Role Of Project Manager Research Articles

The Role of Program and Project Management in Increasing the Competitiveness of Russian Universities: A Comparative Analysis Including China and India

The Role of Program and Project Management in Increasing the Competitiveness of Russian Universities: A Comparative Analysis Including China and India

Transferability of the competences acquired in the elite athlete career to the project manager role analysis

What personal competences of successful project managers are determined by their former career as an elite athlete? To answer the question, comprehensive research is carried out, implemented as part of the EEIG-EU/P-Kr/06.12/23 project. The primary aim is to establish conclusively which particular personality traits, identified and analysed using the Big Five Inventory-2 and supplemented by structured interviews, directly contribute to the success of former elite athletes transitioning into roles as effective project managers. We found that successful project managers who were also elite athletes possess personality traits that can be identified as positive determinants of success in either sport or professional careers. Among these personality traits, we can include a low level of neuroticism and a high level of conscientiousness, then extraversion and agreeableness. This paper contributes to a nuanced understanding of how the realms of sports and management intersect and overlap. The presented paper can serve as a basis for further research in the field of personality psychology and management studies.

The Impact of Moderation Analysis Between Effective Project Governance and Project Performance Management in Malaysia’s Construction Industry

Objective - The building sector is essential to Malaysia's economic expansion. Despite its significance, large construction companies usually experience delays and project failure, affecting 95% of homebuyers due to 580 delayed projects in 2022. By February 28, 2023, 581 projects had been reported as delayed. Methodology/Technique – This study experimentally examines the relationship between effective project governance and project performance in 390 Malaysian construction companies, using a framework based on agency theory and assessed with partial least squares structured equation modeling. Finding – Benefit management serves as a mediator between project performance and effective project governance, and top management support has a positive moderating influence. Novelty – The study highlights the importance of preventive measures, enhancing team and project manager roles, and forming strategic alliances for improved project governance. Type of Paper: Empirical JEL Classification: H60, H61, M10, M11. Keywords: Effective project governance; project management risk; benefit management; top management support; project performance. Reference to this paper should be referred to as follows: Abdullah, F.C.B; Indiran, L; Krishnan, A; Pavithran, S.N. (2024). The Impact of Moderation Analysis Between Effective Project Governance and Project Performance Management in Malaysia’s Construction Industry, GATR-Global J. Bus. Soc. Sci. Review, 12(3), 114–124. https://doi.org/10.35609/gjbssr.2024.12.3(2)

Impact of project planning and project risk management on project success: moderating role of project managers’ competencies in the construction sector in Afghanistan

This research examines the impact of project planning (ProP) and project risk management (RisM) on project success (ProS) while maintaining project managers’ competencies (PMC) as moderators using resource-based view theory concepts. This research addresses the gap in how ProP and RisM lead to ProS in the presence of a PMC as a moderator in construction-based private organisations. Utilising a convenience sampling technique, data were collected from 249 participants working in construction-based organizations across major cities in Afghanistan. Data were analysed using Smart-PLS and SPSS software. Supporting theories for this study are the theory of knowledge reuse and the social exchange theory concepts. Analysis revealed that ProP significantly and positively impacted ProS. RisM was also found to have a positive effect on project success. The results showed that project managers’ competencies moderated the relationship between ProP and ProS. The findings indicated that PMC moderates the connection between project risk management and ProS. Implementing project planning methodologies, a construction project manager’s competency improves team outcomes through risk management and boosts project success. The study’s limitations, future suggestions, and managerial implications are also discussed.

Collaborative dynamics in open source software development: Unveiling the influence of team interaction and the role of project manager

AbstractAs the world becomes increasingly reliant on open‐source software (OSS) development platforms, collaborative communication networks are becoming more complex, resulting in non‐trivial effects on project performance. This study examines the impact of communication network characteristics on project performance, measured in terms of the number of issues closed within OSS projects. Additionally, this research examines how this project outcome is affected by project managers' active participation in these communication networks. Using a panel dataset of 1599 projects spanning 104 weeks, with a total of 120,243 observations, we find that the density of communication network has an inverted U‐shaped relationship with project performance, that is, as the density of the communication network formed by team member interactions increases, project performance initially increases but then starts to decrease. Meanwhile, a project manager's participation in the communication network has no direct positive impact on project performance, but it flattens the inverted U‐shaped relationship, that is, it reduces the rate of decrease in project performance after the density of the communication network formed by project team members crosses the inflection point. These results provide valuable insights into the dynamics of communication networks in OSS projects and can help develop strategies for improving project performance.

