Critical learning themes in project management education: Implications for blended learning

This research examines the underlying reasons why students taking project management courses emphasise skills that are transferable and the utilisation of e-learning environments as critical to their learning experiences. Students' opinions are expressed through a series of focus groups. We found that the underlying reasons for students' emphasis on these two factors as crucial to learning and teaching project management could be classed under five higher-order themes. The implications of our findings are that in order to develop desired human, conceptual and technical skills, a teaching approach based on a blend of learning that resides at the intersection of the ‘transferable skills’ and ‘e-learning environments’ construct is required for the effective teaching of project management. For effectiveness, this blended form of andragogy (learning focused on adults) must be flexible enough to cater for the vast variations in the profiles of students, and their individual learning preferences.     

Deliberate ignorance in project risk management

The management of project risk is considered a key discipline by most organisations involved in projects. Best practice project risk management processes are claimed to be self-evidently correct. However, project risk management involves a choice between which information is utilized and which is deemed to be irrelevant and hence excluded. Little research has been carried out to ascertain the manifestation of barriers to optimal project risk management such as ‘irrelevance’; the deliberate inattention of risk actors to risk. This paper presents the results of a qualitative study of IT project managers, investigating their reasons for deeming certain known risks to be irrelevant. The results both confirm and expand on Smithson’s [Smithson, M., 1989. Ignorance and Uncertainty. Springer-Verlag, New York] taxonomy of ignorance and uncertainty and in particular offer further context related insights into the phenomenon of ‘irrelevance’ in project risk management. We suggest that coping with ‘irrelevance’ requires defence mechanisms, the effective management of relevance as well as the setting of, and sticking to priorities.     

Succeeding programmes,failed projects: A lexicographical analysis of a disputed semantic terrain

This paper proposes that projects and programmes can be empirically distinguished by the way in which they are associated with expectations and evaluations of success and failure. Support for the proposition is grounded in analysis of over sixteen hundred examples of occurrences of the terms ‘project’ and ‘programme’ with ‘success’ and ‘failure’ derived from the Oxford English Corpus (OEC). The OEC is a structured and coded database of over two billion words of naturally occurring English collected from the World Wide Web. The analysis highlights that project and programme are each modified by the terms ‘success’ and ‘failure’ in significantly different ways, indicating that they are conceptually distinct phenomena. These findings imply that academics must be cautious in their use of language in investigations of project and programme evaluations, and that practitioners should consider the implications of considering programmes as ‘scaled‐up’ projects, given their propensity to different evaluation outcomes.     

Analysis of architects' demotivating factors in design firms

The overall aim of this study is to identify factors that influence architects' demotivation in design firms. After a review of extant literatures in design management, project management, and organisational behaviour, a list of 43 demotivating criteria was produced and used in a questionnaire survey. Analyses included reliability analysis, Mann–Whitney U and Kruskal–Wallis tests, demotivation severity index (DSI) computation and exploratory factor analysis. Results show an underlying factor structure of seven demotivating factors that include ‘organisational injustice’, ‘project induced stress’, ‘dysfunctional design team’, ‘poor interpersonal relationships’, ‘perceived career decline’, ‘negative leadership behaviours’ and ‘poor organisational culture’. Comparing these demotivational factors with motivational factors identified from previous related research, this study confirms that demotivation and motivation are on the same pole. In addition, what causes motivation or demotivation is a function of individual frame of reference. This implies that the presence or absence of a factor might cause motivation or demotivation depending on an individual frame of reference. Positive attention to the identified factors in relation to individual personality differences therefore helps to remove impediments that could affect employees' well-being such as being downcast, dispirited, depressed and despondent. The study would help directors and managers of design firms to develop a healthy workforce through recognition and eradication of the identified demotivating factors using some of the suggested solutions.     

