Forthcoming Articles

International Journal of Project Organisation and Management

International Journal of Project Organisation and Management (IJPOM)

Forthcoming 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 Articles will not be published until the final proofs are validated by their authors.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 (3 papers in press)

Regular Issues

  • Exploring the Adoption of Hybrid Project Management: a Case Study of a Grocery retailer   Order a copy of this article
    by David Šimůnek, Miroslav Krupa, Ji?í Hájek, Dennis Schlegel 
    Abstract: This study utilises a qualitative approach to investigate the adoption of Hybrid Project Management (HPM) within a Czech grocery retailer. Through thematic analysis of interviews, organisational documents, and observations, the research identifies HPM adoption as a decentralised and self-emerging process. The findings show that HPM combines traditional and agile methodologies to meet diverse project needs, strongly emphasizing adaptability. Key insights reveal that HPM fosters transparent stakeholder engagement and is driven by the unique composition of project teams and specific project challenges. This study underscores the importance of continuous learning and adaptation in HPM implementation, highlighting the dynamic and iterative nature of the process. The research contributes to a deeper understanding of the operational dynamics of HPM, providing significant theoretical insights and practical recommendations for successfully navigating complex project environments.
    Keywords: hybrid project management; HPM; project management adoption; project management adaptation; case study; retail; organisational change; agile techniques.
    DOI: 10.1504/IJPOM.2026.10074699
     
  • Project Management in Digital Transformation: A Systematic Literature Review   Order a copy of this article
    by William I. Chicunque Chicunque, Catalina Ramírez Artitizábal, Juan C. Blandón Andrade 
    Abstract: A systematic literature review considering digital transformation and project management is scarce. Therefore, the primary aim of the research is to identify and analyse the existing gaps in the literature concerning project management and digital transformation. Accordingly, a systematic literature review (SLR) method combining Kitchenham's literature review guidelines and the PRISMA diagram was applied, using 302 articles to address the research questions posed. The discussions focus on three categories: obstacles, opportunities, and threats organizations face when implementing digital transformation projects. The emerging opportunities in this field are explored, and the relationship between the success of project management in the context of digital transformation is analysed. Significant findings include adopting strategic approaches to achieve business objectives in digital transformation. The importance of considering aspects beyond the technological boundaries is highlighted, and the research points to the relevance of understanding the social and competitive implications of digital transformation in businesses.
    Keywords: Project management; Digital transformation; Chief Digital Officer; opportunities; challenges.
    DOI: 10.1504/IJPOM.2026.10074731
     
  • Navigating Project Success in Infrastructure Sector: Broadening the Lens of the Traditional Triple Constraints of Time, Cost, and Scope   Order a copy of this article
    by Naresh Gupta, Indra Gunawan, Rajeev Kamineni 
    Abstract: This research revisits the conventional understanding of project success within the infrastructure sector by distinguishing between project management success and comprehensive project success. It explores whether integrating the triple constraints of time, cost, and scope is sufficient or if broader objectives and stakeholder alignment are equally vital. Employing an exploratory approach, this study draws insights from case studies selected through purposeful sampling and observational techniques. Data are gathered from diverse secondary sources, including peer-reviewed journals, articles, books, government/ corporate reports. The findings reveal that while meeting traditional triple constraints signifies project management success, it does not guarantee overall success. Comprehensive success reflects alignment with stakeholder expectations and organisational performance standards. The study contributes to the literature by highlighting the need for a holistic evaluation of project success, encouraging alignment with societal and environmental goals, and providing guidance for sustainable infrastructure development. It empowers project managers with deeper insight into success.
    Keywords: Triple Constraints; Project Success Framework; Quality Triangle; Project Management Success; Infrastructure Projects; Stakeholder Alignment.
    DOI: 10.1504/IJPOM.2026.10075231
     

 

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