Organizational Project Management Research Articles

A Process-Improvement Method for Implementing Earned Value–Based Project Management in Organizations

A Process-Improvement Method for Implementing Earned Value–Based Project Management in Organizations

Институт проектного офиса в организациях с бимодальным управлением

Today a lot of attention is paid to project management. This is due both to the special importance of supporting strategic advantage (rapid changes, an objective reduction in the life cycle of modern products and an increase in dependence on customer needs can critically devalue the assets and potential of the organization), and to the need to find solutions to problems without disrupting the overall functioning and taking into account the risks associated with resistance to change. In management practice, projects are often equated with programs and interpreted as a set of pre-planned activities, which requires maintaining the "top" management, providing resources for the implementation of these activities. Meanwhile, the key in projects is budgeting tasks, results of operations, and not activities, individual operations. At the same time, within the framework of the tasks set, the set of their constituent operations should not be administered. If this condition is not met, then there will be no positive effects of the project associated with novelty (discoveries), changes, development. Another innovation of the 21st century for managing the development of organized systems is bimodal management. This article discusses the features of project management in private and public organizations when they use modern bimodal management, as well as the problems of functioning of a special project support structure — the project office. The author's approach to projects as a partnership is proposed, in contrast to a special organization of resource management and operations with a bias towards coordination and control activities, in principle alien to the idea of projects as activities of personally interested persons outside the framework of official or functional duties and powers. The article shows the restrictive conditions of the project method and proposals for overcoming them in the field of public administration.

How does organisational culture affect agile projects? A competing values framework perspective

Purpose The literature has not yet delved sufficiently deeper into the holistic relationship between organisational culture and agile project management. This paper aims to address this literature gap by delineating the specifics of why and how organisational culture affects agile project management. Design/methodology/approach This paper addresses this literature gap by conducting a systematic literature review of empirical research investigating how organisational culture affects agile project management. This paper draws on the competing values framework to explain how various dimensions of organisational culture influence the technical and social streams of agile project management. Findings The findings underscored the detrimental effects of hierarchical culture, characterised by rigid organisational structures, formal communication with management and resistance to change acceptance, on both the technical and social aspects of agile projects. In contrast, the positive impact of group culture on the social aspect was evident through employee empowerment and teamwork. Moreover, the rational culture dimension demonstrated favourable effects on both streams, emphasising market knowledge, financial development and business opportunities. Finally, the developmental culture dimension supported customer collaboration, knowledge sharing and innovation. Originality/value The focus on the “mutability” of organisational culture has led to four research propositions delineating specific ways of cultivating organisational culture to be more conducive to agile projects, marking a first in the academic literature.

Organization of Project Management on the Basis of Reverse Modeling

Organization of Project Management on the Basis of Reverse Modeling

Making logistics a central core in complex construction projects: a power-dependency analysis

In complex projects, such as hospital constructions, there are large interdependencies between the actors involved, especially relating to the flow of materials and resources. As new hospital buildings are often built on existing blocks and campuses, ongoing hospital operations may hinder logistics and construction operations and vice versa. To handle these issues, it has become increasingly common to implement construction logistics setups (CLSs). The purpose of the paper is to analyse how the centrality of the CLS in the project organization affects the coordination and conflict level in complex construction project management using a power dependency lens. The study is based on case studies of six hospital projects in the Nordic countries. Based on a cross-case analysis it is identified that: 1) from a logistics management perspective we identify three different foci of the CLS; i) security for hospital patients and staff, ii) on-site material flow coordination, and iii) flow coordination to and from site, and 2) from a project management perspective the main findings point towards the importance of centrality of the CLS in the project management organisation in order to ensure enough power to mandate enforcement of coordination.

EXPLORING TEAM COHESION IN PROJECT MANAGEMENT

Project management represents an essential area of research with a significant impact on society and the economy. This paper aims to critically analyze the scientific literature on team cohesion and its influence on project outcomes. We employ a qualitative approach based on secondary sources to identify and evaluate critical factors such as knowledge exchange, trust, and team cohesion and to examine how these contribute to project success. The novelty of our work lies in its interdisciplinary approach, integrating perspectives from organizational psychology and project management to investigate the dynamics of team cohesion and its impact on project performance. Within this article, we critically analyzed team cohesion through the lens of individual team member competencies first, leadership styles second, and the relationship between them third. Our results indicate that integrating team cohesion into project dynamics maximizes operational efficiency and enhances resilience and adaptability against unexpected challenges. Managers who adopt specific leadership approaches (e.g., transformational and transactional) are identified as crucial factors in creating and maintaining project team cohesion. Furthermore, the article emphasizes that integrating team cohesion into management practices contributes not only to project success but also to its sustainability. Managers can develop effective strategies and interventions to enhance collaboration and outcomes within project teams by profoundly understanding the relationship between team cohesion and project performance.