Knowledge entrainment and project management: The case of large-scale transformation projects

An increasing number of change processes and initiatives are organized and implemented as projects, often through the formation of ‘large-scale transformation projects’ (LST), involving a great number of specialists, departments, partners, development work, and knowledge bases. The theoretical foundation that supports the choice of managing change as projects and, in effect, the role of project management has received surprisingly little attention in the current literature. In this paper, we present a model where the success of change initiatives is explained by the quality of project management, which in turn is determined by the quality of knowledge integration. The outlined model highlights knowledge integration as a process determined by the scope and speed of change, which typically result in problems with synchronization of activities within an LST project. Our model draws on the idea of ‘knowledge entrainment’ to explain the fact that different parts (organizations, teams, individuals) tend to develop different time orientations and hence rely on different cycles of knowledge processes. This has important effects on the absorptive capacity of the involved parts of the project and the amount of information and knowledge that the project can digest. This paper discusses different knowledge-entrainment mechanisms and their effects on the role and practice of project management. Empirical data from an LST project in Posten, one of Northern Europe’s largest messaging and logistics operators, illustrate the model. The paper contributes to the analysis of the relationships between knowledge integration and time, particularly in LST projects.     

Off-street parking policy surprises in Asian cities

This paper provides an international comparative perspective on non-residential, off-street parking policy in 14 large metropolitan areas in East, Southeast and South Asia. These are regions where parking challenges are widespread and acute. It utilises a new typology which groups parking policy approaches into ‘conventional’, ‘parking management’ and ‘market-oriented’ categories. Several distinct parking policy orientations are identified among the cities studied. Given their characteristics (most have relatively low car-ownership, high-density development and high usage of public transport) Asian cities might be expected to have off-street parking policies akin to those of many older areas in western cities. Yet, most of the Southeast and South Asian cities studied have parking policies that are surprisingly conventional and promoting of automobile-dependence. It is less surprising that a number of cities, mostly in East Asia, do not have such an auto-centric conventional approach. However, it is a surprise that their parking policies still involve minimum parking requirements and have generally not adopted the most common alternative to the conventional approach (parking management).     

Project-ending competence in premature project closures

Project management literature tends to focus on the early phases of a project and on the associated generic project management competences, such as planning, scheduling, budgeting, resourcing and motivating. Only a small fraction of the discussion is devoted to project closure and to the competences needed when a project fails to reach the goals and so needs to be closed prematurely. The purpose of this paper is to develop an understanding of project-ending competences needed in premature project closures. Two cases of premature project closure are analysed in different contexts: in the car industry and the aircraft manufacturing industry. The key findings concern the managerial challenges that are present in premature project closures: the need for involvement of senior and also project managers, the need to understand the often changed role of internal and external project stakeholders, and the need to understand that the ‘future matters’ in premature project closure.     

Project training evaluation: Reshaping boundary objects and assumptions

Training evaluation is an important component of personal development which has received insufficient attention by project managers, members of project teams and their organisations, making training a target for cut-back at times of tightening budgets. Assessing training has historically been operationally oriented, emphasising financial justification, content and quality of the training rather than the potential of improved project performance or organisational transformation. This qualitative, multi-case study demonstrates the limitations of normative boundary objects (the processes, artefacts, documents or technical language or vocabulary in common use within the project community) such as ‘best practise’ models and ‘bodies of knowledge’ as the driver and basis for training. The paper proposes using alternate boundary objects to incorporate reflective practises which can increase the utilisation of learning by embedding it in specific contexts. Study findings are of relevance to project workers by helping them think differently about the purpose and outcome of training attendance, and for managers charged with developing the project and programme talent pool within the organisation.     

Getting control of multi-project organizations: Combining contingent control mechanisms

The literature on management control has expanded considerably in the past few decades, yet only a limited number of publications have been devoted to multi-project organizations (MPOs). This is somewhat a problem given the increasing rise and importance of project-based structures and the role of project management as a significant part of many firms' management control system. This paper elaborates on a contingency framework of management control in MPOs and aims at investigating the control issues that call for holistic frameworks of control mechanisms. Relying on a comparative case study, the analysis shows how control mechanisms are deployed and what implications different choices of management control systems have on the organizational structure of MPOs. In particular, the paper addresses the importance technical complementarities, and the role of ‘project interdependencies’ and ‘project openness’ for the design of management control system.     

