Profiling work motivation of project workers

The purpose of this study is to understand the constructs of work motivation in project-based organizations. We first juxtapose work motivation in traditional and project-based organizations to put forward an operational definition of work motivation for our study. We then present the research methodology where we profile work motivation as perceived by project workers using principal component analysis. We obtain a five factor structure of work motivation. Finally, we discuss these results by putting them within the project management perspective and suggest managerial implications.     

Barriers towards integrated product development — Challenges from a holistic project management perspective

The basis for product development in many large industrial companies is a traditional project management method positing non-overlapping phases, independent activities, and a dedicated project team. Research findings indicate that the use of integrated product development methods increases performance compared to traditional methods in contexts of complex problem solving, which are disruptive and non-linear. Even though integrated product development has been the focus of a large number of research studies, these studies mostly focus on identifying success criteria and improving performance, while the requirements for implementing integrated product development remain under-researched. This study takes a more holistic project management perspective and identifies both the challenges and the requirements of successful implementation through an in-depth case study. It was found in a chosen case company that successful implementation requires awareness and skills of integrated product development in senior management, as well as a set of cross-organizational project governance structures.     

Development of a customer satisfaction evaluation model for construction project management

Construction project management (CPM) is a technical-oriented service for construction project clients. Evaluating the performance of service providers is beneficial both to purchasers, enabling them to appraise the services received, and to providers, helping them to improve their services. However, no appraisal system for such services exists. This study developed a novel customer satisfaction evaluation model for CPM services that was developed using a questionnaire-based survey and statistical analysis. Test results show that the developed model is a feasible system. Research using this model reveals that CPM services in Taiwan are satisfactory with acceptable performance for clients. The developed model is a good reference for evaluating and assessing CPM performance.     

The transformative effect of top management governance choices on project team identity and relationship with the organization — An agency and stewardship approach

This study focuses on the relationship and identity changes within and between a project team and its organization following top management intervention in the context of a large international construction project. The study follows the project-as-practice orientation, examining the actions and behaviors of the project team through participant ethnography in the “praxis” of the project site over its entire duration. The longitudinal case allows the examination of the way the transition process established a new governance culture undermining the initial trust-based one and changed it from a virtual absence of mechanisms toward far more potent mechanisms of control, monitoring, and punishment. Simultaneously, the initial stewardship relationships and collectivist identity of the project team shifted toward agency relationships and individualistic identity. The triggers for the transformation process were identified as CEO succession, project failure, top management intervention driven changes in governance mechanisms, and perception of organizational betrayal of the project team.     

An extension of the EVM analysis for project monitoring: The Cost Control Index and the Schedule Control Index

In this paper we propose two new metrics that combine Earned Value Management (EVM) and Project Risk Management for project controlling and monitoring. We compare EVM cost and schedule variances with the deviation the project should have under the risk analysis expected conditions.These two indexes allow project managers to analyse whether the project over-runs are within expected variability or there are structural and systemic changes over the project life cycle. The new monitoring indexes we present are the Cost Control Index and the Schedule Control Index.     

The influence of business strategy on project portfolio management and its success — A conceptual framework

Firms are facing more difficulties with the implementation of strategies than with its formulation. Therefore, this paper examines the linkage between business strategy, project portfolio management, and business success to close the gap between strategy formulation and implementation. Earlier research has found some supporting evidence of a positive relationship between isolated concepts, but so far there is no coherent and integral framework covering the whole cycle from strategy to success. Therefore, the existing research on project portfolio management is extended by the concept of strategic orientation. Based on a literature review, a comprehensive conceptual model considering strategic orientation, project portfolio structuring, project portfolio success, and business success is developed. This model can be used for future empirical research on the influence of strategy on project portfolio management and its success. Furthermore, it can easily be extended e.g. by contextual factors.     

Impact of relationship value on project portfolio success — Investigating the moderating effects of portfolio characteristics and external turbulence

Companies today need project portfolio management (PPM) to cope with the increasing number of projects and use it to ensure comprehensive management, strategic alignment, and efficient use of resources. Moreover, customers are demanding more value from their suppliers. The management of a project portfolio and the corresponding customer relationship portfolio implies a link between PPM and relationship management. By combining the fields of PPM and marketing, this study hypothesizes a connection between relationship value and project portfolio success. Because both parties need to extract value from a relationship, relationship value is divided into relationship value for the customer and relationship value from the customer. The results are based on a cross-industry sample of 174 German, Swiss, and Austrian medium-sized and large companies and rely on two informants from each firm. We find a significant relationship between relationship value and project portfolio success as well as moderating effects of portfolio interdependency, portfolio size, and technological turbulence.     

