Project Management Performance Research Articles

Changing Tourism Trends and Vulnerability Assessment of Built Environment in Hill Stations of Indian Himalayan Region.

Tourist arrivals in the Indian Himalayan region have led to an increase of 1.6 times the population of the native residents in 2019. The trend of winter tourism among foreign tourists, along with adventure and pilgrimage tourism, has resulted in an average annual growth of 28.78% between 2002 and 2013. This study focuses on the changing tourism and climatic trends in tourist hotspots of the Indian Himalayan Region (IHR) to evaluate the vulnerability of the built environment, which arises from the increasing demand for tourist infrastructure. The approach taken in this research is based on secondary literature available and case studies of emerging tourist centers in and around Shimla region of Himachal Pradesh. According to records from 2019-20, domestic tourism has increased in Himachal Pradesh by 4.57% and in Shimla by 5.51%. However, the changing trends and the tourist demand for fast, unplanned infrastructure growth can lead to over-tourism and disaster vulnerability. Therefore, there is a need to consider the risk and change management in the fragile ecosystem of IHR through analysis of climatic and tourism trends. To achieve this, computerized tools such as Real-Time Systems, Intelligent Transport Systems, and Neural networks projects are suggested for feasibility and assessment of proposed tourism infrastructure projects. The suggested process will strengthen the project vision by benefiting the policymakers, stakeholders, and tourists while maintaining eco-friendly tourism opportunities through project performance management.

Multi-modal recommender system for predicting project manager performance within a competency-based framework.

The evaluation of performance using competencies within a structured framework holds significant importance across various professional domains, particularly in roles like project manager. Typically, this assessment process, overseen by senior evaluators, involves scoring competencies based on data gathered from interviews, completed forms, and evaluation programs. However, this task is tedious and time-consuming, and requires the expertise of qualified professionals. Moreover, it is compounded by the inconsistent scoring biases introduced by different evaluators. In this paper, we propose a novel approach to automatically predict competency scores, thereby facilitating the assessment of project managers' performance. Initially, we performed data fusion to compile a comprehensive dataset from various sources and modalities, including demographic data, profile-related data, and historical competency assessments. Subsequently, NLP techniques were used to pre-process text data. Finally, recommender systems were explored to predict competency scores. We compared four different recommender system approaches: content-based filtering, demographic filtering, collaborative filtering, and hybrid filtering. Using assessment data collected from 38 project managers, encompassing scores across 67 different competencies, we evaluated the performance of each approach. Notably, the content-based approach yielded promising results, achieving a precision rate of 81.03%. Furthermore, we addressed the challenge of cold-starting, which in our context involves predicting scores for either a new project manager lacking competency data or a newly introduced competency without historical records. Our analysis revealed that demographic filtering achieved an average precision of 54.05% when dealing with new project managers. In contrast, content-based filtering exhibited remarkable performance, achieving a precision of 85.79% in predicting scores for new competencies. These findings underscore the potential of recommender systems in competency assessment, thereby facilitating more effective performance evaluation process.

Rise above prejudice against personality: Association with personality and interactive collaboration in team creativity performance

Creative discussions and interactions represent the main work model in many organizations. Team collaboration usually turns out to be more creative than individual work because, for example, it is able to gather information from different fields. However, differences in personality among team members may trigger conflicts, affect collaboration efficiency, and potentially affect the team's creative outcomes. Therefore, it is essential to explore the relationship between team members' personalities and their interactions within the team in the context of creativity.Initially, this study confirmed significant correlations between the personality traits of team members and their collaborative behaviors at an individual level. Furthermore, it verified significant correlations between individual interactive behaviors and team creativity. The study noted that groups characterized by low agreeableness and high neuroticism traits were more likely to achieve heightened levels of creativity. Quantitative analysis of team interaction behavior data revealed significant correlations between agreeableness and spontaneous behaviors, as well as neuroticism traits and contending behaviors. Qualitative analysis of teamwork unveiled that an increase in behaviors linked to these traits effectively enhanced the diversity and equilibrium of team interaction. Finally, qualitative analysis extracted interactive features of highly creative teamwork performances, such as more balanced durations of team member speaking times and relatively consistent interaction frequencies among members across various design stages.These findings establish a solid foundation for accommodating and supporting members with diverse personality traits within creative teams. They also indicate we can create a collaborative environment beneficial for team creativity by recruiting the right members or adjusting intra-team interactions. Moreover, these insights shed light on how design teams can improve their project management and creative performance.