Derivation of numerical values for the World Health Organization guidelines for recreational waters

In April 2001, draft ‘Guidelines’ for safe recreational water environments were developed at a World Health Organization (WHO) expert consultation. Later the same month, these were presented and discussed at the ‘Green Week’ in Brussels alongside the on-going revision of the European Union Bathing Water Directive 76/160/EEC. The WHO Guidelines cover general aspects of recreational water management as well as define water quality criteria for various hazards. For faecal pollution, these include faecal indicator organism concentrations and an assessment of vulnerability to faecal contamination. Central to the approach set out in the WHO Guidelines are: (i) the concept of beach profiling to produce a ‘sanitary inspection category’ which implies a priori hazard assessment as a core management tool and (ii) the prediction of poor water quality to assist in real time risk assessment and public health protection. These management approaches reflect a harmonized approach towards the assessment and management of risk for water-related infectious disease being applied by WHO. Numerical microbiological criteria for intestinal enterococci are proposed in the new Guidelines. These were developed using a novel approach to disease burden assessment, which has been applied to both recreational waters and urban air quality. This paper explains the scientific rationale and mathematical basis of the new approach, which is not presented in the WHO Guidelines for recreational waters.     

Business models in project-based firms – Towards a typology of solution-specific business models

Project suppliers are taking increasing responsibility for their customers’ businesses by servicing and operating their installed base of equipment. Simultaneously, the locus in value creation in the project suppliers’ deliveries and business models has changed from short-term project deliveries to also include the operation of systems. We analyze five solutions delivered by a power plant supplier firm. The term ‘solution’ here refers to an offering which includes a project component and an after-delivery service component. We assess the distinctive features in the business models of the solution deliveries. This paper contributes to the existing knowledge by suggesting use of solution-specific business models with six key business model elements and by developing a typology of five solution-specific business models. The typology can also be used for assessing the performance of individual solutions. Our suggestion of a solution-specific business model is especially novel in the research of integrated solutions and business models: although existing literature argues that on a general level a firm can have several business models, prior research has not suggested the use of project-specific or solution-specific business models. Therefore, our finding of solution specificity of business models contributes significantly to the existing knowledge.     

Application of the analytic hierarchy process (AHP) in multi-criteria analysis of the selection of intelligent building systems

The availability of innumerable intelligent building (IB) products, and the current dearth of inclusive building component selection methods suggest that decision makers might be confronted with the quandary of forming a particular combination of components to suit the needs of a specific IB project. Despite this problem, few empirical studies have so far been undertaken to analyse the selection of the IB systems, and to identify key selection criteria for major IB systems. This study is designed to fill these research gaps. Two surveys: a general survey and the analytic hierarchy process (AHP) survey are proposed to achieve these objectives. The first general survey aims to collect general views from IB experts and practitioners to identify the perceived critical selection criteria, while the AHP survey was conducted to prioritize and assign the important weightings for the perceived criteria in the general survey. Results generally suggest that each IB system was determined by a disparate set of selection criteria with different weightings. ‘Work efficiency’ is perceived to be most important core selection criterion for various IB systems, while ‘user comfort’, ‘safety’ and ‘cost effectiveness’ are also considered to be significant. Two sub-criteria, ‘reliability’ and ‘operating and maintenance costs’, are regarded as prime factors to be considered in selecting IB systems. The current study contributes to the industry and IB research in at least two aspects. First, it widens the understanding of the selection criteria, as well as their degree of importance, of the IB systems. It also adopts a multi-criteria AHP approach which is a new method to analyse and select the building systems in IB. Further research would investigate the inter-relationship amongst the selection criteria.     

