Template-Type: ReDIF-Article 1.0 Author-Name: Lahiru Kushan Gunawardena Author-X-Name-First: Lahiru Kushan Author-X-Name-Last: Gunawardena Author-Name: Amir Hossein Ghapanchi Author-X-Name-First: Amir Hossein Author-X-Name-Last: Ghapanchi Title: A framework for drivers of stakeholder mismanagement in construction projects Abstract: This paper discusses stakeholder mismanagement in construction projects and identifies the factors that lead to it. This empirical study adopts a secondary data analysis method. Six main themes were identified for stakeholder mismanagement, namely: poor communication and stakeholder relationships, unethical practices and corruption, lack of skills and experience, regulatory issues and complexity, poor organisational and project practices, and inadequate implementation of project management processes. The qualitative analysis undertaken shows that unethical practices and corruption play a significant role in stakeholder mismanagement and that they have ripple effects on many aspects within projects. The drivers found herein will allow practitioners to identify stakeholder mismanagement early in the project and maintain project integrity. Journal: Int. J. of Project Organisation and Management Pages: 401-423 Issue: 4 Volume: 16 Year: 2024 Keywords: project management; stakeholder management; construction project; stakeholder mismanagement. File-URL: http://www.inderscience.com/link.php?id=143154 File-Format: text/html File-Restriction: Access to full text is restricted to subscribers. Handle: RePEc:ids:ijpoma:v:16:y:2024:i:4:p:401-423 Template-Type: ReDIF-Article 1.0 Author-Name: Stephanie Lim Author-X-Name-First: Stephanie Author-X-Name-Last: Lim Author-Name: Samer Skaik Author-X-Name-First: Samer Author-X-Name-Last: Skaik Title: Managing stakeholder engagement in Australian not-for-profit projects: implications of the COVID-19 pandemic Abstract: This study aims to identify and prioritise the critical success factors (CSFs) that enable stakeholder engagement in Australian not-for-profit (NFP) projects and investigate the extent to which COVID-19 has impacted these CSFs. A comprehensive literature review of relevant journal articles identified eight factors crucial for stakeholder engagement in NFP projects. To obtain empirical data, a questionnaire survey was administered to NFP project practitioners across Australia. The results of the study indicate a shared perception among different activity groups regarding the significance of the identified CSFs. The study also reveals that the COVID-19 pandemic has negatively impacted stakeholder engagement in NFP projects. The implications of these findings suggest that NFP projects in Australia should prioritise effective communication, stakeholder identification and understanding, and clear project objectives to overcome the challenges posed by the pandemic and enable successful stakeholder engagement. Journal: Int. J. of Project Organisation and Management Pages: 466-490 Issue: 4 Volume: 16 Year: 2024 Keywords: Australia; COVID-19; critical success factors; CSFs; not-for-profit; NFP; stakeholder engagement. File-URL: http://www.inderscience.com/link.php?id=143164 File-Format: text/html File-Restriction: Access to full text is restricted to subscribers. Handle: RePEc:ids:ijpoma:v:16:y:2024:i:4:p:466-490 Template-Type: ReDIF-Article 1.0 Author-Name: Idan Roth Author-X-Name-First: Idan Author-X-Name-Last: Roth Author-Name: Dov Te'eni Author-X-Name-First: Dov Author-X-Name-Last: Te'eni Title: Does temporal distance (still) affect the performance of virtual teams? Abstract: Many were optimistic that virtual collaboration in distributed projects would eliminate distance and, furthermore, enable work around the clock to achieve high performance. We ask whether this optimism has held up over the past two decades, in the face of changes in technology and changes in the workplace. Using an adjusted measure of temporal distance (ATD), the paper models the perceived decision quality in a project as a function of ATD, mediated by communication richness and moderated by project analysability. The model was tested in 2009 and again in 2019 with a combined quantitative and qualitative field study. The results suggest that the relationship between ATD and perceived decision quality is nonlinear and is mediated by communication richness. In 2019, projects engaged in significantly richer communication compared with 2009, yet temporal distance still made a difference. The results did not show an interaction effect between communication richness and project analysability. We argue that despite substantial IT progress, temporal distance is not dead and should be managed. Journal: Int. J. of Project Organisation and Management Pages: 