Forthcoming articles

International Journal of Project Organisation and Management

International Journal of Project Organisation and Management (IJPOM)

These articles have been peer-reviewed and accepted for publication but are pending final changes, are not yet published and may not appear here in their final order of publication until they are assigned to issues. Therefore, the content conforms to our standards but the presentation (e.g. typesetting and proof-reading) is not necessarily up to the Inderscience standard. Additionally, titles, authors, abstracts and keywords may change before publication. Articles will not be published until the final proofs are validated by their authors.

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International Journal of Project Organisation and Management (9 papers in press)

Regular Issues

  • Participatory Monitoring and Evaluation in Development Projects of Bangladesh   Order a copy of this article
    by Md Lutfur Rahman 
    Abstract: This paper seeks to understand issues and challenges around the application of participatory development methods and practices in the developing world through the case study of participatory monitoring and evaluation (PM&E) in Bangladesh, while offering suggestions to overcome those challenges. Participatory development as a distinctive development paradigm holds strong potential for empowering communities at the grassroots level and promoting local ownership, which promise more sustainable development impact. However, there is growing evidence that many participatory development initiatives have failed in developing countries, largely due to the neglect of contextual specificities relating to culture, inequalities and gender discriminations. Drawing on in-depth interviews with M&E specialists in both Bangladeshi government and international development organizations, I argue that the blanket and insensitive application of PM&E has significantly reduced its effectiveness in Bangladesh where unequal power relations as well as inequalities and discrimination against women are deeply entrenched. The research has significant implications for both development scholarship and project management practice. It contributes to and enriches debates about participatory development and PM&E in the global context.
    Keywords: Participatory Monitoring and Evaluation; M&E; Participatory Development; Project Monitoring and Evaluation; PM&E; Project Management.

  • Relationships of economic decision-making and risk in the project environment: Insights from the literature   Order a copy of this article
    by Brian Galli, Mohamad Amin Kaviani, Lanndon Ocampo 
    Abstract: The purpose of this study is to effectively identify and assess economic risk in decision-making under project environments. A systematic literature review is used to identify the critical relationships between risk and economic decision-making. This paper highlights the implications of these relationships and how they impact a project-based environment. Results revealed salient points such as proper anchoring of project performance with previous risk performance, the necessity of effective, reliable, and consistent methods of project risk performance evaluation, the importance of assessing projects in terms of risk-adjusted gains, and that returns and risks in the investment portfolio are effectively determined to proactively organize priority portfolio hazards. These findings contribute to economic decision-making and risk management, both in theory and practice.
    Keywords: risk management; project management; economic decision-making; systematic literature review.

  • A framework for improving the recognition of project teams as key stakeholders in Information and Communication Technology projects   Order a copy of this article
    by Robert Hans, Ernest Mnkandla 
    Abstract: Project teams, as key project stakeholders and knowledge contributors, play an important role in the success of projects in the field of Information and Communication Technology. However, research studies have shown that project managers pay little attention to the needs and concerns of these key stakeholders, resulting in project teams becoming forgotten key stakeholders. This neglect has resulted in a number of challenges in projects in this field, including high turnover of team members. Therefore, the primary aim of this paper is to address this neglect of attention given to project teams by project managers and thus not treating them as project key stakeholders. To achieve this objective, a framework informed by the project stakeholder management strategy framework, and feedback from project managers and their project teams who were interviewed during the data collection for this study, was developed.
    Keywords: project teams; project manager; concerns; views; stakeholders; framework.

  • Technology-Based vs. Face-to-Face Interaction for Knowledge Sharing in the Project Teams   Order a copy of this article
    by Abobakr Aljuwaiber 
    Abstract: Knowledge sharing is indispensable for business organisations. The construction industry is one of the sectors in which intensive knowledge is spread across project-based teams. This study sheds light on which method is better for knowledge sharing within construction organisations: technology-based or face-to-face meetings. This research aims to understand organizational knowledge sharing by identifying and exploring the motivations and consequences of using face-to-face interaction vs. technology-based communication in project-based teams. This was undertaken through a qualitative case study with 15 employees of a large construction organization. A qualitative analysis revealed four main factors related to worth adding a technology-based to face-to-face communication: the use of multiple communication strategies for knowledge sharing, whether sharing of all information via technology is allowed, legal restrictions, and limits on face-to-face communication due to work pressures. These findings contribute to the existing literature by identifying barriers and preferences regarding tools for sharing knowledge in a construction firm.
    Keywords: knowledge sharing; knowledge management; information technology; face-to-face; project teams.