ORGANIZATION OF REAL ESTATE DEVELOPMENT PROJECTS

The considers the field of development, specifically focusing on the organization of project management in development. It is demonstrated that real estate development possesses certain characteristics that directly impact the activities of developers and the organization of development management. The presence of these characteristics creates a unique environment in which developers operate, influencing various approaches, schemes, forms, and models of project development management organization. The purpose of the article is to formulate systematic concepts regarding the forms of organization in development projects. To achieve the goal of forming a comprehensive understanding of organizational mechanisms for managing development projects, the paper examines the organizational environment in which project teams operate and the forms of project management organization in development companies. The paper illustrates that in the project life cycle model, the organizational structure of project management can vary both within individual phases and across projects of different concepts and scales. The management organization during different phases of the project life cycle (PLC) and the organizational structures of development companies during the construction phase have been analyzed. It is demonstrated that contemporary organizations consistently channel their efforts towards improving (developing) the organizational management environment in development and creating conditions for the successful implementation of projects. Therefore, in addition to the value of creating new tangible assets, the project management group (PMG) adds (creates) value through the establishment of a unique organizational environment. The approach to evaluating the values of collaborative work within a project team is demonstrated. The developed organizational environment unquestionably represents a value that the developer additionally acquires along with new development projects. Task: the paper explores the organization of project management groups (PMG) in development; organizational forms of development project management; the organization of project management in development during the construction phase as the most significant; and organizational structures of development companies. Research results: a system application for the organization of development projects’ management has been created. Possible forms of development projects’ organization and elements of the company's organizational structure are analyzed.

Alternative Approaches to Innovation Project Portfolio Governance

The governance of projects is often treated operationally, as project portfolio management. Project portfolio governance is more strategic and continuous than project portfolio management, but its various approaches are weakly understood. This study explores project portfolio governance in innovative companies. The resulting framework characterizes governance approaches in terms of the authority given to portfolio actors and the rhythm of using governance practices. Differences among the delegated, regulated, and consultative governance approaches appear to stem from the industry clock speed, innovation portfolio type, and organizational context. This study differentiates project portfolio governance approaches as part of organizational project management governance.

IN SEARCH OF THE FACTORS FOSTERING GREEN PROJECT MANAGEMENT IN NONPROFIT ORGANIZATIONS: RESEARCH RESULTS FROM POLAND

This article addresses the insufficiently researched topic of Green Project Management (GPM) in nonprofit organizations (NPOs). Factors supporting the application of GPM in NPOs can be identified among both external conditions (e.g., environmental policy, funder requirements) and internal conditions related to the specificity of the functioning of the NPO (e.g., size, forms of employment, sources of financing, project management solutions). This article aims to contribute to the discussion on the factors facilitating GPM in NPOs. The focus is specifically on the frequency of GPM practices in the areas of People, Planet, and Prosperity during project implementation. The study employed a quantitative survey using the CAWI technique; the respondents were individuals representing NPOs in Poland with project experience.

The Role of Organizational Structure in Project Management

Organizational structure has a significant impact on the effectiveness and efficiency of project implementation, as well as the management of the resources involved. By exploring various project management theories and organizational structure concepts, this research aims to investigate how the selection and implementation of an organizational structure can influence project performance. This research uses literature analysis and case study methods to identify key factors that influence the role of organizational structure in project management. The findings show that an appropriate organizational structure can improve coordination, communication, and decision-making in project teams. Conversely, a mismatch between organizational structure and project needs can hinder progress and create obstacles that are difficult to overcome. The results of this research provide valuable insights for project management stakeholders, including project leaders, senior managers, and project team members. By understanding the critical role of organizational structure, practitioners can make more informed and strategic decisions when designing and implementing their projects. Managerial implications and recommendations for further research are also discussed to deep understanding of the relationship between organizational structure and project management.

Creating authority and autonomy: Necessary dialectical tensions in public sector project management

This study investigates the nuanced relationship between public sector project managers and their adherence to organizational project management protocols, as defined by reference documents such as PRINCE2 and PMBOK® Guide. It investigates why these project managers frequently deviate from these protocols. The study investigates the practical relevance yet perceived redundancy of these documents through interviews and a focus group with nine experienced project managers in the Australian public sector. Using thematic analysis and a Derridean perspective, we show how these documents create a project manager's their authority and autonomy. The study concludes with the proposal of a deconstructive theory of public sector project management, emphasising pragmatism over rigid adherence to established project management ideologies.

A Taxonomy of Project Management Offices and Their Organizational Project Management Landscapes

Organizational project management (OPM) integrates project-related activities in organizations, including project management offices (PMOs) and their services. Using an organizational design perspective, this study models nine different PMO service delivery categories along scope, frequency, and delivery entity and identifies their particular OPM contexts (i.e., landscapes). Two hundred and sixty-five responses to a global survey identified nine types of OPM landscapes, grouped into three regions, with their particular logic of investment in OPM and their particular PMO service mix. The framework helps practitioners set up their PMOs in line with established practices. Academics benefit from a base for theorizing organizational designs using OPM.