75-101 Issue: 1 Volume: 16 Year: 2024 Keywords: virtual teams; communication richness; computer-mediated communication; CMC; project analysability; project management; perceived decision quality; time zone; temporal distance; adjusted temporal distance; ATD. File-URL: http://www.inderscience.com/link.php?id=136253 File-Format: text/html File-Restriction: Access to full text is restricted to subscribers. Handle: RePEc:ids:ijpoma:v:16:y:2024:i:1:p:75-101 Template-Type: ReDIF-Article 1.0 Author-Name: Nelson Jose Rosamilha Author-X-Name-First: Nelson Jose Author-X-Name-Last: Rosamilha Author-Name: Luciano Ferreira da Silva Author-X-Name-First: Luciano Ferreira da Author-X-Name-Last: Silva Author-Name: Renato Penha Author-X-Name-First: Renato Author-X-Name-Last: Penha Title: Competency diagnosis models according to project typology Abstract: In response to the competitive and dynamic business landscape, organisations must enhance their activities by developing competencies, a critical success factor in project management. This article proposes a competency diagnosis model for project professionals based on project typology, drawing insights from academic and practitioner sources. The exploratory descriptive study comprises three stages: 1) a systematic literature review of 18 articles from Scopus and Web of Sciences; 2) mapping of grey literature; 3) analysis of 57 patents from Espacenet. The model facilitates competency diagnosis, comparison, and evaluation within project typologies, enabling organisations to identify gaps and select professionals aligned with project requirements. This contribution supports universities in adapting educational programs to meet competency demands for both the workforce and research pursuits. Journal: Int. J. of Project Organisation and Management Pages: 491-519 Issue: 4 Volume: 16 Year: 2024 Keywords: competency; project professional; projects; project management; competency diagnosis; project typology. File-URL: http://www.inderscience.com/link.php?id=143165 File-Format: text/html File-Restriction: Access to full text is restricted to subscribers. Handle: RePEc:ids:ijpoma:v:16:y:2024:i:4:p:491-519 Template-Type: ReDIF-Article 1.0 Author-Name: Simon Krause Author-X-Name-First: Simon Author-X-Name-Last: Krause Author-Name: Hana Stojanová Author-X-Name-First: Hana Author-X-Name-Last: Stojanová Author-Name: Viktoria Joy Behrens Author-X-Name-First: Viktoria Joy Author-X-Name-Last: Behrens Author-Name: Johannes Engelbert Hangl Author-X-Name-First: Johannes Engelbert Author-X-Name-Last: Hangl Title: Self-managed project teams consist of three key factors that influence their effectiveness: trust, understanding, and power Abstract: This paper explores the factors that impact trust, understanding, and power in self-managed teams. It utilises 15 expert interviews to confirm that these three factors are the primary influencing factors in self-managed teams and that there are no other factors. The study found that trust has the most substantial influence at 82.67%, followed by power at 81.33% and understanding at 80.67%. The interviewees' other influencing factors could be categorised under these three factors. Experts were selected based on their experience in the IT industry and with self-managed project teams. As a result, the study's findings can be generalised to the IT industry. The paper aims to provide insight into how these factors can be developed and enhanced to support self-managed teams. Journal: Int. J. of Project Organisation and Management Pages: 448-465 Issue: 4 Volume: 16 Year: 2024 Keywords: self-management; self-managed project teams; influence factors; trust; understanding; power; expert interviews. File-URL: http://www.inderscience.com/link.php?id=143167 File-Format: text/html File-Restriction: Access to full text is restricted to subscribers. Handle: RePEc:ids:ijpoma:v:16:y:2024:i:4:p:448-465 Template-Type: ReDIF-Article 1.0 Author-Name: Nnamdu Etukakpan Author-X-Name-First: Nnamdu Author-X-Name-Last: Etukakpan Author-Name: Martin B. Osei Author-X-Name-First: Martin B. Author-X-Name-Last: Osei Author-Name: Idorenyin Etokakpan Author-X-Name-First: Idorenyin Author-X-Name-Last: Etokakpan Author-Name: Emmanuella Ejime Author-X-Name-First: Emmanuella Author-X-Name-Last: Ejime Title: Examining the role of community interest in improving responsible project management practices in construction projects: a developing country's perspective Abstract: This study draws on CSR and stakeholder theories to explore how community interest (CI) influence responsible project management practices (RPMP) in construction projects in Nigeria. The study further sought to identify the responsible actions required of the project managers to demonstrate ethical