Traditional Project Management Research Articles

A clash of clans: an empirical study of conflicting institutional logics and their impact on megaproject collaboration

PurposeManaging megaprojects is challenging due to their inherent complexity and uncertainty. Collaborative project delivery models have been introduced as an alternative to traditional project management in public infrastructure megaprojects and are often realized through collaborative contracts. These project organizations act as institutional arenas for logic interaction as actors with differing institutional backgrounds interact within the project. This paper aims to study the delivery phase of three megaprojects through an institutional lens, investigating the institutional interaction and alignment of logics therein.Design/methodology/approachA multiple case study was employed to reach deep insight into the phenomenon. Sixty-one interviews were conducted over 3 cases with representatives from all levels of the project hierarchy. Respondents were selected through snowball sampling. In two cases, observations of the shared project office were conducted. Data analysis built on first-order codes and second-order themes, collected into a theoretical framework.FindingsThe empirical evidence demonstrates the dynamics shaping institutional logics and gives evidence for changing logics in projects with a well-applied collaborative contract. However, there is a risk of resistance and a return to traditional logics since institutional change is slow and an unsuitably applied collaborative contract can lead to adherence to the conventional way of work.Originality/valueCurrent research has focused on the regulatory framework and procurement phase of such models, but little attention has been given to the delivery phase and the interaction of conflicting logics. This paper can serve as an exemplar of the different logics found within public infrastructure projects and their interaction and alignment. Contributions include a heightened emphasis on the start of the project as a meeting point for differing institutional logics and the role change necessary when using a collaborative contract.

A clash of clans: an empirical study of conflicting institutional logics and their impact on megaproject collaboration

PurposeManaging megaprojects is challenging due to their inherent complexity and uncertainty. Collaborative project delivery models have been introduced as an alternative to traditional project management in public infrastructure megaprojects and are often realized through collaborative contracts. These project organizations act as institutional arenas for logic interaction as actors with differing institutional backgrounds interact within the project. This paper aims to study the delivery phase of three megaprojects through an institutional lens, investigating the institutional interaction and alignment of logics therein.Design/methodology/approachA multiple case study was employed to reach deep insight into the phenomenon. Sixty-one interviews were conducted over 3 cases with representatives from all levels of the project hierarchy. Respondents were selected through snowball sampling. In two cases, observations of the shared project office were conducted. Data analysis built on first-order codes and second-order themes, collected into a theoretical framework.FindingsThe empirical evidence demonstrates the dynamics shaping institutional logics and gives evidence for changing logics in projects with a well-applied collaborative contract. However, there is a risk of resistance and a return to traditional logics since institutional change is slow and an unsuitably applied collaborative contract can lead to adherence to the conventional way of work.Originality/valueCurrent research has focused on the regulatory framework and procurement phase of such models, but little attention has been given to the delivery phase and the interaction of conflicting logics. This paper can serve as an exemplar of the different logics found within public infrastructure projects and their interaction and alignment. Contributions include a heightened emphasis on the start of the project as a meeting point for differing institutional logics and the role change necessary when using a collaborative contract.

What is Agile Project Management? Developing a New Definition Following a Systematic Literature Review

The concept of “Agile Project Management” has gained significant traction in various sectors, beyond its origins in software development. However, a coherent, universally accepted definition remains elusive, prompting this study to embark on a systematic exploration of agile practices and their implications in broader contexts. Employing a systematic literature review across three major academic databases on business and management studies in the past two decades, this research scrutinizes a final selection of 80 high-quality academic papers. The principal contribution of our research is the articulation of a nuanced definition of Agile Project Management, which demarcates it from traditional project management frameworks and those agile practices specific to software development. This study not only sheds light on the prevailing ambiguities in the understanding of Agile Project Management but also sets the stage for future research into the emerging organizational dynamics engendered by the adoption of agile practices.

Project management: hybrid approach for construction projects

This research aims to innovate in project management by demonstrating the benefits of implementing the Hybrid Project Management Methodology in construction projects. The construction industry operates in complex environments with high levels of change, making it essential to adapt management approaches accordingly. This study reveals that integrating Agile with Traditional Project Management Methodology enhances project execution by fostering flexibility, adaptation, continuous value delivery, motivation, effective Methods communications, and constant feedback throughout the project life cycle. Consequently, this integration leads to improved project outcomes and goal achievement. Furthermore, the research highlights the growing recognition among construction professionals of the importance of adopting methodologies that enhance their project management skills, demonstrating a pressing need for such approaches in the industry. Statistical validation confirms the appropriateness of applying the Hybrid Project Management Methodology in the construction sector, with a significant result of 3.903, indicating a high level of appropriateness.