Top management support—almost always necessary and sometimes sufficient for success: Findings from a fuzzy set analysis

This paper builds on the work of Young and Jordan (2008) to provide stronger empirical evidence of the importance of top management support for project success. Fuzzy set analysis of 15 cases showed top management support to be much more necessary than any other success factor and sometimes being sufficient for success. The research adds to the evidence that current practice emphasizing project methodologies may be misdirecting effort.     

Complexity,uncertainty and mental models: From a paradigm of regulation to a paradigm of emergence in project management

In project management research, it is acknowledged that two perspectives on project performance must be considered: project efficiency (delivering efficient outputs) and project success (delivering beneficial outcomes). The first perspective is embedded in a deterministic paradigm of project management, while the second appears more naturally connected to the emerging non-deterministic paradigm. Complexity and uncertainty are key constructs frequently associated with the non-deterministic paradigm. This conceptual paper suggests that these two concepts could very well explain and define particularities of both paradigms, and seeks to articulate both perspectives in a contingent model.First, the constructs of complexity and uncertainty are clarified. Second, the role of project managers' mental models in managerial decision-making is considered. In the third part of this article, we propose a theoretical model suggesting that project managers should consider contingent variables to differentiate managerial conditions of regulation from managerial conditions of emergence.     

The integration of ideation and project portfolio management — A key factor for sustainable success

Effective management of single projects is no longer sufficient. In today's business market, proactive management of the whole project portfolio has become increasingly important for achieving long-term success and competitive advantage. At the front end of projects, opportunities are discovered, ideas are created, and the foundation for later project, portfolio, and, eventually, corporate success is laid. This paper contributes to the project management body of knowledge by combining the front end view on projects with the holistic view of managing project portfolio landscapes. It focuses on establishing a framework for conceptualization of the relationship between ideation and project portfolio management in product development environment by relating ideation portfolio management, front end success, and project portfolio success, and lays the groundwork for further empirical research. The overarching topic I address is the conceptualization of how ideation can facilitate and sustainably improve portfolio success in the product development environment in the long-term.     

Impact of customer integration on project portfolio management and its success—Developing a conceptual framework

The growing number of company projects requires comprehensive management, project portfolio management (PPM), for strategic alignment and efficient use of resources. In parallel, companies face customers demanding higher value, and joint value creation with customers is considered a key success factor in the future. Project portfolios delivering products and services for customers implicate a link between PPM and an increased customer focus. Combining the research fields of marketing and PPM for the first time, this study proposes customer integration into PPM. I develop a framework describing the impact of customer integration into PPM on project portfolio success mediated through relationship value. Furthermore, the study describes relevant aspects for customer integration on the project portfolio level and identifies interfaces for cross-functional integration of a customer portfolio representative within the PPM process. The findings and limitations of this study are discussed, and further research is suggested.     

Performers, trackers, lemmings and the lost: Sustained false optimism in forecasting project outcomes — Evidence from a quasi-experiment

The consistently successful delivery of projects remains an ambition that many organisations do not achieve. Whilst the reasons behind project failure are many, one recognised factor is the ‘planning fallacy’ – over-optimism in the planning phase of a project. Whilst the planning phase of a project may be a battle for acceptance and resource allocation, the execution phase is a battle for delivery. Based on both qualitative and quantitative data gathered from a project management simulation, this study set out to establish whether optimism bias persists beyond the planning phase and into the execution phase, and, if so, to explore the reasons why. The results confirm the extent and impact of optimism bias in initial project planning. More importantly, the contribution of this study is to demonstrate on-going or sustained false optimism.     

On the broadening scope of the research on projects: a review and a model for analysis

In recent years, we have witnessed an increased interest in the research on projects and project management. The aim of this article is to review, classify and analyze the recent contributions within the field. This paper is based on two sets of data: (1) project-related research published in major management and organization scientific journals, and (2) articles published between 1993 and 2002 in the International Journal of Project Management. The article offers a framework suitable for analyzing the developments made and the different perspectives launched. It is submitted that “project research” instead of project management research might be a better concept for capturing the current state of the field. We also show that papers in the International Journal of Project Management have devoted little attention to research on contexts of multi-projects and multi-firms, a context that is considered to be of great importance for the future of project studies. The recent developments illustrate the need to better integrate project management with the general developments in management and organization. Of special importance, we conclude, is the one that we label project ecologies. We also believe that this concept, and research focus, might be of value for practitioners as it describes the way many modern industries work. The paper contributes to the internal debate about the content and identity of project research.     

Novel methods for integrated risk assessment of cumulative stressors — Results from the NoMiracle project

This special issue covers the main results of the European Sixth Framework Integrated Research project NoMiracle (Novel Methods for Risk Assessment of Cumulative stressors in Europe). New tools to analyse, characterise and quantify the combined risks to health or the environment from multiple stressors are presented or reviewed. Examples of cumulative stressors are mixtures of chemicals alone or in combination with biological or physical environmental factors such as pathogens and climate extremes. Among the main findings, the scientific work points at the importance of time in dealing with toxicity, and in particular the toxicity of chemical mixtures, the natures of the uncertainties associated with risk assessment and the value of visualisation in identifying and quantifying the most relevant risks. A major conclusion of the project is that researchers and regulators should focus on the receptor rather than on the single stressor or combination of agents. There is also a need for more efforts on mechanistic understanding and for a mechanism-based framework for interpreting mixture/multiple stressor effects.The new tools are available on the internet (http://nomiracle.jrc.ec.europa.eu).     