The role of project management in driving innovation, economic growth, and future trends

The role of project management in driving innovation, economic growth, and future trends

Impact of knowledge management infrastructure and processes on automobile manufacturing firm innovative performance through the mediating role of agile project management practice

Purpose The purpose of this study is to examine knowledge management (KM) infrastructure and processes on automobile manufacturing firm innovative performance through the mediating role of agile project management (APM) practice. Design/methodology/approach The data collection involved purposive and convenience sampling techniques to gather information from 692 employees employed in various public and private automobile manufacturing firms operating in Pakistan. To test the hypothesis, data analysis was conducted using Smart PLS software version 4, using the partial least squares and structural equation modeling technique. Findings The result revealed that knowledge management infrastructure and processes has a positive and significant effect on firm innovative performance. Moreover, agile project management practices positively and significantly mediate the relationship between knowledge management infrastructure and processes and firm innovative performance. Practical implications The performance of high-tech automobile manufacturing firms can be enhanced by implementing agile project management practices, especially when stimulated by external factors such as innovation. In an increasingly dynamic environment, innovation acts as a favorable factor that amplifies the positive impact of agile methodologies on firm performance. Originality/value Researchers can use these findings to identify knowledge gaps that need to be addressed in future studies and understand how strategies relate to processes within the KM-APM framework. This study provides practitioners with insights on applying KM practices in an APM context to enhance knowledge performance. Practitioners can use the framework to plan KM activities that support corporate strategy across all organizational layers, ensuring the appropriate knowledge is conveyed at each level.

Research on Refined Management and Project Risk Control Strategies in Whole Process Engineering Consultation

Whole Process Engineering Consultation (WPEC) plays an increasingly vital role in modern engineering project management. It not only encompasses the entire project lifecycle from planning and design to implementation and operation but also significantly enhances project efficiency, reduces costs, and mitigates risks. As the complexity of engineering projects grows, refined management emerges as a crucial method for achieving efficient project management. This paper explores the application of refined management in WPEC and analyzes its role in project risk control through real-case studies. By delving into the principles of refined management, management tools, and risk control strategies, this study proposes an integrated approach to optimize project management processes and improve project success rates. Additionally, it discusses the impact of emerging technologies on refined management and risk control, providing insights into future development trends. The aim is to offer theoretical support and practical guidance for engineering project management, ensuring efficient management and risk control.

Where projects and non-projects coexist in the core challenges for frontline managers

PurposeThere are different organizational contexts for projects. Here, the focus is on a balanced co-existence organization (BCO) where core activities combine project-based and non-project based work, a context that differs from both project-based organizations (PBOs) and project-supported organizations (PSOs). Through differentiating between the role of resource and project manager, and encompassing a specific combination of projects and ongoing, recurrent work, the authors extend the understanding of frontline managers and HRM in project settings.Design/methodology/approachThis is a case study of a 1000+ department in a Norwegian firm with 38 interviews with the use of qualitative analysis.FindingsThe empirical study of one case of BCO reveals a HRM system with four different constellations of front line managers, each with their own perceived advantages and challenges. Based on the findings here, we have drawn implications for research on the BCO category, as well as comparative research on the three different contexts for projects. Issues that would benefit from comparative studies of polyadic HRM include constellations of front line manager roles, tensions involving projects, mechanisms for allocation of human resources, as well as the sources and mechanisms of stability and change.Research limitations/implicationsThe findings are limited to one organization.Practical implicationsThis study provides a potential for further research on HRM issues in the BCO category.Originality/valueThe analysis develops the BCO category and introduces a category of three organizational contexts for projects. We provide better understanding of the three types and its HRM challenges.