TRANSFORMATIONAL LEADERSHIP AND PROJECT SUCCESS: THE ROLES OF SOCIAL CAPITAL AND SELF-EFFICACY

Transformational leaders must constantly monitor their environments to identify and develop significant internal and external exposure to multiple points of view. Transformational leaders serve as role models for bridging organizational boundaries and proactive outreach to external stakeholders to communicate information, develop inter-organizational cooperation, establish coalitions, and harness resources. The major goal of this article is to examine the dynamics that drive organizational project success, specifically the impact of transformational leadership on external and internal social capital in management teams. This research analyzed transformational leadership and project success relationships in Pakistan’s construction industry setting along with the moderating role of the project manager subordinate’s social capital and the mediating role of the project manager subordinate’s self-efficacy. The data were collected from196 subordinates of project managers of different private organizations. Data were examined through correlation, regression, and the Hayes model through SPSS. According to the results, transformational leadership is positively associated with project success and substantially associated with social capital. Additionally, self-efficacy is positively associated with transformational leadership and project success, and it mediates the relationship between transformational leadership and project success. Social capital moderates the relationship between transformational leadership and project success, according to additional findings. This study sheds light on the relationship between transformational leadership and self-efficacy in the context of project success.

Organization Project Management Maturity (OPM3) Implementation, Critical Success Factors and Challenges

1. Abstract
 Successful projects require appropriate tools and effective management practices. Managers need to have a clear insight into project goals and use outstanding skills to implement them accordingly. They also must maintain a balance between customer satisfaction levels and profit maximization goals. The Organizational Project Management Maturity Model (OPM3) is among the critical tools for generating standardized outcomes in organizational projects. This paper portrays research of OPM3 implementation among organizations in the UAE and spotlights the critical impact of OPM3 on organizations. The research shows that an effective adaption of OPM3 components and levels will impact the overall performance of the organization. The research is based on both primary data collected from existing surveys and secondary data that is gathered through various sources such as journal articles and research papers to illustrate the organizations using the OPM model, that is constructed to fulfil the future needs of the organizations and endorse modification if needed. The conclusion that was derived from the pieces of evidence illustrates that written policies and procedures in addition to excellent management skills can maximize the benefits of OPM3 models among the UAE organizations.

Role of Organization Project Management Maturity Model (OPM3) in leveraging Program and Project Management Practices

Successful projects require appropriate tools and effective management practices. Managers need to have a clear insight into project goals and use outstanding skills to implement them accordingly. They also must maintain a balance between customer satisfaction levels and profit maximization goals. The Organizational Project Management Maturity Model (OPM3) is among the critical tools for generating standardized outcomes in organizational projects. This study analysed the overall features of OPM3, its purposes, components, SWOT analysis and its key success factors. The researchers conducted an investigation among organizations that use the model in the UAE. They administered written questionnaires among the participants and analysed both the qualitative and qualitative data using tables and charts. Based on the findings, the main purpose of the model is to incorporate critical portfolio management and programs into organizational projects. The tool allows project managers to standardize measure and control the outcomes effectively. The major success factor is the generation of optimized outcomes since the OPM3 model allows for the continuous identification of gaps and improvement of processes. The major challenges associated with OPM3 implementation was rigidity and lack of clear governance structures in most organizations. The researchers conclude that written policies and procedures in addition to excellent management skills can maximize the benefits of OPM3 models among the UAE organizations.

Mitigating construction delays in Indian real estate projects through effective organizational and project management

PurposeThe delay in real estate projects in India is pervasive. Organization and management (O&M) and project management (PM)-related challenges are argued to contribute to project delays. This study examined the O&M and PM factors that cause delays, the level of implementation of various O&M and PM aspects in real estate projects and how the challenges can be alleviated.Design/methodology/approachPerception surveys among the consumers and relevant stakeholders engaged in real estate projects in the Bhubaneswar and Cuttack regions of India were conducted to collect data on the factors of delay and implementation of the O&M and PM aspects. Relevant statistical methods and structural equation modeling (SEM) were used for data analysis.FindingsFindings suggest that from the O&M point of view, poor decision-making, mishandling of finance, concurrent execution of many projects, diversion and misuse of finance for unrelated activities, lack of PM personnel and poor management contribute to the delay. Further, although the project initiation is satisfactorily done, most of the PM principles are not largely used, thus leading to delay.Research limitations/implicationsThe study does have limitations, including its reliance on a perception survey of consumers and stakeholders, a limited sample size and a restricted number of projects. Nevertheless, the study highlights the need to address poor O&M and the insufficient application of PM principles to combat project delays in the Indian real estate sector.Practical implicationsProper O&M and adequate application of PM will enable professional management of the projects and avoid delay.Social implicationsProper O&M and the application of adequate PM would reduce delays in real estate projects. Consequently, conflicts between the companies and consumers might be reduced and housing and infrastructure demands might be met.Originality/valueThe study manifested that the lack of adequate implementation of O&M and PM aspects leads to delays. So, it is theorized that O&M and PM play critical roles in the success of real estate projects. Appropriate implementation of the principles and best practices linked to these aspects might alleviate the challenges of delay in real estate projects in India.