practices and ensure hitch-free relationships with the community. To achieve this, ten semi-structured interviews were conducted, and the results showed that CI like employment, recognition, and accountability encourage RPMP in the construction industry. We discovered that CI enhances RPMP by creating collaboration, abating acrimony, reducing costs, and saving time, thereby, enhancing sustainability practices. Actions like sensitisation, communication, engagement, and interactions enhance ethical practices and ameliorated protests and animosity among the project stakeholders. This research contributes to the theory of RPMP, by demonstrating the role of CI in influencing RPMP. Project managers are advised to integrate CI into projects to improve relationships, prevent agitations, and gain supportive stakeholders. Journal: Int. J. of Project Organisation and Management Pages: 1-37 Issue: 6 Volume: 16 Year: 2024 Keywords: sustainable development goals; SDGs; community interests; responsible practice; responsible project management; construction industry. File-URL: http://www.inderscience.com/link.php?id=142659 File-Format: text/html File-Restriction: Open Access Handle: RePEc:ids:ijpoma:v:16:y:2024:i:6:p:1-37 Template-Type: ReDIF-Article 1.0 Author-Name: Brighton Tshuma Author-X-Name-First: Brighton Author-X-Name-Last: Tshuma Author-Name: Cornelis Cristo van Waveren Author-X-Name-First: Cornelis Cristo van Author-X-Name-Last: Waveren Author-Name: Herman Steyn Author-X-Name-First: Herman Author-X-Name-Last: Steyn Title: The supporting role of the project management office in the transfer of knowledge between projects - a study of five cases Abstract: Project management offices (PMOs) play both mediating (facilitating) and moderating (supporting) roles in knowledge transfer (KT) between projects. The <i>mediating</i> role of the PMO has been addressed elsewhere while this article investigates the <i>supporting</i> role of the PMO in the transfer of tacit and explicit knowledge. The article thus contributes to the scant literature on the supporting role of PMOs in KT. Cases of five PMOs were investigated through 15 semi-structured interviews and three KT enablers were identified namely: 1) creation of awareness and importance of KT; 2) establishment of trust amongst project personnel; 3) creation of an organisational KT culture. Their embedment into organisational routines ensures a sustainable and seamless KT process through the PMO's supporting role. This improves the transfer of knowledge with different levels of articulability and the usability of the transferred knowledge and can provide a competitive edge for PBOs. Journal: Int. J. of Project Organisation and Management Pages: 102-132 Issue: 1 Volume: 16 Year: 2024 Keywords: knowledge articulability; knowledge management; knowledge transfer; knowledge usability; supporting role of the project management office; case study research; PMOs. File-URL: http://www.inderscience.com/link.php?id=136263 File-Format: text/html File-Restriction: Access to full text is restricted to subscribers. Handle: RePEc:ids:ijpoma:v:16:y:2024:i:1:p:102-132 Template-Type: ReDIF-Article 1.0 Author-Name: Gunnar Dahlin Author-X-Name-First: Gunnar Author-X-Name-Last: Dahlin Author-Name: Olof Molinder Author-X-Name-First: Olof Author-X-Name-Last: Molinder Author-Name: Raine Isaksson Author-X-Name-First: Raine Author-X-Name-Last: Isaksson Title: Assessing project management maturity in Sweden Abstract: Baseline Management has since 2013 conducted project management maturity (PMM) measurements in Sweden using a model called the Swedish project index (SPI) which consists of seven perspectives. SPI is influenced by the P3M3 maturity model. This study is based on data from 3,953 individual questionnaires, including both private and public organisations, for the period 2013-2019. The purpose of this article is to visualise levels of Swedish organisations' PMM as well as their performance improvement potential in different maturity perspectives. Results of this study indicate that different roles in the project organisation perceive PMM of their organisation differently and that maturity varies between business sectors and types of organisations. The SPI data indicate that the level of the perceived PMM is usually within two to three, on a scale ranging from one to five. The article describes in detail the earlier unpublished SPI model. Journal: Int. J. of Project Organisation and Management Pages: 22-45 Issue: 1 Volume: 16 Year: 2024 Keywords: maturity model; performance measurement; project management; PM; project management maturity; PMM; project management performance; project success. File-URL: http://www.inderscience.com/link.php?id=136264 File-Format: text/html