Forthcoming and Online First 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 Articles will not be published until the final proofs are validated by their authors.

Forthcoming articles must be purchased for the purposes of research, teaching and private study only. These articles can be cited using the expression "in press". For example: Smith, J. (in press). Article Title. Journal Title.

Articles marked with this shopping trolley icon are available for purchase - click on the icon to send an email request to purchase.

Online First articles are published online here, before they appear in a journal issue. Online First articles are fully citeable, complete with a DOI. They can be cited, read, and downloaded. Online First articles are published as Open Access (OA) articles to make the latest research available as early as possible.

Open AccessArticles marked with this Open Access icon are Online First articles. They are freely available and openly accessible to all without any restriction except the ones stated in their respective CC licenses.

Register for our alerting service, which notifies you by email when new issues are published online.

We also offer which provide timely updates of tables of contents, newly published articles and calls for papers.

International Journal of Project Organisation and Management (30 papers in press)

Regular Issues

  • Personality traits of the Project Strategist in different Project Types   Order a copy of this article
    by Shima Nikkhou, Mahmood Golabchi 
    Abstract: Many strategic planning tools have been developed based on the experts judgment, which illustrates the importance of the strategic planning team members viewpoint and opinion about finalizing a strategy. Thus, choosing the right people in the strategic development Committee is a significant challenge in strategy formulation. Considering the impact of this choice on the quality of the strategy formulation process, this research provides a guidance to select the members of this team in the projects environment. The purpose of this paper is to identify and explain the behavioral characteristics of the proper project strategist for any type of projects.rnBy developing a framework for categorizing various types of projects and applying psychological theories about personality types and adapting them together, this paper introduces the personality traits of the project strategist in terms of the eight personality types including 1) organizational mediator strategist, 2) mediator technologist strategist, 3) politician technologist strategist, 4) showman strategist 5) quick decision-maker strategist, 6) opinionated technologist strategist, 7) Inspiring genius strategist and 8) politician bureaucratic strategist.rn
    Keywords: project types; project management; project strategy; project strategist personality traits.

  • Interfirm relationship development in project-based organisations: results of an empirical study   Order a copy of this article
    by Janusz Lichtarski 
    Abstract: This paper aims to identify the specificity and developmental patterns of interfirm relationships between project-based companies. The study follows a case study research design preceded by a systematic literature review on inter-firm relationship development and life-cycle. The study demonstrates the uniqueness of inter-firm relationships among project-based companies, different patterns of relationship development, and characteristic processes and behaviour along the relationship life-cycle. Describing different behaviours and patterns of inter-firm relationship development, the study explains and outlines the basics for predicting the evolution of inter-firm cooperation between project-based organisations. The study contributes to the relationship development literature by reviewing existing relationship life-cycle models through the project lens, and provides a new research perspective focused on project-based companies.
    Keywords: relationship development; relationship life-cycle model; project-based organisations; qualitative study.

  • Technical Evaluation of Contractor in Public Tendering- A Comparative Narrative of Stakeholders   Order a copy of this article
    by Ali Raza Khoso, Aminah Md Yusof, Nur Izie Adiana Binti Abidin, Nafees Ahmed Memon 
    Abstract: This study aims to investigate the extensive evaluation criteria for technically evaluating contractors in public tendering in Pakistan. The research aim is achieved by gathering an individual view-point of major stakeholders involved in a project, i.e., 3Cs (Client, Consultants, and Contractors). One-way ANOVA and Tukeys test is conducted to investigate the divergence of perception among stakeholders. The study investigated and identified 76 criteria that are prominent for evaluating contractors. The research concludes that extensive evaluation of contractors is immensely valuable for public sector projects where all the stakeholders agreed on the majority of evaluation criteria. The detailed examination found that five evaluation criteria are contradictory according to the individual view-point of 3Cs, i.e., similar nature and complexity projects in hand, enlistment record with government and other agencies, equipment plan for each major task, detail plan of time cost differences with the previous design, and HSE records. This study has multiple implications for public sector stakeholders. The clients and consultants could redesign their evaluation system based on extensive evaluation criteria, whereas the study offers to policymakers and government agencies to restructure the evaluation phase of public tendering. Identification of such extensive evaluation criteria can be a game-changer for the precise evaluation of contractors for medium-sized and mega projects.
    Keywords: Contractor; evaluation criteria; stakeholders; construction; performance; public tendering.