CHARACTERIZATION OF THE INFORMATION SYSTEM INTEGRATED TO THE CONSTRUCTION PROJECT MANAGEMENT SYSTEMS

The construction industry wields significant influence in the economies of various countries. However, compared to sectors like manufacturing and aeronautics, it has lagged in terms of digitalization of processes and project management advancement. This study aims to explore how the integration of Lean principles, Building Information Modeling (BIM), and Project Lifecycle Management methodologies within an information system can enhance decision-making in construction project management as a complex environment. A comprehensive literature review was conducted to establish a conceptual framework and gather necessary information for designing an information system. The design was based on the viable systems model and the soft systems methodology, from a systemic perspective that encourages the synergistic interaction of these methodologies. The resulting abstract model would facilitate a comprehensive understanding of the interconnectedness of these methodologies, emphasizing collaborative work environments for efficient information management. This approach aims to replace the current isolated application of each of those methodologies and promises improved project management performance.

Importance and Performance Analysis of Construction Management Activities in Construction Projects in Pulang Pisau Regency Based on Contractor Perceptions

Construction is a system that always involves many parties from the planning, implementation (doing), until controlling which in the process can cause problems that will affect project performance. In the implementation of construction projects, problems often occur, including the extension of work execution time, delays, additional project costs and work results that are not in accordance with the planned quality. This study aims to identify and make instruments measuring the effect of management activities on the performance of construction projects in Pulang Pisau Regency. There are 120 variables used to measure project management performance from two viewpoints of the level of satisfaction/perception and interests/expectations. Then an evaluation using the Importance Performance Analysis (IPA) method is performed. From the results of the analysis by the Importance Performance Analysis (IPA) method it can be seen that project management activity variables are the top priority that need to be improved in order to improve construction project performance, including 12 variables which are divided into 4 variables each at the planning stage, 3 variables at the implementation stage, and 5 variables at the control stage.

The Impact of Risk Management and Knowledge Management on Construction Project Success: The Mediating Role of Project Management Performance

This research seeks to show the importance of risk management (RM, henceforth) and knowledge management (KM, henceforth) for project success (PS) and to investigate the mediating role of project management performance (PMP). Online questionnaire was distributed to 220 project managers among all 200 Jordanian first class construction companies. The data from 165 respondents were checked and coded for statistical analysis using Structural Equation Modeling (SEM) with Analysis of Moment Structures software (AMOS, 20) and Statistical Package for the Social Sciences software (SPSS,20). The results indicated that RM and KM have significant positive effects on PMP and PS. Moreover, PMP was found to have a significant positive effect on PS. The results showed that PMP was the strongest predictor of PS while the strongest predictor of PMP was RM. From the results of mediation analysis, it was found that PMP partially mediates the effects of RM and KM on PS. The study recommended that Jordanian construction companies should consider seriously RM and KM in their projects since they will protect the projects from such failures as completion delay, overrun, low quality or safety incidents. In addition, the construction companies have to pay more attention for project management training and the use of the best practices of project management which will improve the overall organization performance.