File-Restriction: Access to full text is restricted to subscribers. Handle: RePEc:ids:ijpoma:v:16:y:2024:i:1:p:22-45 Template-Type: ReDIF-Article 1.0 Author-Name: Farooq Ali Author-X-Name-First: Farooq Author-X-Name-Last: Ali Author-Name: Harri Haapasalo Author-X-Name-First: Harri Author-X-Name-Last: Haapasalo Title: Analysing the stakeholder networks in collaborative project using network theory: implications for coordination and control Abstract: Our article aims to investigate network relationships from the perspective of a network of stakeholders involved in a complex and dynamic environment. We adopt the social network analysis approach to explore the structural characteristics of different types of networks and their implications in terms of the coordination and control of project stakeholders. A large hospital construction project in northern Finland was analysed in terms of structural characteristics, associated complexities, and the dynamics of different types (contractual, supply, information) of network relationships. We adopted the mixed methods approach by complementing quantitative research with qualitative research methods. Our findings show how different types of networks in projects influence the coordination and control of project stakeholders. Project management needs to intentionally consider managerial actions along the networks in question. Our study relates different theoretical perspectives to the networks of project stakeholders and their relationships, which constitute our main contribution. Journal: Int. J. of Project Organisation and Management Pages: 46-74 Issue: 1 Volume: 16 Year: 2024 Keywords: stakeholder networks; collaborative project; network theory; network relationships; construction project; social network analysis; SNA; coordination; control; mixed methods approach. File-URL: http://www.inderscience.com/link.php?id=136265 File-Format: text/html File-Restriction: Access to full text is restricted to subscribers. Handle: RePEc:ids:ijpoma:v:16:y:2024:i:1:p:46-74 Template-Type: ReDIF-Article 1.0 Author-Name: Stephanie Lim Author-X-Name-First: Stephanie Author-X-Name-Last: Lim Author-Name: Samer Skaik Author-X-Name-First: Samer Author-X-Name-Last: Skaik Title: Successful stakeholder engagement in not-for-profit projects: a systematic literature review Abstract: This study explores available literature on successful stakeholder engagement (SE) in not-for-profit (NFP) projects and identifies evidence-based factors that can help achieve successful SE. Using a systematic literature review, a total of 34 records, published in the last decade, were identified and analysed. Common themes that emerged include the role of social media, role of public relations, significance of frameworks and barriers encountered. The study also identified key factors for SE, with supportive and skilled management being the most visible factor. Findings of this study can assist researchers understand gaps in this area, and NFP project practitioners for successful SE. Journal: Int. J. of Project Organisation and Management Pages: 1-21 Issue: 1 Volume: 16 Year: 2024 Keywords: not-for-profit; NFP; project management; stakeholder engagement; success factors. File-URL: http://www.inderscience.com/link.php?id=136266 File-Format: text/html File-Restriction: Access to full text is restricted to subscribers. Handle: RePEc:ids:ijpoma:v:16:y:2024:i:1:p:1-21 Template-Type: ReDIF-Article 1.0 Author-Name: John R. Drake Author-X-Name-First: John R. Author-X-Name-Last: Drake Author-Name: Ravi Paul Author-X-Name-First: Ravi Author-X-Name-Last: Paul Title: Evaluating methodologies-in-action: a cognitive approach Abstract: Organisations' information systems development methodologies (ISDM) vary in how they implement best practices, often creating their own methodology-in-action. These variations in ISDM practices sometimes improve the decision making throughout the process and sometimes hinder the decision making. However, we lack clarity on how to evaluate methodologies-in-action based on the cognitive bias or lack thereof, in the embedded practices. Building off of theory in ISDM debiasing and pedagogical debiasing, we propose an evaluative technique that analyses the practices of a methodologies-in-action at the project level. Proof of concept that the technique works is provided in a case study within a methodology-in-action at a Fortune 500 firm. Journal: Int. J. of Project Organisation and Management Pages: 424-447 Issue: 4 Volume: 16 Year: 2024 Keywords: information systems development; methodology-in-action; evaluation; bias; debias; case study; scrum. File-URL: http://www.inderscience.com/link.php?id=143178 File-Format: text/html File-Restriction: Access to full text is restricted to