  • Delay Analysis Methods and Statements in Construction Projects   Order a copy of this article
    by Abanoub Wasfy, Ayman Nassar 
    Abstract: Construction projects are usually suffering from the risk of delayed completion. Delay analysis is utilized to evaluate and apportion delays and thus liabilities can be assigned. This research introduces the available delay analysis methods along with their capabilities and limitations. Also, the research provides a guide for selecting the appropriate delay analysis method. Still, some problematic issues may influence schedule delays analysis, revealing that there exists a gap in handling such analysis. Hence, a questionnaire is designed, which intends to propose the idea of standardizing the project decisions when facing such issues. After collecting the 394 participants responses, the contractor should reject to accelerate the work progress until gaining the compensation entitlement as a result of employer-caused delays. Also, the results illustrate the contractors entitlements and project decisions when facing such problematic concerns. Different from previous papers, the findings of this paper propose a standard way of thinking towards these problematic issues.
    Keywords: Forensic delay analysis; Schedule delays; Apportioning liabilities; Entitlements; Float Ownership; Decision-making.

  • Knowledge Creation Cycle Impact Project Success: Work Experience and Position as Moderator Variables   Order a copy of this article
    by Farzaneh Yousefi, Ehsan Momeni, Elham Jahanian 
    Abstract: Background: Nowadays, paying attention to the current knowledge and information in the organization has an important role in strategic planning, so that one of the main problems of organizations has always been the lack of adequate consideration about employees knowledge and information. So, it can be said that the knowledge, information and optimizing them is a critical factor in todays challenges of organizations. In this regard, the importance of this factor in project-oriented firms in terms of project success can be a debatable subject. This article aimed to respond to this debate that how project success can be influenced by the knowledge creation process. Method: This quantitative study was conducted based on the questionnaire, which was confirmed through face validity and constructs validity. 234 managers and employees from the National Iranian Copper Industries Company as a project-oriented organization, participated in this study. Results: Analyzing data depicted that there was a positive relationship between the knowledge creation processes (.697) and project success. And also, this positive relationship was proved between all the processes (Socialization, Manifestation, Combination, Internalization) and project success. It is worth mentioning that among two moderator variables of work experience and job position, work experience has a moderator effect on the hypothesis. Conclusion: By implementing the knowledge creation cycle, in the way of paying attention to the current knowledge and information, project-based organizations can enhance the success of projects. And also, the employees with below than 5 years of work experience believe that each phase of the knowledge creation cycle can significantly and strongly impact project success.
    Keywords: Keywords: Project Management; Project Success; Knowledge Management; Nonaka and Takeuchi's Knowledge Management Model; Belout Success Factors.

  • Project knowledge sharing mechanisms:an exploratory analysis   Order a copy of this article
    by Sylva Žáková Talpová, Petr Smutný, Jakub Procházka 
    Abstract: Knowledge is a key asset of companies; therefore knowledge sharing is vitally important. Knowledge sharing is no less important for project-oriented organizations: project team members often come from different departments and knowledge sharing enables them to work more efficiently. Although there is no doubt about the importance of knowledge sharing mechanisms (KSMs) and a number of tools and techniques for project knowledge sharing are available, to the best of our knowledge there is little information on the real use of such tools and factors affecting them. Therefore, the main goal of this paper is to empirically examine KSMs in projects, and through the exploratory analysis, to identify possible factors associated with KSMs as well as to outline the key areas where future research might help to improve knowledge sharing in projects. The results of this study shall contribute to better understanding knowledge sharing mechanisms and their functioning in project-oriented companies.
    Keywords: project knowledge; knowledge sharing mechanisms; project management; knowledge management; project manager; exploratory study; knowledge sharing.
    DOI: 10.1504/IJPOM.2023.10045547
  • A Complexity Scoring Model for Evaluating Complexity of Software Projects   Order a copy of this article
    by Vyron Damasiotis, Panos Fitsilis 
    Abstract: This research identifies project factors that contribute to project complexity based on the analysis of ten project management subject areas (e.g. scope management, time management), and of one subject area which is focusing on software development process (SDP) factors. Subsequently, a project complexity model based on these factors that can be used for assessing the project complexity is presented. This enables organisations to evaluate projects complexity at early phases, providing important knowledge that may be used for project selection. The followed approach acknowledges the endogenous character of complexity in projects but instead of trying to identify complexity characteristics in project results, it focuses on the complexity of project management processes. The proposed framework can be used for highlighting the most significant complexity areas at each organization or at the project level acting as an important tool for better, more efficient, and more effective project management. The final step of this research is the validation of the proposed model using case studies.
    Keywords: Project management; Project Complexity; Software project complexity; Complexity measurement; Software development complexity; management complexity.