Effect of Stakeholder Involvement on Project Management Success in Nigeria's Fast-Moving Consumable Goods Industry

In the FMCG sector of Nigeria, the study examined the impact of stakeholder participation on project management success. The study was simplified in order to assess the degree to which stakeholder engagement, support, and involvement effect project goals for a set of fast-moving consumer products in Nigeria. The study's qualitative design involved choosing seven FMCG companies in Nigeria: Dangote Sugar Plc, Nigerian Breweries Plc, Nestle Plc, Cadbury Nig Plc, Nigerian Breweries, Guiness Nig Plc, and Unilever Nig Plc. In order to create a cross-sectional period of 70 observations, secondary data on stakeholder involvement, support, and participation as well as the accomplishment of project objectives were sourced and gathered from yearly financial statement of account and Business Source Premier from 2013–2022. The data were subjected to panel regression analysis, and the results demonstrated that among a group of selected FMCGs in Nigeria, stakeholder involvement and participation have positive and significant effects on project goals, whereas stakeholder support has a negative and insignificant impact. Thus, it is concluded that one of the elements influencing project management performance in Nigeria's FMCG business is stakeholder involvement and participation.

Measuring the Performance of Information Systems Project Managers: Indicators and Metrics

Measuring performance is a process used in the domain of project management and quality processes to determine and communicate status and accomplishments measured against specific objectives, schedules, and milestones. This paper is concerned with the calculation of performance indicators of Information Systems Project Management (ISPM). It clarifies the relationships between ISPM domains, performance metrics, and performance indicators. This paper presents a proposed list of metrics for ISPM. Based on these ISPM metrics and a combination of statistical techniques, we built a model for calculating ISPM performance indicators. The quality reviewers can use this model to evaluate and track the performance of IS project managers.

Analysis Of Service User Satisfaction With The Performance Of Supervisory Consultants Based On Implementation Allocations In The Housing And Settlement Area Activities Of East Java Province

To realize better infrastructure development for housing and settlement facilities in East Java province and the success of the project, the government, especially in the PRKP sector of East Java Province, collaborates with service providers, one of which is supervisory consultants. This encourages supervisory consultants to improve their understanding of customer satisfaction. This research has several objectives, namely identifying variables related to the project management performance in the PRKP sector activities in East Java Province, measuring the customer satisfaction level of project management performance in the housing sector activities in East Java Province, and identifying the variables in the project management performance of the PRKP housing sector activities in East Java Province that need to be proposed for improvement or maintenance to enhance customer satisfaction. The research stages include the background of the research, formulation of the problem and research objectives, literature review, preliminary survey, data collection, data testing, and data analysis. The analysis method used is the customer satisfaction index and importance-performance analysis. The customer satisfaction index analysis results show a CSI value of 93.55%, indicating satisfaction. Meanwhile, the importance-performance analysis (IPA) results reveal an overall gap score of -13 and an overall conformity percentage of 94.61%, indicating that the project owner is not satisfied with the project management performance of the supervisory consultant. The importance-performance analysis (IPA) in this study identifies variables with high importance and satisfaction to be maintained, namely Integration Management, Scope Management, Schedule Management, Resource Management, Communication Management, and Procurement Management. Meanwhile Cost Management, Quality Management, Risk Management, and Stakeholder Management have low priority and need improvement.

PERFORMANCE ANALYSIS OF SUPERVISORY CONSULTANTS ON PROJECTS IN THE HOUSING AND SETTLEMENT AREAS OF EAST JAVA PROVINCE

The Supervisory Consultant is the party assigned by the project owner to realize the planned planning results according to the development of good settlement infrastructure facilities and utilities. The government, especially in the PRKP Division of East Java Province, collaborates with service providers, one of which is a supervisory consultant, in this case encouraging supervisory consultants to increase understanding of customer satisfaction. This research has several objectives, namely identifying variables of project management performance of PRKP activities in East Java Province; measuring the level of customer satisfaction from the project management performance of PRKP activities in East Java Province. The research stages taken in this study, namely Research background, Formulation of problems and research objectives, Literature study, Preliminary survey, Data collection, Data testing, Data analysis. The analysis method used is the customer satisfaction index method. The data is processed using the MS.Excel and SPSS programs. The results of the analysis with the customer satisfaction index show a CSI value of 63.55% which means satisfied. which is low and needs to be improved.