subscribers. Handle: RePEc:ids:ijpoma:v:16:y:2024:i:4:p:424-447 Template-Type: ReDIF-Article 1.0 Author-Name: Jessica Justin Sundeep Author-X-Name-First: Jessica Justin Author-X-Name-Last: Sundeep Author-Name: Amir Hossein Ghapanchi Author-X-Name-First: Amir Hossein Author-X-Name-Last: Ghapanchi Title: Strategies to improve communication among multicultural teams involved in construction projects Abstract: The globalised construction environment necessitates the formation of multicultural teams (MCTs), with significant levels of collaboration. Although literature recognises the importance of communication strategies, it does not explicitly provide a structured taxonomy of strategies for improving communication in construction projects with multicultural teams. Therefore, this research explores the question 'What are the possible strategies to improve communication in multicultural teams involved in construction projects? ' Herein, a qualitative research approach was used to sift through data from ten case studies in the construction sector. The findings led to the development of a framework that may be used to enhance engagement and control conflicts. The approaches covered the necessity of a global communication mindset, the significance of localisation, and the use of adaptive, intercultural, and Interactive communication strategies. There are suggestions for specific practitioners for interpersonal communication and cultural sensitivity. Journal: Int. J. of Project Organisation and Management Pages: 263-291 Issue: 3 Volume: 16 Year: 2024 Keywords: multicultural teams; construction projects; communication; strategies; local culture; cultural sensitivity. File-URL: http://www.inderscience.com/link.php?id=140407 File-Format: text/html File-Restriction: Access to full text is restricted to subscribers. Handle: RePEc:ids:ijpoma:v:16:y:2024:i:3:p:263-291 Template-Type: ReDIF-Article 1.0 Author-Name: Simon Krause Author-X-Name-First: Simon Author-X-Name-Last: Krause Author-Name: Hana Stojanová Author-X-Name-First: Hana Author-X-Name-Last: Stojanová Author-Name: Viktoria Joy Behrens Author-X-Name-First: Viktoria Joy Author-X-Name-Last: Behrens Author-Name: Johannes Engelbert Hangl Author-X-Name-First: Johannes Engelbert Author-X-Name-Last: Hangl Title: Self-managed teams - a literature review of a project organisation Abstract: This article has examined the concept of self-managed teams. It explores the research question, 'Is the concept of self-managed teams a fundamental organisational approach or just a limited management method? ' A state of research on the topic of self-managed teams has been defined. According to Mayring, a qualitative content analysis method was used to analyse the literature and interpret the results. Furthermore, the influencing factors that make up the concept of self-managed teams have been analysed and shown how they develop and interact with each other. We show that the concept of self-managed teams claims to be perceived as a comprehensive organisational approach rather than a limited management method. We discuss the possibilities of empirically supporting our findings through future research. Journal: Int. J. of Project Organisation and Management Pages: 292-308 Issue: 3 Volume: 16 Year: 2024 Keywords: self-managed teams; project organisation; influencing factors. File-URL: http://www.inderscience.com/link.php?id=140408 File-Format: text/html File-Restriction: Access to full text is restricted to subscribers. Handle: RePEc:ids:ijpoma:v:16:y:2024:i:3:p:292-308 Template-Type: ReDIF-Article 1.0 Author-Name: Farooq Ali Author-X-Name-First: Farooq Author-X-Name-Last: Ali Author-Name: Harri Haapasalo Author-X-Name-First: Harri Author-X-Name-Last: Haapasalo Author-Name: Kari-Pekka Tampio Author-X-Name-First: Kari-Pekka Author-X-Name-Last: Tampio Title: Managing opportunism in stakeholder relationships: case of a hospital construction project alliancing Abstract: Large hospital construction projects demand a better way to deal with uncertainty and complexity connected with the large number and variety of stakeholders, their individual goals, and the alignment of their goals with the shared project goals. As observed by various scholars, these conditions often lead to opportunistic behaviours among project stakeholder and negatively impact their relationships. This article aims to address the issue of opportunism in construction projects by proposing a list of mechanisms and related actions that can develop collaborative behaviour among project stakeholders and restrict opportunism. We have adopted the qualitative research approach and applied the systematic text condensation method in this study. Our findings suggest that different mechanisms need to be adopted in