    by Pankaj Tiwari, Suresha B 
    Abstract: Senior management commitment and flexibility improve project responsiveness to volatile and high-impact scenarios, especially in large projects and programs. The aim of this study is to determine how project flexibility interacts with and affects the relationship between senior management commitment and success in IT projects. A cross-sectional survey of 166 managers was used to derive empirical data from the financial services industry and used to test the conceptual framework based on recent project management literature. Ordinal regression analysis demonstrated a significant relationship between senior management commitment and success in projects which is influenced by significantly positive moderations established through flexibility in projects. The study findings can assist project managers and senior leaders to accomplish their short-term and long-term project goals and achieve success in projects by reducing the chances of failures. This paper adds value to existing research in the context of IT projects and the role of project flexibility on their performance.
    Keywords: senior management commitment; project performance; business success; project success; project flexibility; financial services; project size; IT projects; risk mitigation.

  • A conceptual framework for scaled Agile success   Order a copy of this article
    by Lucas Khoza, Carl Marnewick 
    Abstract: This article presents a conceptual framework to determine the success of organisations scaled Agile endeavours. Different processes and perceived indicators from the three main levels of Agile scaling frameworks were studied. The processes were examined to determine whether they contribute in achieving the perceived success indicators. A quantitative research method was employed for data collection and analysis. Pearsons correlations and multiple linear regressions were used to test and construct the final conceptual framework. Key findings revealed that there are processes currently implemented that do not contribute to the achievement of the perceived indicators. Strategy and investment funding is the driving process at the portfolio level, continuous exploration drives the programme level while building, testing and deploying of a software product drive the team level. This research contributes to the body of knowledge with regards to scaled Agile, specifically on how to measure scaled Agile success.
    Keywords: Scaled Agile; Agile methods; Software project success; Multiple linear regression.

  • An Integrated Project Management Methodology under a Social Perspective in Industrialization Projects   Order a copy of this article
    by Anabela Tereso, Gabriela Fernandes, Madalena Araújo, Catarina Oliveira, Teresa Ruão, Ana Isabel Lopes, João Faria 
    Abstract: This paper presents an integrated methodology for managing industrialization projects combining know-how, abilities, instruments, and project management tools and techniques to fulfil more efficiently and ef-fectively industrialization requirements. Different research methods were used during an in-depth case study involving seven researchers over three years at an automotive industry company. Firstly, internal documents related to the organization's specific set of rules for project management were analysed. Sec-ondly, the organization project managers' activities were observed. Thirdly, unstructured interviews were conducted to assess the organization's project management awareness and the actual usage of tools and techniques. Finally, workflows were designed to represent the AS-IS model and the proposed TO-BE mod-el. The methodology integrates a social project management approach, with social media tools, to improve communication between the industrialization project management teams. Social project management is used to smoothly increase the projects awareness and management within the global social ecosystem of the organization.
    Keywords: Project Management; Industrialization Projects; Social Media; Automotive Industry.