Learning Project management in organisations: a qualitative study on benefits for lifelong learning

Sustainable employability is a challenge to professional projection. The article explores how project management can support the sustainable employability of individuals through recontextualizing practice from organizational to educational environments, supporting the development of those transversal skills recognized as being connected to a lifelong learning mindset. The research approach was qualitative with an emergent design, structured in a first exploratory phase and a second explanatory one using case studies. Results relate to the core category "Learning Project management in informal contexts", topics of the exploratory phase, emerged from the analysis of experiences shared by expert project management professors with an average of 12 years of teaching experience in tertiary education institutions across five European countries and two Latin American ones. By examining the enabling and hindering factors within organizations, the article shows the role of project management in enhancing individuals’ employability through its integration within organizational contexts. This highlights its potential to foster innovative teaching approaches in higher education institutions and cultivate a lifelong learning mindset among students.

Digitalization in construction: transformation of procedural approaches and project optimization in order to increase the profitability of the industry

The article is an in-depth analysis of the impact of digital technologies on the construction industry. In the course of the study, the authors delve into the process of transformation of traditional methods of work, emphasizing the key changes provided by digital approaches. The focus is on design optimization and its role in improving the efficiency of construction processes. The paper also discusses in detail the digitalization strategies aimed at achieving specific goals, in particular, to increase the profitability of the industry. The authors give practical examples of successful implementation of digital innovations in construction, discussing their impact on the final results of projects. The review provides readers with a deep understanding of how digital technologies are shaping the future of the construction industry and how their integration can lead to a significant improvement in the profitability of the industry. The article also examines the main problems faced by the construction industry and how digital technologies can offer innovative solutions to solve them. It identifies not only technical changes related to the introduction of digital processes, but also changes in organizational culture and project management. Special attention is paid to the issues of safety, standardization and sustainability in the context of digitalization of construction. The consequences of digital transformations on existing business models are analyzed and assumptions are made about the future development of the industry in the conditions of universal digitalization. Thus, the article provides a study of the digital revolution in construction, providing readers with an in-depth analysis of not only technological changes, but also the broad impact of digitalization on all aspects of the construction industry.

Transformation of the multilevel system of transport infrastructure project management

The article is devoted to the development of theoretical and methodological provisions aimed at systemic transformation of the organization of a multi-level system of project management of transport infrastructure. The authors propose to use the method of multi-parametric assessment for groups of projects aimed at the development of transport infrastructure based on economic and environmental indicators, including determining the level of efficiency of the socio-innovative potential of transport, taking into account the degree of possible risks. The significance of the practical component of the study is to determine a set of conditions for the possible practical use of the methodology for managing groups of projects in the field of transport infrastructure considering the effectiveness of the implementation of the tasks and goals laid down in them. The method of organization of project management makes it possible to optimize the number of unrealized groups of projects in a multiple way, to carry out the procedure of ordering and multifactorial selection in the context of each hierarchical management level. The reliability of the results obtained was confirmed by the implementation of projects in the field of transport in Moscow, as well as the use of various mathematical methods.

Construction of natural population cohort on telephone follow-up management quality control system and discussion regarding critical issues by REDCap system

With completing a baseline survey of a large natural population cohort, conducting regular follow-up has become a key factor in further improving the quality of cohort construction and ensuring its sustainable development. Typical cohort follow-up methods include repeat surveys, routine monitoring, and community-oriented surveillance. However, in practical applications, there are often issues such as high costs, difficulty, and high error rates. Telephone follow-up is an important supplementary method to the methods mentioned above, as it has the characteristics of low cost, fast response, and high quality. However, the with difficult organization, quality control is challenging, response rates are low, and management levels vary widely, which limits its widespread use in large-scale population cohort studies. Given the above problems, this study draws on customer relationship management based on the actual needs of the China Northwest Cohort follow-up. It relies on the REDCap electronic data collection platform to build a telephone follow-up management and quality control system. Targeted solutions are provided for key issues in telephone follow-up implementation, including organizational structure, project management, data collection, and process quality control, to improve the quality control level of telephone follow-up comprehensively and thereby enhance the quality and efficiency of follow-up. We hope to provide standardized follow-up programs and efficient quality control tools for newly established and existing cohort studies.