Toward a model of socializing project team members: An integrative approach

Project work is becoming more and more important in everyday business, as is staffing the right newcomers for the project. Recognizing that not all new project team workers possess equally important specific knowledge, skills and abilities for the success of projects, we draw on project management, human resource management, and organizational socialization literature to develop a framework on how new project team members might be socialized, depending on their strategic value for the project. We specifically draw on the socialization tactics literature and propose how four categories of new employees – Internal specialists, External specialists, External generalists and Internal generalists; based on two dimensions – work task complexity and employment mode, can be socialized more effectively. Implications for theory and practice are discussed as well.     

A conceptual model for project management of exploration and production in the oil and gas industry: The case of a Brazilian company

The objective of this study was to obtain a better understanding of factors that influence Exploration and Production (E&P) project management success and corporate financial performance. The study follows structural equation modeling (SEM) methodology to achieve greater understanding of the intricate network of relationships between variables involved in E&P project management. A comprehensive theoretical framework was needed to formulate the conceptual basis of research. Observation of the real world and practical experiences were also important. To that end, we conducted a case study in a large Brazilian oil company. Field research was essential because of the lack of similar studies in the oil and gas sector. The model developed is a theoretical construct known as a structural and measurement model (set of latent variables, observed variables and hypotheses, depicted in a path diagram). This model contributes significantly to the company because it is a global representation of the main factors for improving E&P project management. However, the findings should be interpreted with caution because adjustment and validation of the theoretical model were not performed.     

Escalation of commitment in troubled IT projects: Influence of project risk factors and self-efficacy on the perception of risk and the commitment to a failing project

Past studies have indicated that project managers may be less likely to continue failing IT projects if they are able to perceive project risks accurately. Using the scenario of a failing IT project, a computer simulation-based experiment investigated the influence of individual self-efficacy and project risk factors on the perception of risk. Participants played the role of a project manager and managed a simulated IT project. The results suggest that project managers are likely to underestimate the risks of a project with endogenous risk factors as compared to a project with exogenous risk factors. Results of this study point to a ‘self-efficacy bias’ where project managers with higher self-efficacy may underestimate the risks of a troubled IT project as compared to project managers with lower self-efficacy. Further, risk perception mediated the influence of self-efficacy on the commitment to a failing IT project.     

不同角色视角的建筑施工项目关键因素实证分析

针对建筑施工项目关键因素定量分析的不足,提出了一个从不同视角描述建筑施工项目关键因素的结构方程理论模型。在收集中国多个地方的建筑施工项目样本数据的基础上,利用结构方程模型软件从不同角色视角对建筑施工项目关键因素作了检验。研究结果表明:项目准备因素、风险分担因素、相互了解因素、项目过程管理创新性因素、承诺与激励因素、沟通因素、项目和谐合作因素在不同角色视角下存在差异。其中,项目过程管理创新性因素、项目和谐合作因素是业主和监理视角下最重要的两个关键因素;项目和谐合作因素、承诺与激励因素是承包商视角下最重要的两个关键因素。中国多地的建筑施工项目样本数据表明,本文研究结论具有较高的精度,可推广应用于建筑施工项目管理。     

Introducing a method of human health risk evaluation for planning and soil quality management of heavy metal-polluted soils—An example from Grugliasco (Italy)

European governmental institutions, as well as local communities, have recently become aware of the threats arising from soil pollution for the welfare of the population. Humans contact with soils is more likely in urban than in rural areas, and is strongly dependent on land use. Spatial planning and land management may have important impacts on the potential transfer of pollutants from contaminated soils to humans. In the present study, we propose a land use-based method for the evaluation of human health risks arising from heavy metal-contaminated urban soils, addressing in particular the influence of planning measures and land use changes on such risks. The method accounts for the role of the bioavailability of soil metals as a key factor in health risk assessment. In order to increase method applicability, a step-by-step procedure and a calculation tool were elaborated. The method can be used to identify areas in which the current or planned land use is associated with unacceptable health risks and to optimise the allocation of a certain land use to areas that are well suited and where the risks are minimal. A risk index is calculated for the area, taking the land use into consideration, as the sum of the risks from different exposure pathways and different heavy metals. For those areas where risk is identified as unacceptable, alternative planning or management options should be defined to achieve a maximal risk reduction in a cost-effective way. The method is illustrated using the Italian municipality, Grugliasco.