Re-engineering the Productivity Initiative Programme

This paper explains the fundamentals of the leadership-based education model, and proceeds to apply the relevant principles to re-engineer the Productivity Initiative Programme, run by the European Commission to re-train 3500 Russian executives. The authors considered the retraining of executives to constitute a project whose goals and delivery means were ambiguous at the commencement of the programme. They realized at the outset that success of any methodology would depend on the extent of empowerment of the participant executives achieved, and on the release of their creative energies, as well as time. The leadership-based project management approach was chosen to specifically respond to the empowerment of the participants and engage them positively in the definition of the goals, context of application and the delivery of the programme goals. Using the empowerment philosophy the authors set out to re-engineer the entire programme to make it project-based, while providing a structured learning experience that would achieve a paradigm shift in the mindsets of the participants without offending their cultural sensibilities. To create learning focus and continuity the authors chose to recommend preparation of business plans by the syndicate executives as the primary learning vehicle and as means of progress monitoring and performance evaluation. Business plans were to reflect the realities of Russia's business and cultural environment as perceived by the participants. Thus, learning through application (as part of a total internship experience), was deliberately adopted to demystify ‘business management’ and to encourage development of competency in business planning in the designated time. The success achieved so far indicates that leadership-based project management is a powerful approach to achieving accelerated cultural changes and transformation of human mindsets in a pluralistic and focused manner.     

Evaluating schedule delay causes for private participating public construction works under the Build-Operate-Transfer model

Project delivery method of Build-Operate-Transfer (BOT) increases the commencement probability of public construction works through private investments. Public construction works worldwide that adopt the BOT model as their project delivery method are increasing gradually. Although many BOT projects have been implemented at various stages, some projects encounter major obstacles for advancement. This study attempts to identify the delay causes in various stages of BOT projects. Opinions of BOT participants’ replies are solicited using two questionnaire surveys. Those outcomes are analyzed using by traditional statistical methods and structural equation modeling method. Study results reveal that the stage of ‘negotiation and signing of concession agreement’ is the most essential stage, in which ‘improper contract planning,’ ‘debt problem’ and ‘uncertainty on political issues and government-finished items’ are the most significant delay causes. Identified causes of delay can be used to prevent the postponement of future BOT projects.     

Climatic city: Two centuries of urban planning and climate science in Manchester (UK) and its region

This paper traces the history, and current challenges, of climate science and urban design in Greater Manchester, UK. The Mancunian metropolis is a remarkable example of a ‘climatic city’, one that shapes its climate as much as it is shaped by it. From the efforts to control smoke and clear slums in the 19th century, to today’s race to be at the forefront of ‘green’ and ‘sustainable’ cities, climate is a central actor in Manchester’s history and will likely be so in the near future. We analyse the continuities and inflections of this history of climate science and urban planning in the metropolis by drawing on historical material and interviews with key local stakeholders, to understand the natural, social and political construction of this singular ‘industrial ecology’. Ultimately, we ask whether stakeholders in the Greater Manchester area can overcome existing challenges to go towards a greener, more resilient and sustainable city.     

The influence of Helmholtz resonance on internal pressures in a low-rise building

This paper deals with an investigation of the phenomenon of Helmholtz resonance under oblique wind flow, and an examination of the applicability of the quasi-steady approach to internal pressures in buildings with a dominant opening. Studies on a 1:50 scale model of the Texas Tech University (TTU) test building in a boundary layer simulation show that ‘Helmholtz resonance under oblique wind flow’ produces an extremely strong response in internal pressure fluctuations, in comparison with that obtained under normal onset flow. It is verified that ‘eddy dynamics over the opening’ rather than ‘freestream turbulence’ is responsible for the intense excitation at oblique flow angles, implying that even if the Helmholtz resonance frequency were to be in the tail of the freestream turbulence spectrum, severe excitation would still be possible.Experimental measurements of internal pressures for a range of opening situations also reveal that the quasi-steady approach is inapplicable in the prediction of peak internal pressures. Furthermore, it is demonstrated that while the provisions of the Australian/New Zealand wind loading code—AS/NZS1170.2:2002, which is based upon the quasi-steady method, is adequate as far as mean internal pressures are concerned, it however underpredicts peak internal pressures in some situations. In particular, for the range of situations studied, measurements indicated that peak pressures were up to 25% higher than the AS/NZS1170.2:2002 provisions, in the case of openings in the positive pressure and sidewall regions. It is also shown that for openings located in the sidewall region, peak internal pressures could be just as extremely positive as it can be negative. It is suggested that in the calculation of internal pressures, the AS/NZS1170.2:2002 provide for the use of local pressure factors K_l, that are at present applied only to external pressure calculations. Secondly, the code should provide for internal pressure coefficients to be both negative and positive, when openings are located in sidewall regions. Finally, in order to account for the effects of additional fluctuations arising from Helmholtz resonance oscillations, the possibility of the use of an internal pressure factor K_i should be explored.     