{MFPP(R). An R package for matrix-based flexible project planning

Project planning and scheduling are essential parts of project management. While project planning and scheduling tools are already available to support traditional project management approaches, flexible project management, such as agile, extreme and hybrid project planning, are only somewhat supported by computer algorithms. To the best of our knowledge, no existing R package for project planning and scheduling can support project planning and scheduling for flexible projects. In this paper, the goal is to fill this gap; to this end, the R package mfpp for matrix-based flexible project planning/scheduling is introduced and described. This package includes a comprehensive set of tools for project managers to schedule both traditional and flexible project plans. The use of the package is illustrated through examples.

Creative principles for managing innovation projects in BANI environment

In the dynamic landscape of innovation, where environments are increasingly characterized as Brittle, Accelerating, Nonlinear, and Incomprehensible (BANI), traditional project management approaches fall short of addressing the complexities and uncertainties that arise. This abstract explores a set of creative principles tailored for the effective management of innovation projects within BANI environments. Drawing inspiration from agile frameworks, design thinking, and open innovation, these principles aim to navigate the brittleness, acceleration, nonlinearity, and incomprehensibility inherent in such contexts. Adaptive leadership, rapid prototyping, and scenario planning emerge as key components, fostering a culture of continuous learning and cross-functional collaboration. Emphasizing innovation metrics beyond traditional KPIs, the abstract advocates for an ecosystem thinking approach to holistically comprehend the intricate interplay of factors within BANI environments. By integrating these creative principles, organizations can position themselves to not only adapt to the challenges presented by BANI but to thrive amid uncertainty, turning it into a catalyst for innovative growth. The world of innovation is facing unprecedented challenges. The acronym BANI – Brittle, Anxious, Nonlinear, and Incomprehensible – aptly captures the current environment characterized by fragile systems and interconnectedness. A single event can trigger cascading disruptions across industries and continents. Heightened uncertainty and anxiety. Rapid change and unforeseen events create constant pressure and require agility in decisionmaking. Non-linear trajectories and emergent phenomena. Traditional planning becomes obsolete in a world where cause and effect are blurry and unexpected outcomes arise. An incomprehensible information landscape. The sheer volume and complexity of data make it difficult to discern truth and make informed decisions. By embracing these creative principles, we can transform innovation projects from rigid endeavours into dynamic journeys of exploration and discovery. In the face of the BANI environment, embracing creativity, learning from failures, and pivoting quickly are the keys to unlocking ground breaking ideas and shaping a better future.

Sustainability in project management: A comprehensive review

This comprehensive review paper delves into the integration of sustainability principles within the realm of project management. The primary objective is to analyze how sustainability is being incorporated into project management practices and to identify the emerging trends and challenges in this integration. The methodology involves a systematic review of existing literature, encompassing academic journals, industry reports, and case studies, to provide a holistic view of the current state of sustainability in project management. Key findings reveal that sustainability in project management is increasingly gaining attention, driven by the growing recognition of environmental, social, and economic impacts. The study identifies three core dimensions of sustainability in project management: environmental responsibility, social equity, and economic viability. It highlights the evolving role of project managers in embedding these dimensions into project life cycles, from initiation to closure. The review also uncovers a range of tools and frameworks being employed to facilitate sustainable project management, such as life cycle assessment, stakeholder engagement strategies, and sustainability balanced scorecards. However, challenges persist, including a lack of standardized guidelines, difficulties in measuring sustainability outcomes, and resistance to change in traditional project management practices. The paper concludes that while strides have been made in integrating sustainability into project management, there is a need for more robust frameworks and educational efforts to enhance the adoption and effectiveness of sustainable practices. Future research directions are suggested, focusing on the development of standardized sustainability metrics and the exploration of the role of technology in enhancing sustainable project management practices.

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.