tandem depending on the project delivery method. Accordingly, project managers need to apply these mechanisms and related actions in different phases of project alliancing. Journal: Int. J. of Project Organisation and Management Pages: 342-368 Issue: 3 Volume: 16 Year: 2024 Keywords: construction project; project alliancing; opportunistic behaviour; collaborative behaviour; collaboration; opportunism. File-URL: http://www.inderscience.com/link.php?id=140410 File-Format: text/html File-Restriction: Access to full text is restricted to subscribers. Handle: RePEc:ids:ijpoma:v:16:y:2024:i:3:p:342-368 Template-Type: ReDIF-Article 1.0 Author-Name: Deribe Assefa Aga Author-X-Name-First: Deribe Assefa Author-X-Name-Last: Aga Title: Servant leadership and megaproject citizenship behaviour: the mediating role of psychological ownership Abstract: The aim of this paper is to examine the linkage between servant leadership and project citizenship behaviour through the mediating role of project psychological ownership. Results of a field survey of 338 randomly selected project employees who worked at a hydroelectric power project in Ethiopia show that servant leadership has a significant positive effect on project citizenship behaviour. The study also finds that psychological ownership plays a mediating role in the relationship between servant leadership and project citizenship behaviour. These findings add insights to the existing project management literature by showing how citizenship in (mega) projects can be promoted. The paper discusses the theoretical and practical implications of these findings. Journal: Int. J. of Project Organisation and Management Pages: 369-395 Issue: 3 Volume: 16 Year: 2024 Keywords: megaproject; servant leadership; psychological ownership; project citizenship behaviour; PCB. File-URL: http://www.inderscience.com/link.php?id=140411 File-Format: text/html File-Restriction: Access to full text is restricted to subscribers. Handle: RePEc:ids:ijpoma:v:16:y:2024:i:3:p:369-395 Template-Type: ReDIF-Article 1.0 Author-Name: Tommi Pauna Author-X-Name-First: Tommi Author-X-Name-Last: Pauna Author-Name: Jaakko Kujala Author-X-Name-First: Jaakko Author-X-Name-Last: Kujala Author-Name: Kirsi Aaltonen Author-X-Name-First: Kirsi Author-X-Name-Last: Aaltonen Title: A collaborative delivery model with multi-party contract for industrial engineering projects Abstract: Industrial engineering projects are temporary, engineering- and technology-intensive capital projects of usually private sector investors. These projects require the integration of knowledge and competencies from various actors as well as effective interorganisational collaboration. However, in practice, the integration of knowledge and competencies and achieving comprehensive collaboration are challenging because of the absence of working models and guidelines for contractual arrangements in this context. To address this, action design research was applied, and a new collaborative delivery model called the engineering, procurement, and construction alliancing (EPCA) model was developed together with project practitioners. The EPCA delivery model engages key actors early on to identify joint themes and issues that benefit from collaboration and manage them through jointly defined risk and reward sharing structures. This paper identifies how multi-party arrangements with collaborative practices can be used and the key issues that should be addressed through collaborative arrangements in industrial engineering projects. Journal: Int. J. of Project Organisation and Management Pages: 309-341 Issue: 3 Volume: 16 Year: 2024 Keywords: industrial engineering projects; interorganisational collaboration; knowledge integration; project delivery model; multi-party contract; action design research; ADR. File-URL: http://www.inderscience.com/link.php?id=140412 File-Format: text/html File-Restriction: Access to full text is restricted to subscribers. Handle: RePEc:ids:ijpoma:v:16:y:2024:i:3:p:309-341 Template-Type: ReDIF-Article 1.0 Author-Name: Muh Arifuddin Budiman Author-X-Name-First: Muh Arifuddin Author-X-Name-Last: Budiman Author-Name: Budi Widjaja Soetjipto Author-X-Name-First: Budi Widjaja Author-X-Name-Last: Soetjipto Author-Name: Ratih Dyah Kusumastuti Author-X-Name-First: Ratih Dyah Author-X-Name-Last: Kusumastuti Author-Name: Setyo Wijanto Author-X-Name-First: Setyo Author-X-Name-Last: Wijanto Title: The influence of organisational agility and stakeholder management on the success of projects: an empirical study from the oil and gas sectors Abstract: The 21st century business environment faces turbulent changes and uncertainties that affect all aspects of organisations. A successful organisation should be agile, and the people