Emphasizing Organizational Resilience: Influence of Environmental Uncertainty and Stress Management on Project Management and Organizational Success

An excellent project management strategy is essential for organizational success in the fiercely competitive and constantly changing food manufacturing industry. In this industry, project managers frequently deal with a great deal of environmental unpredictability, which can affect their stress levels and, in turn, their performance. This study employs quantitative analysis through SmartPLS 4.0 to investigate the relationship between environmental uncertainty, stress management, project manager performance, and overall organizational success in the context of the food manufacturing industry. A comprehensive survey was conducted within the food manufacturing sector, encompassing a population of project managers. A stratified random sampling approach yielded a sample size of 218 respondents, who provided data on environmental uncertainty, stress management practices, and self-reported performance as project managers. SmartPLS 4.0 was employed for data analysis, enabling structural equation modeling to examine the relationships between these variables. The quantitative analysis reveals significant correlations between environmental uncertainty and project manager stress levels within the food manufacturing industry. Importantly, stress management practices were found to act as a crucial mediator in this relationship. Project managers who effectively manage stress reported enhanced performance outcomes, contributing to organizational success. These findings underscore the significance of proactive stress management strategies in mitigating the adverse effects of environmental uncertainty.

Project Management and Team Performance: An Applied Transformational Leadership Perspective

Purpose: This study tends to examine the influence of transformational leadership on project project and team performance specifically employee empowerment, employee stimulation, and project efficiency and effectiveness. Design/methodology/approach: The study is underpinned by a quantitative methodology and deductive reasoning. A questionnaire was employed. Purposive sampling was used and a sample of 288 individuals was obtained. Findings: Transformational leadership has a positive impact on project management and team performance. Implications: Fostering a nurturing environment led by managers is crucial, enabling employees to freely express themselves, exhibit proactivity, and experience respect. Encouraging transparent communication concerning individual objectives and responsibilities is highly recommended. Practical implications: From a pragmatic standpoint, the study was structured around the validation of three hypotheses. The results have substantiated a favorable association between leadership and the empowerment of employees, the stimulation of employees, as well as the efficiency and effectiveness of projects. Originality/value: The synthesis of existing literature implies that effective team management significantly shapes project performance and, by extension, the holistic performance of organizations. This shift is underscored by a transition from traditional hierarchical frameworks to team-centric structures that foster performance-friendly settings. Within this context, the pivotal roles of leadership and employee empowerment have emerged as indispensable drivers. To put it succinctly, while evaluating project success, managers should prioritize quantifiable metrics like costs, schedules, and scope. Concurrently, they should cultivate a profound comprehension of the multifaceted influences that intricately intersect with project endeavors.

Study on the Impact of Trust and Contract Governance on Project Management Performance in the Whole Process Consulting Project—Based on the SEM and fsQCA Methods

In order to strengthen the cooperation ability between the owner and the consultant and improve the project management performance of the whole process engineering consulting, this study firstly introduces knowledge sharing as a mediator variable and constructs a theoretical model between trust and contract governance—knowledge sharing—project management performance. A structural equation model was then used to empirically test the questionnaire data. The results show that contract governance indirectly promotes project performance through the intermediary of explicit knowledge sharing, and trust indirectly promotes project performance through the intermediary of knowledge sharing (explicit knowledge sharing and tacit knowledge sharing). Based on the above, for further analysis of the complex antecedent configuration and improvement path that affect management performance, fuzzy set qualitative comparative analysis was used for group analysis with contract governance, trust, explicit knowledge sharing, and tacit knowledge sharing as conditional variables and project management performance as the outcome variable. The results show that there are two parallel paths that can improve the whole process engineering consulting project management performance: contract governance*explicit knowledge sharing*tacit knowledge sharing→project management performance and contract governance*trust*explicit knowledge sharing→project management performance. Finally, through analysis of the research results, it is suggested that in whole process engineering consulting projects, the owner and the consultant should actively promote the willingness and behavior of the consultant to share knowledge based on therational use of trust and contract governance, to better improve project management performance.