  • On the Performance of Projects under Uncertainty: An Agent-based Simulation Modelling   Order a copy of this article
    by Bijan Jamshid-Nejad, Samira Alvandi 
    Abstract: This paper investigates the effects of environmental complexity on project performance by means of simulation modeling. There are few works that prepare a bottom-up, mechanism-based account of project-environment interactions. Rather, some statistical, top-down models have been developed which fall short of explaining how projects can handle uncertainties. This research is an attempt to fill this gap. The question is how environmental complexity affects project performance. The results of the model show that the complexity of environment can have positive effects on project performance. On the contrary, the results demonstrate that the internal complexity modeled as randomness in the activity times is detrimental to the project performance. To tackle environmental complexity, the model suggests that shorter memory cycles improve project performance in that projects give more priority to recent outcomes to offset effects of uncertainty. The results have been validated by empirical data from 18 infrastructure projects.
    Keywords: Project management; Agent-based simulation; Complexity; Reinforcement learning; Infrastructure projects.
    DOI: 10.1504/IJPOM.2023.10046993
  • Aligning process-based knowledge management with competencies behavior: effects of ISO practices   Order a copy of this article
    by NIZAR RAISSI, Anas Hakeem 
    Abstract: The aim of this article is to present a reflection on organizational and individual employee behavior, with its multiple dimensions, before reviewing the advantages and limitations of the knowledge management and process approach alignment. These suggestions will be illustrated and supported by reflections on the particularity of behavioral changes in a particular field, that of ISO certification. Thus, we advanced a research model, making it possible to explain the articulation between the different variables of our study based on the structural equation modeling, which aims to estimate and represent causal relationships between the variables studied. The survey was established among 250 certified companies belonging to the mechanical and electrical industry sector in Tunisia. The findings indicate that companies adopting ISO practices possess a certain organizational maturity, which has enabled them to achieve system performance. As well as employee behavior defined in this case by sense of self-efficacy and the intention which are positively correlated with the process approach. A key implication is that the process approach seeking to improve the competencies behavior based on knowledge management may do well by performing organizational learning, but they can do even better by building perceptions of self-efficacy and intention.
    Keywords: ISO certification; Process approach; employee behavior; knowledge management; self-efficacy; intention.

  • Critical behavioural index for improving collaborative working in projects teams using Fuzzy Synthetic Evaluation   Order a copy of this article
    by Florence Ellis, Samuel Amos-Abanyie, Titus Ebenezer KWOFIE, Samuel Afram, Clinton Aigbavboa 
    Abstract: Understanding the typologies of critical team behaviours that can optimize collaborative working in construction project delivery is lacking in construction management literature. This study uses fuzzy synthetic evaluation from a questionnaire survey to determine the critical behavioural typologies for effective collaborative working in project teams from a behavioural index. The results showed communication behaviours as the most critical followed by proactive behaviours, boundary-spanning behaviours, ethical behaviours, leadership behaviours and managerial behaviours. Given the significance of behaviours in human functioning, the insight given by this study is expected to motivate project teams to adapt, develop and improve on these behaviours towards effective collaborative working. The findings should also be relevant in cognitive behavioural needs and development in complex interdependent teamwork and task functions in project delivery. The index can engender improved team behaviours in collaborative working that is key to behavioural management in teamwork and organizations.
    Keywords: construction project team; collaborative working; human functioning; team behaviours.
    DOI: 10.1504/IJPOM.2023.10048755
  • Project Management Office (PMO) Managers Competences: Systematic Literature Review   Order a copy of this article
    by Yesica Yesica, Gregorian Jerahmeel, Mohammad Ichsan, Maharani Syahratu Kertapati, Adji Pradana, R. Brahma Aditya 
    Abstract: In the face of increasingly fierce competition, companies need to have project managers who excel and are successful in each of their projects. The PMO manager plays an essential role in the success of any ongoing project; one of the most important factors supporting the project's success is competence. Given the phenomenon in Indonesia, where projects continue to be active, and the need for PMOs continues to grow, skills development is necessary so that PMO managers can perform their duties effectively. Hence, this study has the objective to find out what competencies are required for a PMO manager. This study uses a descriptive qualitative research methodology by combining the systematic literature review (SLR) method to identify competencies for PMO managers, derived from 60 papers, and subject matter expert (SME) to classify the competencies that have been summarized and match the competencies with the PMO Manager function. This study succeeded in extracting 24 competency dimensions which were grouped into seven core competencies.
    Keywords: competence; managerial competence; PMO manager; PMO manager competence.