Unlocking sustainable project management: The role of project managers' competencies in resource bricolage from a stakeholder engagement perspective

AbstractSustainable project management practices have garnered increasing attention in recent years. Consequently, in the age of digitalization and globalization, numerous studies extensively explore the relationship between digitalization and sustainable practice. While optimism abounds, there is insufficient research into how and what types of project managers effectively manage resources to enhance the sustainability of projects when stakeholders are engaged. Therefore, we aim to address this gap by analyzing a sample of 211 Chinese project managers involved in the China‐Pakistan Economic Corridor (CPEC). Our findings indicate that project managers with digital literacy and experience are effective at managing existing resources to promote sustainable project management practices, while project managers with financial literacy do not directly exhibit sustainable practices. Furthermore, digitally literate managers are more likely to engage in bricolage (effective resource management), whereas experienced project managers are less likely to do so in the presence of stakeholder engagement. Moreover, stakeholder engagement does not appear to moderate the relationship between project manager financial literacy and bricolage. Based on these findings, our research recommends that organizations focus on employing digitally literate and experienced project managers to effectively manage their limited resources for sustainable project management. Further practical implications are discussed.

Role of Engineering Project Management in Successful Project Completion Globally

In the globalization era, the radical progress in technical and digital system are causing rapid progress of public and private organizations as well as the structural complexity of managing projects in the engineering field. The present study focuses to review the role of engineering project management skills in managing a project for successful completion. Various literature related to the study topic has been reviewed systematically. The various factors responsible for successful completion of a project are framed as a model which would be useful for the engineers as well as other project managers or leaders as well as other stakeholders for understanding the systematic way of project management practices with the aim to successfully complete a project. The model highlighted the top three factors were project planning with stakeholders, time, budget and quality and leadership style and practices.

Impact of effective schedule management on high-rise building projects

Effective schedule management is a critical factor in the successful execution of high-rise building projects. This paper explores the impact of robust schedule management practices on project performance, highlighting the benefits, challenges, and strategies for optimizing timelines. High-rise construction presents unique complexities, including coordination of multiple trades, strict safety regulations, and logistical challenges related to vertical construction. Utilizing advanced scheduling methodologies such as Critical Chain Project Management (CCPM) and Building Information Modeling (BIM), combined with traditional techniques like the Critical Path Method (CPM) and Program Evaluation and Review Technique (PERT), can significantly enhance project efficiency. The integration of these methodologies facilitates better resource allocation, reduces delays, and improves overall project outcomes. The study also addresses the role of technology, including project management software like Primavera P6, in enhancing schedule accuracy and reliability. Additionally, it examines the critical role of project managers in orchestrating these activities and emphasizes the importance of effective communication and risk management. This comprehensive review provides insights into the key factors that contribute to successful schedule management, offering recommendations for future research and practice to further advance the field. Keywords: Building Information Modeling (BIM), Critical Chain Project Management (CCPM), High-Rise Building Projects, Project Performance Optimization, Schedule Management.

Do the Project Manager's soft skills foster knowledge sharing?

In the realm of project management, the significance of soft skills, including communication, leadership, and problem-solving, has been acknowledged as pivotal to project success. Furthermore, the role of knowledge management within projects has emerged as another critical determinant of performance enhancement. This entails disseminating best practices, lessons learned, and insights garnered throughout the project lifecycle. Thus, the Project Manager's role acts as a catalyst, cultivating an environment that promotes effective knowledge sharing.The primary objective of this study is to explore the relationship between project manager soft skills and knowledge sharing within project environments. Additionally, considering the acknowledged impact of organizational culture and environment on knowledge sharing practices, this research aims to examine the moderating effect of organizational culture in shaping the relationship between soft skills and knowledge sharing effectiveness within project contexts. A questionnaire involving project team members was conducted to find answers to these questions.Findings reveal the project manager leadership was positively associated with knowledge sharing among project management team members. This conclusion innovatively connects the importance of soft skills in fostering knowledge sharing within project teams. It places a significant emphasis on the project manager's leadership skills assigning them a key responsibility. Additionally, moderation analysis showed that knowledge creation and knowledge capture strengthened the relationship between project manager's problem-solving skills and knowledge management environment. This underscores the role of a robust organisational culture in supporting knowledge sharing, thereby enhancing the connection between problem-solving abilities and explicit knowledge sharing.