Analysis of Critical Project Success Factors—Sustainable Management of the Fast-Track Construction Industry

Fast-track construction has recently become the prevailing construction approach globally. It enables owners and developers to make rapid returns on investment through shortened construction periods. This strategy has many effects on the industry; therefore, four groups of factors were studied in this project: (1) financial, (2) logistics and finance, (3) management, and (4) legal. A 22-question survey was distributed to 155 professionals in the construction industry, who evaluated the impact of the stated factors on a 5-point scale. The results revealed a high level of consistency determined through Cronbach’s alpha, and a positive correlation was found by Spearman’s rank coefficient. The Relative Importance Index was used to rank the factors based the evaluation by the professionals, resulting in the following impact ranking: (1) poor communication among design and construction teams, (2) large amounts of rework, (3) low quality of work by the contractor, (4) design errors, (5) late or insufficient payment according to terms agreed with the client, and (6) unavailability of materials in the market. By providing a quantitative RII model to evaluate fast-track project management performance with the use of corresponding performance indicators, this study will benefit industry practitioners and researchers as it identifies the most significant factors that impact fast-tract project management performance.

Developing a construct to measure contractor project manager performance competencies

PurposeConstruction organizations' investment in effective talent-development programs is a key strategy in attracting, developing and retaining staff. Such programs are especially important given the current challenges in the construction workforce, including labor shortages, an aging workforce, generational differences in the workforce, supply chain disruptions and the need to effectively train staff in the skills that are essential in a constrained labor environment. To address these challenges, this study proposes a performance measurement strategy that construction companies can use as input to design their talent development programs.Design/methodology/approachThe strategy intends to assess the performance of project managers and develop criteria that define categories of their performance, including the top performers' category. This enables construction organizations to provide each project manager with individualized training that addresses areas of weakness and in turn, develops the skills that correspond with being top performers. The proposed strategy was developed and tested by surveying the immediate supervisors of 187 project managers working for general and specialty contractors in the United States. Principal component analysis was used to develop a single performance construct from seven performance criteria.FindingsThis construct was used to organize the project managers into the categories of top, above-average and below-average performers. According to the findings, top-performing project managers have well-rounded skills in the areas of leadership, communication, technical proficiency and overall job knowledge.Practical implicationsThe outcomes of this study can help construction organizations focus their talent-development programs on the skills most associated with PMs being top performers.Originality/valueThis study provides construction organizations with a comprehensive performance-measuring construct to focus their talent-development programs on the skills most associated with top-performing project managers. Researchers can use this study as a foundation for further understanding how performance is related to various construction professions.

Project performance and the effects of human activity: a case study of the University of Salford

Conflict is common in the project management industry. Project performance may be impacted negatively or favourably by human activities such as competing interests among stakeholders, project team members, and project managers, as well as by the intimidating methodology and structure of the project management process. This case study at the University of Salford looked into how human activity affects project management and performance. The mixed methodology used in this study allowed for a deeper understanding of the real-world experiences of the subjects and project teams. Project management students and professionals from the University of Salford provided the data, which was collected. The survey generated a sample size of 40 responses, of which 37 were reliable enough for analysis. At the University of Salford, it was discovered that relationships among team members were a crucial human activity that promoted cooperation, trust, and the extension of trust to others, thereby reducing conflict and ties of trust between stakeholders and project managers. However, positive team dynamics and strong group cohesion are required to actively and purposefully encourage conflict in order to achieve the project's aim, goals, and deliverables. Conflict in project performance and project management productivity, for example, may be reversed. Therefore, to achieve high performance and productivity, the project management process needs strong communication, positive team dynamics, and an understanding of scope. Conflict can have a negative effect on the process, lowering productivity and performance. Project managers should develop their communication skills to avoid this because it is a soft skill that can be learned and enhanced. This guarantees proper coordination, awareness of all stakeholders, and a decrease in conflict.