  • Using Scenarios for the Development of Personal Communication Competence in Project Management   Order a copy of this article
    by Elisa Tinoco, Rui M. Lima, Diana Mesquita, Mariane Souza 
    Abstract: Personal communication is one of the factors having high impact on the success of projects. This work aims studying the usefulness of the application of scenarios for development of personal communication competence. Based on literature review, and considering the professional experience of the researchers, three scenarios were developed and applied. The data collection process was carried out in two moments with 24 participants: during a 3-hour training, with observation and a questionnaire to collect the participants perspective; after the application, through a focus group and narratives. The results suggest that, according to the participants, the scenarios enhance the development of personal communication competence, but also that it may depend on a good conceptual background support, and that learners demonstrate availability and openness to this type of approach. This exploratory study presents scenarios as an innovative approach to increase the knowledge related to the development of personal communication competence in project management.
    Keywords: Scenario Based Learning; Personal Communication; Competences Development; Project Management.

  • R&D project evaluation at a university with knowledge acquisition and Knowledge Engineering   Order a copy of this article
    by Gabriella Haász, Katalin Czakó, Zoltán Baracskai 
    Abstract: Significant research on R&D project evaluation methods is feasible when we have clear data and conditions for measurement. In university projects it is unwise to use directly the reference points and practices of industrial or independent labs. As a result, the method and the model introduced in this paper are adapted to find the most informative success factors for engineering R&D projects when the non-professional project managers experience is the primary source of data. The model was developed using Knowledge Acquisition (KA) while 21 projects within the same domain were recorded in the knowledge-base by semi-structured interviews with experienced project managers during a fine-tuning process. The contribution of this paper is the logical rules and the attributes by which we can understand the project managers mindset in R&D projects of a higher education institutions. The paper includes an evaluation of the projects as a case study.
    Keywords: university laboratories; R&D projects; project evaluation; Knowledge Acquisition; Knowledge Engineering.

  • Human resource allocation in engineering projects: a stepwise approach using learning curve for predicting the required man-hour   Order a copy of this article
    by Ahmad Ebrahimi, Mohsen Nozohouri, Rouhollah Khakpour 
    Abstract: This paper recommends a stepwise method employing learning curves (LCs) to predict the man-hour for performing activities in engineering projects. It goes beyond existing applications of LCs and debates what specific neglected issues should be included and how they can be predicted through LCs. Focusing on man-hour prediction in engineering projects through LCs is not limited to improve the human resource allocation for performing activities, where, it has significant impacts on the improvement of different issues such as labor costs, quality of engineering services, time management in engineering projects, productivity, and competition capability in tenders. This paper identifies the best-known and widely used LCs in the literature and provides analysis in a real-life engineering, procurement, and construction (EPC) contracting company. Hence, the actual man-hour data for a specified engineering activity is gathered in a number of consecutive projects and analyzed to select the best fit LC for prediction.
    Keywords: Learning curves; engineering projects; log-linear model; human resources; stepwise method.

  • A Taxonomy of Software Technologies for Empowering Managing Projects   Order a copy of this article
    by Marvin Opiyo Ambala, Amir Hossein Ghapanchi 
    Abstract: This paper studies software technologies that are offered to empower project managers. A qualitative approach using hermeneutics research method is employed herein. Thematic analysis of data from several software company websites identifies 66 unique software features, categorised into 11 themes. The themes revolve around the management of schedule, communication, governance, finance, resource, risk, tender, collaboration, documents, work and workflow. The paper then draws a link between the themes and their practical application to project management. The paper also identifies opportunities to further this research in studying industry specific software technologies that would provide insights into uniquely available software technologies within those industries.
    Keywords: Software technologies; software features; software functions; project management; project manager.