in charge should consider the external stakeholders' interests in order to adapt to various situations. This study aimed to determine how organisational agility and stakeholder management affect the success of projects in the upstream oil and gas sectors. A quantitative research method was employed for data analysis. The results confirmed that both organisational agility and stakeholder management have direct and significant effects on the success of projects. The study identified the essential role of strategic management literacy in mediating the relationship of organisational agility, stakeholder management, and project success, and it provided insight for managers in organisations regarding how to foster the likelihood of the success of projects. Journal: Int. J. of Project Organisation and Management Pages: 1-23 Issue: 5 Volume: 16 Year: 2024 Keywords: organisational agility; stakeholder management; project success; upstream oil and gas. File-URL: http://www.inderscience.com/link.php?id=140206 File-Format: text/html File-Restriction: Open Access Handle: RePEc:ids:ijpoma:v:16:y:2024:i:5:p:1-23 Template-Type: ReDIF-Article 1.0 Author-Name: Jacob A. Darlison Author-X-Name-First: Jacob A. Author-X-Name-Last: Darlison Author-Name: James Prater Author-X-Name-First: James Author-X-Name-Last: Prater Title: COVID-19 - project success through a global pandemic, what changed for project managers? Abstract: The COVID-19 pandemic has affected the global economy in unprecedented ways since early 2020; a catalyst for changes across every sphere of business and workplace, project management included. This research, via a series of interviews, demonstrates how systemic responses such as localisation, stakeholder assurance, over-ordering and shortened re-sequencing horizons were most effective at alleviating symptomatic issues including supply chain disruption, schedule delay, an altered stakeholder environment, and contractor liquidity. Journal: Int. J. of Project Organisation and Management Pages: 133-161 Issue: 2 Volume: 16 Year: 2024 Keywords: COVID-19; project management; project success; supply chain; adaptation; lessons learned; construction management; lockdown; social restrictions; globalisation; virtual teams. File-URL: http://www.inderscience.com/link.php?id=139250 File-Format: text/html File-Restriction: Access to full text is restricted to subscribers. Handle: RePEc:ids:ijpoma:v:16:y:2024:i:2:p:133-161 Template-Type: ReDIF-Article 1.0 Author-Name: Hamed Gheibdoust Author-X-Name-First: Hamed Author-X-Name-Last: Gheibdoust Author-Name: Shahram Gilaninia Author-X-Name-First: Shahram Author-X-Name-Last: Gilaninia Author-Name: Mohammad Taleghani Author-X-Name-First: Mohammad Author-X-Name-Last: Taleghani Title: Evaluating and prioritising decision-making factors in construction project management to select the best constructor Abstract: This study aims to evaluate and prioritise the decision-making factors in construction project management to select the best constructor. The step-by-step weight ratio analysis (SWARA) method was used to prioritise the decision-making factors of construction project management to select the best contractors in Rasht City Municipality, Iran. Ten experts participated in this research to make decisions with the SWARA, and data were collected in 2022. Results show that the most significant sub-criteria among 28 sub-criteria of decision making in construction project management is the experience of the manager, and the least sub-criteria is resource planning. The present study helps construction managers to enhance their knowledge and have the best performance to choose the best contractor for construction projects and improve their weaknesses by influencing factors. Also, managers can significantly enhance the success of construction projects by focusing on the most significant decision-making factors. Journal: Int. J. of Project Organisation and Management Pages: 185-208 Issue: 2 Volume: 16 Year: 2024 Keywords: construction; construction management; construction projects; decision-making; contractor; management project; construction project management; stepwise weight assessment ratio analysis; SWARA. File-URL: http://www.inderscience.com/link.php?id=139251 File-Format: text/html File-Restriction: Access to full text is restricted to subscribers. Handle: RePEc:ids:ijpoma:v:16:y:2024:i:2:p:185-208 Template-Type: ReDIF-Article 1.0 Author-Name: Baruch Keren Author-X-Name-First: Baruch Author-X-Name-Last: Keren Author-Name: Yossi Hadad Author-X-Name-First: Yossi Author-X-Name-Last: Hadad Title: Should one nominate an internal or external project manager? Abstract: The objective of this paper is to examine the differences in performance between internal and external