Assessing the Role of Strategic Project Management in Enhancing Operational Efficiency and Competitive Performance of Fashion Industry in Italy

This study examines the impact of strategic project management on operational efficiency and competitive performance within Italy's fashion industry. The purpose was to ascertain how strategic project management practices influence the operational effectiveness and market competitiveness of fashion businesses in a country renowned for its sartorial excellence. Anchored by the research problem that Italian fashion companies face increasing global competition and operational challenges, this inquiry adopted a mixed-methods approach. Quantitative data were gathered from 150 fashion firms across Italy, utilizing structured surveys to measure project management strategies and performance metrics. In parallel, qualitative interviews with 30 industry experts provided deeper insights. Findings indicated a significant correlation between strategic project management and enhanced operational efficiency, with statistics revealing that firms employing strategic project management were 35% more efficient in resource utilization. Moreover, these firms exhibited a 40% better market performance compared to those with ad-hoc or undeveloped project management approaches. The conclusion drawn from the study is that a rigorous strategic project management framework is essential for Italian fashion firms to thrive in the competitive global marketplace. Recommendations included the adoption of bespoke strategic project management training programs, investment in project management software tailored to the unique needs of fashion enterprises, and the integration of agile methodologies to foster adaptability and innovation. The study suggests that these measures could lead to sustained improvements in operational and competitive performance for the Italian fashion industry. Keywords: Strategic Project Management, Operational Efficiency, Competitive Performance, Fashion Industry, Italy

Investigating Mediation Effect of Innovation on the Relationship Between Project Management and Property Organizational Performance

In the context of challenging property organizational performance, innovation plays a crucial role in mediating the relationship between project management and organizational performance. Therefore, this paper presents a study aiming to develop and assess a mediation model where project management acts as the independent variable, innovation as the mediator, and property organizational performance as the dependent variable. Data were collected through a questionnaire survey among employees in real estate companies in the UAE, distributing 390 questionnaires using traditional random sampling techniques. However, the model utilized responses from 375 completed questionnaires. The collected data were employed to develop the model in SmartPLS software, which wasthen analysedand assessed at both the measurement and structural components. The findings indicate that all direct relationships are statistically significant, except for one: QTY -> INNO. Concerning indirect relationships, two out of the four relationships are not statistically significant: QTY -> INNO -> PFM and SCP -> INNO -> PFM. Additionally, the mediator variable, INNO, induces two instances of partial mediation and two instances without any mediation effect. Moreover, the model’s Goodness-of-Fit value is 0.766, indicating that the model has 76.6% ofpredictive capability.

프로젝트 거버넌스가 IT 프로젝트 성과에 미치는 영향

Companies are paying attention to project governance to achieve corporate strategic goals and realize the value of IT projects in a fast and complex business environment due to the development of information technology. This study examines the difference between SMEs and large firms in a situation where project governance affects IT project performance. This study surveyed 208 project team members, project managers, and project applicants with IT project experience within two years in various industries, and analyzed survey responses using regression analysis and univariate analysis. The results of this study showed that project governance has a positive effect on IT project management performance and IT project goal performance for both SMEs and large firms. In addition, for small and medium-sized enterprises, project governance has a higher impact on IT project management performance and IT project target performance than large firms, and the higher the level of project governance execution, the higher the IT project management performance and IT project target performance. This study drew implications that project governance for both SMEs and large firms can positively affect the achievement of schedule, cost, scope and quality planned for IT projects, business success and customer satisfaction, and that if SMEs have good project governance, they can improve IT project performance to the level of large firms.

Key Performance Indicators (KPI) of Information Systems Project Management

Performance measurements are used in project management and quality processes to determine and communicate status and accomplishments measured against specific objectives, schedules, and milestones. This paper is concerned with the calculation of performance indicators of Information Systems Project Management (ISPM). It clarifies the relationships between ISPM domains, performance metrics, and performance indicators. This paper presents a proposed list of metrics for ISPM. Based on these ISPM metrics and a combination of statistical techniques, we built a model for calculating ISPM performance indicators. The quality reviewers can use this model to evaluate and track the performance of IS project managers.