  • The Effects of Project Management Certification and Project Complexity on Project Quality in Information Technology Projects: An Organizational Information Processing Perspective   Order a copy of this article
    by Jenifer Robertson, Gregory Stock 
    Abstract: The demand for professionally certified project managers in information technology projects has grown significantly since the mid-1980s, and managers associate certification with project manager competence. However, there is little evidence that certification is related to the project quality. We therefore focus primarily on testing whether there is a positive relationship between project management certification and project quality. We also consider how project quality is related project complexity, and we employ organizational information processing theory to examine contingent relationships between these variables. Our results from a sample of 1,444 information technology projects in an international consulting firm show that contrary to expectations, certification was significantly related to poorer project quality. Complexity, as hypothesized, was negatively related to project quality. What was more surprising was a finding that project management certification amplified the negative relationship between project complexity and project quality. We conclude with a discussion of implications for practitioners and researchers.
    Keywords: Project management; certification; complexity; project quality; organizational information processing theory.

  • Tailoring Project Management Practices for Decision Making: An In-depth Comparative Study   Order a copy of this article
    by Wiem Zaouga, Lilia Rejeb, Latifa Ben Arfa Rabai 
    Abstract: The efforts to successfully complete projects lead to the development of various Project Management (PM) standards, best practices and guidelines, issued by different organizational bodies. These PM practices, when appropriately implemented, lead to a better project performance. However, studies on how to adopt and adapt such practices according to management needs, remain limited. In this paper, we are going to focus on how to map the project requirements with the suitable PM practices to support the PM decision making. To respond this question, we put forward an in-depth comparative study amongst the well-established PM practices considering a set of features to pick out their challenges, limits as well as their applicability. Through this comparison, we extend the discussion of PM practices features by contrasting them to three distinct categories of requirements which are technical, contextual and behavioural. This analysis allows us to map each category to its corresponding practice(s). Our finding provides comprehensive recommendation guidelines to both practitioners and researchers in order to improve their decision making in line with the project environment.
    Keywords: Project Management; PM Best Practices; PM Standard; PM Guideline; Recommandation guidelines.

  • Elements of client capabilities in integrated projects   Order a copy of this article
    by Laura Saukko, Kirsi Aaltonen, Harri Haapasalo 
    Abstract: The purpose of this study is to elaborate the elements of client capabilities in integrated project deliveries. In particular, the interest is to identify the capabilities through which the client facilitates achieving integration among project partners during the course of the project. A qualitative research method is applied, and data analysis is based on inductive reasoning. The empirical context is industrial engineering projects conducted in a Nordic country. This study presents a framework of the elements of a clients capabilities in complex industrial engineering projects. The framework elaborated in the study summarizes 10 elements of client capabilities. In addition, five implications of client capabilities in facilitating the achievement of integration are discussed. The elements presented are ones that project practitioners from the client organization must pay attention to in orchestrating integrated project deliveries. This study enhances the understanding of client capabilities in organizing industrial engineering projects.
    Keywords: Client capability; project capability; relational project delivery; integration; interorganizational project; project network.

  • An integrated framework for diversified project portfolio selection   Order a copy of this article
    by Ghizlane EL BOK, Abdelaziz Berrado 
    Abstract: This paper presents an integrated category-based Project Portfolio Selection (PPS) framework for multi-project organizations. The purpose of this study is to help mitigate the gap outlined in the PPS literature, with regards the lack of integrated frameworks which recognize different project categories in the PPS approach. We review the literature of existing PPS methods and develop guidelines for using them in a comprehensive approach. Considering the objectives of an effective PPS framework revealed from the literature, we propose an integrated category-based PPS framework and structure it into distinct stages. Some relevant and well-founded techniques are integrated into our framework according to project categories at hand and Decision Makers preferences. Our approach helps build a well-balanced project portfolio, maximize the portfolio value and preserve its consistency with strategic priorities throughout the PPS process. A case study is conducted in the automotive industry to analyze the feasibility and usefulness of our model.
    Keywords: Project portfolio management; project portfolio selection; integrated framework; project categorization.