Impact of Shared Leadership on Project Team Performance: Mediating Role of Knowledge Sharing and Moderating Role of Project Manager’s Ambidexterity

The present research investigates shared leadership and its antecedents in the project-based organizations operating in Pakistan’s twin cities of Rawalpindi and Islamabad. The present study combines the quadratic model of shared leadership with the literature of leadership styles such as Task Orientation shared leadership, Relation Orientation shared leadership, Change Orientation shared leadership, and Micro-Political Orientation shared leadership, which lead to enhanced project team performance via knowledge sharing. The project manager's ambidexterity is also considered in the hypothesized link as a moderator. The data was collected from 291 respondents from different project-based organizations. The results delineate that Task Orientation shared leadership, Change Orientation shared leadership, Relation Orientation shared leadership, and Micro-Political Orientation shared leadership, along with knowledge sharing, have a significant and positive influence on project team performance. Moreover, knowledge sharing mediates the relationship between shared leadership (Task Orientation shared leadership, Change Orientation shared leadership, Relation Orientation shared leadership, and Micro-Political Orientation shared leadership) and project team performance. In addition, the exploitative and explorative behavior of the project manager, playing the role of moderator, was also tested. The results have shown a significant impact of moderation on Task Orientation shared leadership and Change Orientation shared leadership but an insignificant impact on Relation Orientation shared leadership and Micro-Political Orientation shared leadership for exploitative behavior, and moderated the relationship with Task Orientation shared leadership only for explorative behavior respectively.

The Impact of Project Managers Traits on Project Success

Project management is an indispensable aspect of business that depends heavily on the capabilities and characteristics of the project managers, with his/her personality traits playing an essential role in leading their project to its goals. This paper explores the critical role of the project manager's personality traits and cultural background in the success of project management and emphasizes its influence on team dynamics, stakeholder engagement, and overall project environments. The Big Five personality traits provide a framework for understanding these influences. The paper also delves into how the Myers-Briggs Type Indicator (MBTI) impacts project management approaches, specifically the Extraversion/Introversion and Judgment/Perception dimensions. In addition, the paper examines the impact of global and cultural differences on project manager traits and management styles, emphasizing the need for project managers to adapt to different cultural contexts in a world where understanding and leveraging cultural differences is critical to project success and the achievement of broader strategic goals. This comprehensive analysis offers insights into the multidimensional role of project managers within today's highly dynamic global project management environment.

The Institutional Environment as a Tool for Managing the Development of the Region in the Context of Digitalization

Relevance. In the context of digitalization and digital transformation, the institutional environment can be considered as a tool for managing the development of the region. This circumstance predetermined the choice of topic and proved its relevance.The purpose of the study is to study the institutional environment as a tool for managing the development of the region in the context of digitalization.Objectives: the management of the implementation of state programs in the context of digital transformation, compliance with the requirements of federal and regional legislation regulating project activities, the possibility of regulating the mechanisms of project management of regional programs are considered; the role of project management is considered as an effective tool for the implementation of national projects in changing conditions, ensuring the achievement of national goals.Methodology. In the process of carrying out the work, analytical methods were used to study the mechanisms of regional management, including digital technologies and their impact on the efficiency of management processes.Results. As a result of the work on this study, it was revealed that project management of government programs today comes to the fore. project management has a fundamental difference in terms of integration and synchronization of target indicators of state programs, taking into account the requirements of legislation at the federal and regional levels. More significant factors of the internal and external environment are identified that influence the result during project management, regulatory regulation, monitoring control points, and assessing the effectiveness of using the resource potential of the region, the ability to make timely adjustments during the implementation of activities by responsible participants to achieve results, for which it is necessary to simplify the adjustment procedure.Conclusions. When forming government programs, it is important to assess the impact of the process of organizing project activities in each region. Compliance with the requirements of regulatory legal acts and other methodological frameworks regulating the organization of project activities, as well as the effectiveness and efficiency of regional programs is assessed. In this regard, improving the legislation regulating project activities in order to ensure the implementation of national projects will strengthen the possibilities for the transition of the real sector of the economy to a digital format.