Construction industry productivity and the potential for collaborative practice

The construction industry is widely recognised as a laggard in terms of productivity improvement. This research study identifies the factors inhibiting collaboration and provides a model for developing a collaborative network approach. The case studies conducted examine the factors impacting on collaboration in the project networks of three large construction organisations. It was found that excessive fragmentation in the industry together with disparate project management processes and non-standardised information is impeding efficiency gains. A panel of project experts reviewed the findings to explain the basis of the practices. This has led to four primary conclusions: (1.) the construction industry lacks the ‘strength’ of relationships necessary to create a network of organisations that trust and have shared values; (2.) design processes should include both value engineering and lifecycle costing; (3.) procedures and information need to be standardised; (4.) there should be more emphasis on value adding project management activities.     

Improved strategies and optimization of calibration models for real-time PCR absolute quantification

Real-time PCR absolute quantification applications are becoming more common in the recreational and drinking water quality industries. Many methods rely on the use of standard curves to make estimates of DNA target concentrations in unknown samples. Traditional absolute quantification approaches dictate that a standard curve must accompany each experimental run. However, the generation of a standard curve for each qPCR experiment set-up can be expensive and time consuming, especially for studies with large numbers of unknown samples. As a result, many researchers have adopted a master calibration strategy where a single curve is derived from DNA standard measurements generated from multiple instrument runs. However, a master curve can inflate uncertainty associated with intercept and slope parameters and decrease the accuracy of unknown sample DNA target concentration estimates. Here we report two alternative strategies termed ‘pooled’ and ‘mixed’ for the generation of calibration equations from absolute standard curves which can help reduce the cost and time of laboratory testing, as well as the uncertainty in calibration model parameter estimates. In this study, four different strategies for generating calibration models were compared based on a series of repeated experiments for two different qPCR assays using a Monte Carlo Markov Chain method. The hierarchical Bayesian approach allowed for the comparison of uncertainty in intercept and slope model parameters and the optimization of experiment design. Data suggests that the ‘pooled’ model can reduce uncertainty in both slope and intercept parameter estimates compared to the traditional single curve approach. In addition, the ‘mixed’ model achieved uncertainty estimates similar to the ‘single’ model while increasing the number of available reaction wells per instrument run.     

The effects of schedule-driven project management in multi-project environments

Prior work has affirmed the importance of studying project management in multi-project environments. A challenge in these settings pertains to the need to share skilled resources across concurrent projects when project management is schedule-driven and resource capacity is fully committed. To probe into this problem, we use a system dynamics simulation grounded on in-depth fieldwork with a high-performance truck developer. We simulate the effects of capturing resources allocated originally to one project so as to speed up another product development project that started late. Our central contribution is to illuminate how a schedule-driven project management policy can lead to a vicious cycle that degrades the organization's capability to meet the planned project milestones in the long-term. Whilst capturing resources can ensure that a tardy but ‘business-critical’ project is delivered on time, if the organization has no free resource capacity and is also not recruiting more staff, this practice harms the schedule performance of the projects deprived from resources. Further, the workforce's productivity gradually deteriorates as the frequency with which staff switches back and forth between projects increases. These effects compounded cause delays in all the subsequent projects, irremediably degrading the organization's capability to deliver projects on time reliably.     

Complex project management as complex problem solving: A distributed knowledge management perspective

Traditional project management (PM) privileges planning and downplays the role of learning even in more complex projects. In contrast, this paper draws inspiration from two organisations that were found to have developed complex PM expertise as a form of complex problem solving (CPS), a practice with implicit learning because complex projects are unable to be completely specified in advance ( Hayek, 1945). Central to this view of complex project management as a form of complex problem solving is the governance challenge of knowledge management under uncertainty. This paper proposes that the distributed coordination mechanism which both organisations evolved for this contingency can best be characterised as a ‘common will of mutual interest’, a self-organising process that was fostered around project goals and paced by the project life cycle ( Kogut and Zander, 1992). The implications for theory, research, and practice in complex PM knowledge management are examined.