  • Eliciting and Exploring Large-Scale Group Preferences to Gain Insight into Group Representation and Convergence   Order a copy of this article
    by Kristin Weger, Sheri Leder, Bryan Mesmer 
    Abstract: In real-world heterogeneous large-scale group decision-making (LSGDM) problems, reaching a consensus that is supported by all or almost all decision makers (DMs) is crucial. Preferences are important to inform decision-making and aid in projecting decision outcomes when stakeholders are prioritizing project activities. This study employed a survey research method to elicit and explore preferences in LSGDM. The researchers used thematic analysis to name and categorize patterns of preference themes across open-ended survey data. Preferences on the individual level were then aggregated with the Majority-based Strategy to statistically evaluate the specific priorities of the stakeholder groups. With the use of mixed methods, preferences amongst stakeholder groups could be explored. Consensus towards the most visible project concepts and activities as well as diverging preferences on factors such as technical risks and project cost were found. We discuss the importance of preference elicitation and exploration in large-scale projects to inform LSGDM.
    Keywords: Preferences; large-scale projects; large-scale group decision-making; consensus; exploration and elicitation.

  • Ongoing performance, resource slack and risk perceptions in projects   Order a copy of this article
    by Helene Delerue, Helene Sicotte 
    Abstract: A project may be conceived as a coalition of absorbed and unabsorbed resources that are allocated by the organization. As such, a project may be subject to constraints in terms of certain resources combined with excesses (i.e., resource slack) in terms of others. This paper builds on the behavioral theory and the prospect theory to understand the role of resource slack in projects by exploring (1) how distinct bundles of absorbed and unabsorbed slack influence project managers risk perceptions; and (2) how the impact of slack on risk perceptions differs according to ongoing project performance. Hypotheses are tested by regression analysis in a sample of 106 project managers. The results show complex effects of project slack on project managers risk perceptions.
    Keywords: Ongoing performance; Absorbed resource slack; Unabsorbed resource slack; Risk perception.

  • The Importance of Auditing as a Success Factor for Oil and Gas Joint Venture Projects   Order a copy of this article
    by Delanyo Quayson, Yakubu Olawale 
    Abstract: Joint venture (JV) projects stakeholders rely on auditing at various stages to provide assurance on the performance of projects (Oakes 2008). However, there is limited research on the importance of auditing to the success of these JVs. This study explored the key roles of auditing in oil and gas JV projects, the stages of the JV lifecycle where auditing is important and their relative importance, the impact of auditing on JV projects and the challenges of auditing JV projects. The study found among others that auditing is not just important but also a critical success factor to Oil and Gas JV projects.
    Keywords: Project auditing; joint venture projects; project success; project success factors; oil and gas.