Enhancing agile project success: a comprehensive study of risk management approaches among Malaysian practitioners

AbstractRisk management (RM) plays a role in project management in the software development field. As information technology (IT) systems become more essential across industries and IT projects continue to face failure rates effective project management becomes crucial. However, the utilization of methodologies in risk management is not widely considered, specifically in Malaysia. This study aims to investigate how software practitioners in Malaysia have implemented risk management and discover strategies that can enhance risk management for agile contexts. The main focus of this study is the limited integration of methodologies into risk management practices, which has created a gap within the software risk domain. Successful risk management is essential for the achievement of software projects, and the findings from this study can offer insights for software development organizations to make informed decisions and improve project outcomes. By utilizing a quantitative approach and adapted questionnaires, this comprehensive study collected data from 60 practitioners and conducted descriptive analysis to identify key risk elements that have significant potential to affect project performance. The findings highlight these risk elements that can significantly impact project success. Agile methodologies, with their emphasis on collaboration, communication within teams, and engagement with stakeholders, including top management, are instrumental in aligning project objectives, identifying potential risks, and resolving issues promptly. This study provides empirical insights into the risk management practices of agile practitioners in Malaysia, which can equip software development organizations with valuable knowledge for informed decision‐making. By enhancing project outcomes and guiding future strategic actions, the findings of this study can contribute to the improvement of agile risk management in the software development industry, particularly in the Malaysian context.

Beyond Efficiency: The Strategic Role of Project Managers in an Automated World

The rise of automation in project execution raises a critical question: will project managers become obsolete? This paper argues against that notion, positing a shift in their role from efficiency-driven task management to strategic leadership. We explore how automation while streamlining routine tasks, creates new challenges: navigating complex integrations, ensuring data integrity, and managing human-machine collaboration. The paper delves into the evolving skillset required for project managers to thrive in this automated landscape. This includes strategic planning, risk mitigation for unforeseen technical issues, and fostering a culture of innovation to leverage automation effectively. By embracing these strategic responsibilities, project managers can become vital change agents, ensuring projects not only meet deadlines and budgets but also achieve their full potential in an increasingly automated world.

Linking transformational leadership and project success: Role of work engagement and project complexity

This study examines the direct, mediating, and moderating effects of Transformational Leadership (TL), Work Engagement (WE), and Project Complexity (PC) on Project Success (PS). Using survey methods and multivariate data analysis through structural equation modeling with 326 project managers in Vietnam, the results show that TL scientifically predicts PS; TL positively impacts WE; WE strongly influences PS; and the link between TL and PS is moderated by PC and mediated by WE. The results indicate that project-oriented businesses should consider TL when hiring for project management roles and offer transformational leadership training to assist project managers in becoming more exceptional. Future studies could use longitudinal research to understand better how the impact of these antecedents on project success changes over time.

518 Improving Clinical Trial Activation Timelines through Parallel Processing and Key Stakeholder Involvement

OBJECTIVES/GOALS: A strategic initiative of Mayo Clinic is to decrease clinical trial activation timelines by 25% from 2022 levels. The team’s goal is to streamline activation via parallel processing, improved collaboration with business units, project manager facilitation, and early study coordinator involvement. METHODS/STUDY POPULATION: The workgroup targeted industry trials, focusing on key financial, regulatory, and operational elements. Current state process workflows and pain points were prepared and opportunities for concurrent activities or automation identified. The scope of the project manager role from the Office of Clinical Trials was extended to guide each activation team, who have varying levels of experience, to maintain timelines until the trial is opened. Coordinators responsible for study conduct engaged in key operational discussions earlier to ensure the trial will be run successfully. A Pilot program is utilizing the identified concurrent activities, project manager support, and earlier coordinator involvement to gauge effectiveness of the proposed solutions. RESULTS/ANTICIPATED RESULTS: The goal is for 120 industry clinical trials to join the Pilot program and to open enrollment in less than 30 weeks from being document ready. As of Q3 2023, 109 clinical trials across multiple Mayo sites have enrolled in the pilot. Thirty-five (85 percent) of 41 Pilot trials have opened to enrollment and have met the goal, with a median timeline of 24 weeks. Twenty-one (21) trials opened to enrollment in Q3 2023 with a median timeline of 23 weeks, representing 24% of all industry clinical trials opened that quarter. Opening trials and monitoring is ongoing and PI and study team feedback is positive. DISCUSSION/SIGNIFICANCE: Using a team-based approach, we identified key areas for optimization and parallel processing. The solution reduces trial activation timelines, increases patient access to experimental therapies, and has been positively received by study staff. Future projects will focus on enterprise implementation, optimization, and automation.