COMPREHENSIVE REVIEW OF AGILE METHODOLOGIES IN PROJECT MANAGEMENT

This comprehensive review paper delves into the application and impact of Agile methodologies in the realm of project management. Agile methodologies, initially rooted in software development, have gained widespread acceptance across various industries due to their flexibility, adaptability, and customer-centric approach. The primary objective of this review is to synthesize the current body of knowledge on Agile methodologies, highlighting their evolution, principles, and diverse applications in project management. The methodology of this review involves a systematic analysis of existing literature, encompassing peer-reviewed journals, industry reports, and case studies. This approach ensures a holistic understanding of Agile methodologies, encompassing both theoretical frameworks and practical implementations. The review categorizes Agile methodologies, such as Scrum, Kanban, and Lean, and examines their unique features and contexts of application. Key findings indicate that agile methodologies significantly enhance project performance, particularly in dynamic and uncertain environments. They foster greater collaboration, continuous improvement, and customer satisfaction. However, challenges such as resistance to change, lack of skilled personnel, and difficulties in scaling Agile practices are also identified. The review concludes that while Agile methodologies offer substantial benefits in project management, their successful implementation requires a cultural shift within organizations, adequate training, and a nuanced understanding of when and how to apply these methodologies. Future research directions include exploring the integration of Agile with traditional project management approaches and its impact on organizational performance in various sectors.
 Keywords: Agile Methodologies, Project Management, Industry Adaptation, Scalability, Technological Advancements, Global Economic Shifts, Artificial Intelligence (AI).

Research on Intelligent Management of New Integrated Distribution Network: An Example of New Energy Engineering Management System

The rapid development of new energy makes the distribution network project face higher management requirements, the traditional distribution network project mainly focuses on transmission and transformer unidirectional circulation, to today's optical storage and charging, source network and load storage, micro-grid, virtual power plant and other "multi-terminal active module" together to form a multidirectional concurrency of the new distribution network. If the distribution stage is not well coordinated, the existing distribution network may be impacted. In order to improve the management pain points, this paper first discusses the status quo and pain points of traditional distribution network project management, and then takes a self-developed new energy project management system as a typical case, which is expected to explore a management system paradigm applicable to the new integrated distribution network project, and how to integrate the old and new energy sources from the perspective of project management, which will indirectly have a positive effect on the growth of the investment benefits.

Identification of the Main Traditional Project Management Methods Through a Systematic Literature Review

Identification of the Main Traditional Project Management Methods Through a Systematic Literature Review

Research on Informatization Project Management and Implementation Strategies in the Context of Digital Technology

With the rapid development of the new generation of information technology, the enterprise's business model and internal and external environment have undergone a sea change, the traditional information technology project management and implementation mode has been unable to adapt to the rapid innovation of digital technology, to meet the development needs of enterprises, it is necessary to conduct an in-depth study of the enterprise information technology project management and implementation strategy, to explore the new mode of enterprise information technology project management. This paper is mainly from the perspective of information technology project management and implementation of common problems in information technology project management and put forward a series of reflections and suggestions, aimed at providing experience for information technology project management and implementation.

Performance Evaluation of Engineering Management Based on Hierarchical Analysis Approach

With the increasing scale and complexity of engineering projects globally, scientific and effective performance evaluation of engineering management has become a key factor in improving project success. The purpose of this paper is to assess the performance level of engineering management in a systematic and hierarchical way by applying hierarchical analysis (Hierarchical Analysis) to improve the efficiency of project execution, reduce the risk and enhance the likelihood of project success. Typical examples of water conservancy project management in Yunnan were selected to quantitatively evaluate water conservancy project management by applying the hierarchical analysis method with comprehensive assignment. Combined with the evaluation results and the typical problems of the current traditional water conservancy project management, relevant suggestions for the implementation of the property-based management model are put forward.

GLOBALIZATION AND ADAPTATION OF DEVOPS CULTURE IN THE CORPORATE ENVIRONMENT: CHALLENGES AND PERSPECTIVES

Modern corporations strive to ensure high performance and flexibility of their information technologies, and in this context, the culture of DevOps becomes a key factor in the successful merging of development and operations. Our research paper is devoted to analyzing the challenges and prospects associated with adapting the culture of DevOps in the corporate environment in the context of globalization. We will begin with an overview of the main principles and values of DevOps, identifying how they can be implemented in the corporate structure. We explore the integration of DevOps into traditional project management processes and interactions between development and operations departments. Considering successful cases will highlight the most effective ways of implementing DevOps in large organizations. Within the article, we will also analyze the challenges companies face when implementing DevOps, especially in the context of changing corporate culture, training personnel, and managing changes. We will propose strategies to overcome these challenges and emphasize the importance of building flexible and responsive processes for successful adaptation in a global environment. In conclusion, the article will discuss the prospects for the development of DevOps culture in the corporate environment and its impact on improving development timelines, product quality, and overall efficiency of IT processes, considering globalization. The research aims to provide practical recommendations and inspiration for organizations seeking to achieve maximum performance through the implementation of DevOps culture in their corporate environment.