  • Combining the best concepts of agile methods with concepts from predictive ones: applications of simulations, scenarios, and logic   Order a copy of this article
    by Pinyarat Sirisomboonsuk, James R. Burns, Ray Qing Cao 
    Abstract: In this paper, we utilise deductive analytics based on a review of the literature as well as stochastic simulation, and scenarios to perform a comparison between predictive methods like waterfall and adaptive methods such as scrum. We compare these methods using several project management performance criteria such as cost, duration, value delivered, payback (breakeven) period, predictability, project size, criticality, complexity, challenges, etc. Based on these findings, we synthesise a new plan-driven, predictive procedure that will enable it to be competitive with the adaptive/agile methods in situations where it makes sense to use a predictive method.
    Keywords: agile method; agile project management; adaptive method; predictive procedure; waterfall method; scrum; breakeven point; traditional project management; hybrid methodology; plan-driven method; iterative development; continuous delivery; disciplined agile; payback period.
    DOI: 10.1504/IJPOM.2022.10050778
  • The core functions of project management in an emerging economy: a new measurement scale   Order a copy of this article
    by Claudia Inés Sepúlveda-Rivillas, Joaquin Alegre, Victor Oltra 
    Abstract: The development of measurement scales in the field of project management is based mainly on evidence from developed countries using a function-specific approach. Project management in emerging countries is less understood. This paper presents an instrument of measurement for the core functions of project management using a function-general perspective in the context of an emerging economy (Colombia). It incorporates a cross-sectional study using a psychometric approach and confirmatory factor analysis. An online questionnaire is applied to 257 project managers/directors of organisations in Colombia (one per company). The core functions are identified as 'management of project stakeholders' (a second-order factor consisting of 'effective management of project team', and 'management of interaction with stakeholders'), and 'project risk management'. The scale (11 items) satisfies the criteria of goodness of fit, reliability, and validity, and it is useful for reducing the overall length of previous conceptual proposals. The proposed scale is parsimonious, plausible, reliable, and valid, and could be used for company diagnostics and future quantitative studies in the field of project management. The present study contributes to the literature by clarifying the dimensions, structure, items, and implications of the core functions of project management from a function-generic perspective in emerging economies.
    Keywords: project management; core functions; questionnaire; project management scale; psychometric analysis; confirmatory factor analysis; emerging countries.
    DOI: 10.1504/IJPOM.2022.10050779
  • Leading factors and root causes of delay and cost overrun of IT and construction projects in the retail industry in Chile   Order a copy of this article
    by Nicolás Munizaga, Yakubu A. Olawale 
    Abstract: Despite project management practice and training gaining popularity in organisations, many projects continue to suffer delay and cost overrun. Literature has focused mainly on identifying factors causing delay and cost overrun with limited focus on the root cause of these factors. Additionally, the focus of many of these studies have been in relation to construction projects or information technology/systems (IT/IS) projects individually. This study aims to fill this gap by identifying the root causes of delay and cost overrun of construction and IT/IS projects in the retail industry of Chile. It was found that the root causes of delay and cost overrun were actually internal organisational factors and not internal project factors as it may initially appear. Therefore, this study recommends the correct application of the lessons learned approach to identify and establish countermeasures that reduce the impact of these factors in order to improve the performance of projects.
    Keywords: delay; cost overrun; retail project; IT projects; construction projects; Chile; five whys; root causes.
    DOI: 10.1504/IJPOM.2022.10050784
  • Analysis of risk as opportunity in the management of software projects: a study of Brazilian companies   Order a copy of this article
    by Karollay Giuliani De Oliveira Valério, Carlos Eduardo Sanches Da Silva, Sandra Miranda Neves 
    Abstract: Risk management is linked to the continuity of the company's business. The purpose of this article is to identify how risk-as-opportunities are used in software development companies. Risk strategies were identified in the literature as opportunities that were summarised in a questionnaire and later submitted through a survey of exploratory characteristics. It was analysed how the 92 Brazilian software development companies certified by CMMI-SEI approach risk strategies as opportunities in their projects. The results show that risk-as-opportunities approaches have a strong correlation between the variables: increased project efficiency and proactive action throughout the chain, associated with the sale and after-sales of the product and product differentiation. Among the opportunities-seeking approaches, open innovation and the use of the internet and technologies were evidenced. Finally, the hypothesis was accepted that the managers of the evaluated software companies do not use risk as opportunity strategies in the management of their projects.
    Keywords: project management; risk management; risks as opportunity; CMMI certified companies; software projects.
    DOI: 10.1504/IJPOM.2022.10050782
  • Paradigmatic change of dissertation research pattern: a qualitative assessment of project management education   Order a copy of this article
    by Mehrdad Sarhadi, Seyed Hosein Hoseini 
    Abstract: Reflecting the learners' experiences and expectations are not well-addressed in the current literature of project management (PM) education. The present study aims to clarify some new aspects of PM dissertation research from the perspective of PhD students. An abductive qualitative approach was adopted by applying the case study research method. Confronting theory with the empirical world through two concepts of 'research methodology' and 'research governance', led to the identification of four major research patterns, two of which arise from the theory including modern and participation (late modern) patterns, while the other two arise from the practice including two distinctive forms of the transitional pattern from modernism to participation, which are directed by drivers and inhibitors, under the two competing discourses. Research findings present new insights on paradigmatic changes of PM academic education in Iran, as well as a qualitative framework for the assessment of PM graduate programs.
    Keywords: paradigm change; discourse; research methodology; research governance; PhD dissertation; project management education.
    DOI: 10.1504/IJPOM.2022.10050780