PMs and to identify the advantages and disadvantages of each employment type. An organisation that employs project managers (PMs) must consider which is better: an internal or an external PM. Internal PMs are usually employed with a monthly salary, while external PMs get a retainer or a percent of the project budget. The paper used a multi-criteria decision analysis model, (the super efficiency ranking method), that objectively compares the performance of PMs according to their past performance. The model was applied in a case study with 150 projects managed by 57 internal and external PMs, all executed during 2018-2021 in one water infrastructure company in Israel. The results show that the average performance of internal PMs is statistically significantly higher than external PMs. Journal: Int. J. of Project Organisation and Management Pages: 162-184 Issue: 2 Volume: 16 Year: 2024 Keywords: project organisation; external project manager; PM; internal PM; multi-criteria decision analysis; MCDA; super efficiency; SE. File-URL: http://www.inderscience.com/link.php?id=139252 File-Format: text/html File-Restriction: Access to full text is restricted to subscribers. Handle: RePEc:ids:ijpoma:v:16:y:2024:i:2:p:162-184 Template-Type: ReDIF-Article 1.0 Author-Name: Miroslav Krupa Author-X-Name-First: Miroslav Author-X-Name-Last: Krupa Author-Name: Jiří Hájek Author-X-Name-First: Jiří Author-X-Name-Last: Hájek Title: Hybrid project management models: a systematic literature review Abstract: Hybrid project management (HPM) combines traditional and agile methods, fusing predictive and adaptive approaches. There is only fragmented knowledge about the appropriateness of the hybrid approach and the differences between existing HPM models. To deepen and expand an understanding of HPM, our systematic literature review analysed the advantages, disadvantages, drivers, and barriers of HPM, synthesised the results, and proposed five themes (methodology, project, team, customer and organisation) based on 4,623 abstracts and 72 full papers. The main original output of our review is a comprehensive overview of HPM models described so far in the scientific literature featuring 22 different hybrid models including the identification of their design patterns and nine additional metamodels. The critical challenges for future research are better methodological support of HPM, evaluation of the success of the hybrid approach, and further empirical research to broaden insights into the usage of HPM. Journal: Int. J. of Project Organisation and Management Pages: 233-261 Issue: 2 Volume: 16 Year: 2024 Keywords: hybrid project management; HPM; methods; project management approaches; models; change management; systematic review. File-URL: http://www.inderscience.com/link.php?id=139253 File-Format: text/html File-Restriction: Access to full text is restricted to subscribers. Handle: RePEc:ids:ijpoma:v:16:y:2024:i:2:p:233-261 Template-Type: ReDIF-Article 1.0 Author-Name: Dian Trihastuti Author-X-Name-First: Dian Author-X-Name-Last: Trihastuti Author-Name: Ivan Gunawan Author-X-Name-First: Ivan Author-X-Name-Last: Gunawan Author-Name: Martinus Edy Sianto Author-X-Name-First: Martinus Edy Author-X-Name-Last: Sianto Author-Name: Phatarina Natalia Author-X-Name-First: Phatarina Author-X-Name-Last: Natalia Title: Managing projects in higher education institutions: a study on critical success factors Abstract: This article investigates the critical success factors (CSFs) of project management in Indonesian higher education institutions (HEIs). Based on the data from in-depth interviews with nine project managers in four Indonesian universities and survey results, this article identifies 12 critical success factors and their interconnectedness. The role of each factor and its relationship with other factors are described using a combination of decision-making trial and evaluation laboratory (DEMATEL), interpretive structural modelling (ISM) and <i>Matrice d'Impacts Croisés Multiplication Appliqué un Classement</i> (MICMAC). There are seven causal success factors and five effect success factors. These factors are interrelated to form a four-level hierarchical structure. The findings can inform project stakeholders in Indonesian HEIs on increasing the success potential and minimising the risk of failure. Journal: Int. J. of Project Organisation and Management Pages: 209-232 Issue: 2 Volume: 16 Year: 2024 Keywords: DEMATEL; higher education institutions; HEIs; interpretive structural modelling; ISM; critical success factor; CSF. File-URL: http://www.inderscience.com/link.php?id=139255 File-Format: text/html File-Restriction: Access to full text is restricted to subscribers. Handle: RePEc:ids:ijpoma:v:16:y:2024:i:2:p:209-232