Contemporary Issues in Project Management: The Burj Khalifa Project

This research delves into the pivotal analysis of diverse, globally dispersed project teams operating remotely, presenting a comprehensive examination of the evolving landscape of project management. In the contemporary era of remote work, project managers and team members face unprecedented challenges necessitating a reassessment of skill sets. The paradigm shift towards remote collaboration underscores the significance of understanding cultural nuances, communication technologies, and virtual team dynamics. Drawing on research by Dinsmore and Cabanis-Brewin (2019), the paper highlights the critical role of navigating cultural diversity and fostering effective virtual communication for project success in globally dispersed teams. Furthermore, the study explores the evolving requirements for project managers and team members, emphasizing skills beyond traditional project management. Referencing the work of Hidalgo (2019), the paper accentuates the importance of adaptability, digital literacy, and proficiency in collaborative technologies. As remote work becomes standard practice, project professionals must cultivate skills in virtual leadership, conflict resolution in virtual settings, and leveraging technology for seamless collaboration. This academic exploration underscores the imperative for project management professionals to continually develop a diverse skill set aligned with the demands of contemporary, globally dispersed project teams operating in remote environments.

INNOVATION IN PROJECT MANAGEMENT: LESSONS LEARNED FROM SUCCESSFUL BUSINESS DEVELOPMENT INITIATIVES IN VARIOUS INDUSTRIES

Ruslan Sayed
 E-mail: ruslan.Sayed@gmail.com
 Sc in Management GfK Company Riyadh
 Saudi Arabia
 https://orcid.org/0009-0007-3854-394X
 
 Abstract: In the ever-evolving landscape of project management, the imperative to innovate stands as a cornerstone for organizations seeking sustained success and competitive advantage. This research presents a comprehensive exploration into the intricacies of innovation within project management frameworks, focusing on deriving lessons from successful business development initiatives spanning diverse industries and regions. By unraveling the multifaceted dynamics that underpin these successes, the study transcends traditional project management paradigms.
 The research objectives encompass a nuanced analysis of sector-specific innovation drivers, the impact of cross-functional collaboration, the efficacy of risk management strategies, quantification of financial outcomes and temporal efficiency, and a deep understanding of stakeholder satisfaction. Through a meticulous examination of initiatives in technology, healthcare, finance, and manufacturing across North America, Europe, Asia-Pacific, and South America, the study provides actionable insights for organizations navigating the unique challenges of their respective industries.
 Practically, this research offers organizations a roadmap for tailoring project management strategies to industry-specific demands. It emphasizes cross-functional collaboration as a transformative catalyst for innovation and advocates for adaptive risk management strategies in dynamic project environments. Quantifiable benchmarks for financial success and temporal efficiency, coupled with an exploration of qualitative dimensions in stakeholder satisfaction, provide a holistic framework for project evaluation and optimization.
 Theoretical contributions include challenging existing frameworks with sector-specific analyses, enriching the understanding of collaboration dynamics, advocating for adaptive risk management, and contributing to the discourse on the symbiotic relationship between financial success and project timelines. Future research possibilities include longitudinal studies, in-depth examinations of collaborative tools, and investigations into industry-specific innovation ecosystems. This research not only illuminates the current state of project management excellence but also guides future strategies and contributes substantively to the ongoing discourse on organizational innovation

Organizing projects with blockchain through a decentralized autonomous organization

Blockchain and its related concept of decentral autonomous organization (DAO) is starting to influence project management. But how might project management supported by blockchain technology look like? And how would such a new form change and affect traditional project management? Not many concepts have been designed or even implemented yet. We chose an experimental framework to answer the first aspects of these questions. We developed a Decentralized Autonomous Project Organization (DAPO) and conducted an experiment to study the impact of blockchain on traditional project management. We show that such a blockchain-based approach can support the management of simple projects. Further, a fair and clear incentive scheme seems crucial and influences the way team members engage in the work. Also, more decentralized project management increases the importance of social aspects-related project management principles such as teamwork, self-organization, and cultural aspects, while principles related to budget, objectives, and schedule remain unchanged.

