focus specifically on military sector projects. Therefore, the paper aims to provide empirical insights into the characteristics of successful military IT projects. Data from such projects in NATO countries and agencies were collected through interviews and project documents. The findings relating to the main variable of interest, “delivery of client benefit,” supported previous findings on IT project performance. Medium-sized projects performed better than small and large projects, and the agile development method delivered more client benefit than traditional methods. Client involvement apparently had a positive effect on project success. Clearly specified objectives had a statistically significant effect on project success in terms of clients’ benefits. The paper contributes to the gap in research on military IT projects and broadens the project management literature’s focus on time and cost to include delivery of client benefit as a success variable. The use of cross-country data provided unique insights for academics and practitioners regarding which project characteristics affect the successful development and adoption of new software by the armed forces.

Effect of humble leadership on project success: the mediating role of team engagement and the moderating role of organizational culture

Purpose This study aims to determine the effect of humble leadership on project success (PS). According to the authors, such an effect is mediated by team engagement and moderated by organizational culture. The direct and indirect effects of team engagement provided helpful insights. Moreover, organizational culture did not moderate the relationship. The authors’ objective is to contribute to the literature on project management (PM) and leadership of how team engagement plays a significant role in PS. Design/methodology/approach Data were collected from 317 employees working in Pakistan’s telecom sector projects. Five project-related telecom companies were the target population of this study, and the reason behind choosing the telecom sector for investigation is their valuable contribution to the revenue and technology introduction in the country. A time-lagged approach was selected for data collection to avoid the common method bias, which served the purpose. SPSS v23 and AMOS v23 were used for constructing structural equation modeling and path analysis to examine direct and indirect effects. Findings The results revealed that humble leadership is positively related to PS. Furthermore, team engagement mediated the relationship between humble leadership and PS, while there was no interaction effect. Originality/value The impact of team engagement was the primary topic of interest with humble leadership in this study. To the best of the authors’ knowledge, no study has investigated team engagement in the project context. The authors tried to contribute to the PM literature.

Success factors of pre-construction stages of Ghanaian public road construction project life cycle

The research article aims to determine the critical success factors (CSFs) of the pre-construction stages of the public road construction project life cycle in Ghana. Data on 26 CSFs and 16 success criteria were collected from key stakeholders across Ghana through a questionnaire survey. The data was then analyzed using structural equation modelling (SEM). The study showed that external environmental factors and project management factors directly influence success across the pre-construction phases of the Ghanaian public road construction project life cycle whereas procurement-related factors only influence the success of the works procurement phase. The research outcome would inspire construction industry stakeholders to be dynamic and pay utmost attention to the application of the CSFs identified across the pre-construction phases of the Ghanaian public road construction project life cycle. This is the first study wherein the influence of CSFs across the pre-construction stages of the public road construction project life cycle in Ghana is identified. Thus, it extends public road construction project management literature in Ghana. The study is limited to equipment-intensive public construction projects in Ghana.

New product development project management: Insights and research tendency from a bibliometric-based literature review

The research in relation to new product development (NPD) project management has been very rich in the past decade. However, there has been a lack of quantitative literature reviews investigating the status and evolution of research. In this study, we aimed to fill this gap by reviewing the NPD project management literature in the SCI-E and SSCI databases from 2012 to 2021 using the bibliometric method and the CiteSpace tool. First, we provided an overview of publications and identified several leading journals. Second, based on a keyword co-occurrence network, we identified five important research themes in NPD project management: optimization and simulation, knowledge management, product innovation, performance and success factors, and development strategy and firm strategy. Furthermore, we reviewed the important literature relating to each theme. Third, we analyzed the evolution of the NPD project management literature, as well as identifying research hotpots in the last 10 years, by creating a keyword time zone network. Finally, we proposed future trends in NPD project management research to fill the existing gaps.

When Agility Meets a Project Portfolio: A Study of Success Factors in Large Organisations

The iterative nature of agile methods combined with high levels of team and customer interactions and continuously changing IT and software development project requirements make the management of agile project portfolios very complex. To date, the mechanisms under which project portfolio management adapts to these complexities and achieves portfolio success have not been thoroughly investigated. This study explores the notion of success and its impacting factors in large organisations' portfolios of agile IT and software development projects. Using a multiple case study design, we analysed the agile project portfolios of seven large organisations. We identified four success criteria and 15 success factors and categorised them into a unique agile portfolio success framework. Some of these criteria and factors are unique to agile project portfolios. The framework contributes to agile and project management literature by conceptualising the notion of success in portfolios of agile projects while revealing a set of factors that affect the relationship between an agile portfolio with its subcomponents and the surrounding environment. The framework supports managers and practitioners in large organisations in reflecting on their agility efforts to achieve higher success rates in their agile portfolios.