Special Issue on: Review on Change Technology and Knowledge Management

  • Knowledge sharing practice in project-oriented organizations: A practical framework based on project life cycle and Project Management Body of Knowledge (PMBOK)   Order a copy of this article
    by Omid Haass, Neda Azizi 
    Abstract: Project-oriented organizations suffer from knowledge scattering and detachment phenomena on one hand, and high potential of knowledge generation on the other hand, due to features such as silos of projects, time constraints, organizational structures and different geographical locations. These features cause challenges to organizations and increase their need to apply knowledge management particularly knowledge sharing practices. One of the challenges facing project-oriented organizations in establishing knowledge management is choosing an appropriate method for knowledge sharing. Knowledge sharing is considered one of the main processes of knowledge management practice in any organization. Successful implementation of this process in project-oriented organizations, requires identification and study of knowledge sharing approaches, models, tools and techniques. To address this concern, this study commences with the identification of different methods used for knowledge sharing in project-oriented organizations. At the next stage, the identified methods were then classified based on different mechanisms defined for knowledge sharing and by incorporating the opinions of practitioners in the knowledge management area. These professionals were chosen from an engineering consulting firms that runs multiple projects in different fields. Their opinions were obtained using a validated questionnaire by a small group of experts in both academia and industry. A practical framework based on ten knowledge areas according to the PMI Project Management Body of Knowledge (PMBOK) 6th ed. guide and the opinions of the practitioners was developed. The framework can help knowledge management practitioners to identify the best knowledge sharing methods for each phase of the project life cycle in project-oriented organizations.
    Keywords: knowledge management; project-oriented organization; project life cycle; knowledge sharing; Project Management Body of Knowledge (PMBOK).

    by Shivani Agarwal, Pooja Garg, Renu Rastogi 
    Abstract: Purpose: The main purpose of this research paper is to study the two-way relationship between Quality of work life (hereafter QWL) and Subjective well-being (hereafter SWB) among IT employees. Design/Methodology/Approach: The study deploys path analysis method to generate and test a model of QWL and SWB. The model was analysed and evaluated with the help of SEM software AMOS 20.0 version. Findings: The findings indicated that most indices of the model were desirable and the fitness of the model was proved. It was found that reciprocal relation of QWL and SWB exist. Implications/Limitations: The sample size is of 350 employees which was limited to NCR (India) conducted in IT industry and it is recommended that relationship between QWL and SWB in these findings can be extended to other professionals and non-professionals employed in other industries. Originality/Value: This study is new as there has been little recent research undertaken examining the IT sector. More generally, there is a scarcity of work on reciprocal relation of QWL and SWB. The research has developed a comprehensive model linking quality of work life and SWB.
    Keywords: Quality of work life (QWL); Subjective well-being (SWB); IT industry.

  • Explore relationship between Total Quality Management and CMMI in Software Development Organizations: a study of Chandigarh and Mohali   Order a copy of this article
    by Kapil Jaiswal, Minakshi Garg 
    Abstract: This study analyse the linkage between Total Quality Management (TQM) implementation and CMMI, both of which promotes continuous improvement, CMMI being, one of the most popular method of continuous improvement in Software industry. This is accomplished by analysing and comparing the extent of TQM implementation in CMMI and non-CMMI rated organizations. This descriptive study keeps the geographical scope limited to Chandigarh and Mohali area. A survey was conducted for selected Software development companies through self-administered questionnaire. Using empirical data gathered from a sample of 61, obtained from convenient sampling method, findings were reported. The primary data was analyzed using descriptive statistics and independent-samples t-test. It was found that CMMI and non-CMMI organizations have different level of TQM implementation with CMMI organizations having higher level implementation of TQM elements. This study will highlight to top management, the use of CMMI as one of the many ways to implement TQM in software industry.
    Keywords: Total Quality Management; CMMI; Customer Satisfaction; Total Management Commitment (TMC); Continuous Improvement (CI); People Management (PM); Quality; Software Development; IT Industry; T-Test.

Special Issue on: Discussing Business and Social Issues of Project Management from Interdisciplinary Perspectives

  • A Novel Change Impact Model for Enhancing Project Management   Order a copy of this article
    by DEEPA BURA, Amit Choudhary 
    Abstract: Software systems changes constantly with time. Changing the software affects all the classes associated with it. For effective project management it becomes important to predict change impact classes in earlier phases of software life cycle.This paper aims to develop a novel model using dynamic metrics and several behavioral dependencies. Using code analyzer trace events 30 different metrics are analyzed which are further used for refining the degree of change impact feature of a class. Further the model is validated using K Means clustering technique, Naive Bayes classification and Logistic Regression in WEKA tool. Validation of the model is done using open source sofware Art of Illussion (AoI).
    Keywords: Change impact; Notability; Frequency; Change Prone Classes,Project Management.

  • Interaction between project management processes: a social network analysis   Order a copy of this article
    by Rodrigo F. Herrera, José Matus, Carlos Santelices, Edison Atencio 
    Abstract: The PMBOK
    Keywords: PMBOK; PMI; Project Management; Social Network Analysis (SNA); process group; knowledge area; network metrics; node; integration; edges.