Problems of selection and usage of innovative tools for international projects management in the context of foreign economic relations expanding

Introduction. Today, international project management trends are reflected in the increasing importance and significance of resource and process planning, as a well-thought-out and well-founded plan that can take into account all potential risks and challenges makes it possible to respond to them in a timely manner in the process of implementing a business idea. The most important factors that influence the choice of innovative management tools by the management of international projects are their understanding of the functionality of this tool, the appropriateness of its application in the project, and the cost of such an innovation. Having studied the works of scientists, it can be argued that such innovative tools are currently reengineering, benchmarking, outsourcing, crowdsourcing and the ICO or initial coin offering technology The purpose of the paper is to highlight the problems of selection and usage of innovative tools for international projects management at company in the context of foreign economic relations expanding and development of recommendations for their solution. Results. As a result of the research, the current problems of the selection and use of innovative international project management tools of company in the conditions of the expansion of foreign economic relations were identified, such as traditional international project management tools characterized by low efficiency in the conditions of the expansion of foreign economic relations and the dependence of financing on international projects from one investor narrows the possibilities of using innovative international project management tools in the conditions of expanding foreign economic relations. As a result of the study, recommended ways to solve problems were given, namely, the use of a crowdsourcing platform to search for and analyze information and technologies for the implementation of international projects of company and the implementation of ICO technology to attract investors to finance international projects. Conclusion. The use of innovative management tools will help the company better implement its project strategy, but too few tools or their incorrect selection, which do not correspond to the expected result of the implementation of the business idea, can negatively affect the company's activities. The involvement of additional tools and their combination with each other allow to analyze projects in more detail and to use less risky solutions by the management of the enterprise. Implementation of these tools allows the company to save basic resources, such as time and money, and effectively implement international projects.

Framework for Project Sustainability for Power Installations Using Business Intelligence Approach: A Systematic Literature Review

The growing concerns about environmental sustainability and energy conservation have led to increased interest in optimizing electricity consumption and billing processes in various projects. This research article presents a comprehensive study on the development and application of Business Intelligence (BI) frameworks for enhancing project sustainability through data-driven energy management. Through the integration of BI tools and techniques, this research investigates the analysis of electricity consumption patterns, billing accuracy, and cost-effectiveness in diverse project contexts. The article emphasizes the significance of data preprocessing, statistical analysis, and predictive modelling in uncovering valuable insights to support informed decision-making. Additionally, the review examines the concept of project sustaibility, emphasizing its significance in achieving desired outcomes, meeting stakeholder expectations, and ensuring the project’s viability in an ever-changing environment. Traditional project management approaches often fail to adequately address sustainability concerns, leading to project failures or limited long-term impact. Hence, the review highlights the growing importance of leveraging BI-driven frameworks to enhance project sustainability in various sectors, including in Information and Communication Technology (ICT) domain. The Systematic literature review (SLR) method was used involving the scooping of 230 articles from over 8 global academic databases. With the use of exclusion criteria, only 61 articles were used in the study. The analysis of the articles shows that 57% were journal articles, 39% were conference proceedings, 2% were thesis/dissertations and 2% were generic. Within the scope of this literature review, key terms and keywords were identified to provide insights into the development of a novel BI-driven framework for project sustainability. Consequently, future research directions are identified to further explore the integration of renewable energy sources, AI and machine learning applications, and behaviour-based energy management strategies within BI frameworks for sustainable project outcomes. This review lays the foundation for future research endeavours in developing innovative BI-driven frameworks that foster sustainable practices and contribute to a greener and more resilient future across diverse industries and projects.

Enhancing US Software Companies' Competitive Edge with Agile Project Management

The primary purpose of this study was to examine how the adoption of Agile Project Management practices can help US-based software companies gain a competitive advantage in the rapidly evolving global marketplace. With ever-increasing customer demands and changing technology landscapes, it was crucial to assess whether agile methodologies could effectively address these challenges. The software industry in the USA faced challenges related to project delays, cost overruns, and difficulties in responding to changing customer requirements. Traditional project management approaches often proved inadequate in such dynamic environments. The study aimed to determine whether Agile Project Management could mitigate these issues and improve competitiveness. The research employed a mixed-methods approach. Quantitative data were collected through surveys distributed to software companies implementing agile practices. Qualitative insights were gathered through in-depth interviews with industry experts. Data analysis involved statistical techniques for quantitative data and thematic analysis for qualitative data. The findings revealed that Agile Project Management significantly improved software development processes. Agile adoption also fostered better collaboration among cross-functional teams. Moreover, Agile practices positively impacted software quality and customer satisfaction, ultimately contributing to a competitive edge. Based on the research findings, it can be concluded that Agile Project Management has a substantial positive impact on the competitiveness of US-based software companies. To enhance competitiveness, it is recommended that US software companies consider the adoption of Agile Project Management practices. Additionally, organizations should invest in training and cultural changes to facilitate a smooth transition to agile methodologies. Continuous improvement and alignment with agile principles are essential for sustained competitiveness. Keywords. Agile Project Management, Software Development, Competitiveness, Customer-Centric, US Software Companies