Forthcoming articles

International Journal of Project Organisation and Management

International Journal of Project Organisation and Management (IJPOM)

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International Journal of Project Organisation and Management (11 papers in press)

Regular Issues

  • 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.

  • Joint Venture versus Non-Joint Venture Projects in the UAE Construction Industry: A Comparison of the Usage of Project Management Practices and Performance   Order a copy of this article
    by Hamdi Bashir, Gordian Ojiako, Ibrahim Garbie 
    Abstract: The purpose of this paper is to report on a study comparing joint venture and non-joint venture projects in terms of their performance and usage of project management practices. Data were obtained from project managers at 99 contracting organisations in the United Arab Emirates (UAE) construction industry. The results show an agreement between the two types of project in the usage level of 35 out of 40 different practices associated with the 10 knowledge areas articulated in the Project Management Institute (PMI) Project Management Body of Knowledge (PMBOK) Guide (PMI, 2017). However, joint venture construction projects had higher usages of four cost-and procurement-related practices compared to non-joint venture construction projects. The results also show that although they are associated with increased risks due to the involvement of partners, generally the overall performance of joint venture construction projects is comparable with that of non-joint venture construction projects. The findings of this study could be of value to organisations that are planning to form joint venture projects in the UAE and other countries with similar environments.
    Keywords: Project Management Practices; Performance; Joint Ventures; Non-joint Ventures; Construction Industry.

  • Scaling Up to Speed Up? A critical evaluation of programme management in Indonesian megaproject development   Order a copy of this article
    by Delphine Delphine, Yudhi Timor Bimo Prakoso, Patrick Witte, Tejo Spit 
    Abstract: For decades, policymakers in developing countries have perceived mega-infrastructure project development as a viable strategy to achieve economic growth. However, in practice, megaproject management underperforms and does not live up to this ambition. This is largely rooted in the contradiction between the temporary organization of megaproject management and the long-term strategic goals of such projects. Because of this, there is a strand of literature advocating programme management as a new mode of megaproject governance to counteract the complexity of megaproject development. This paper aims to contribute to the literature both on megaproject development and programme management by providing a critical evaluation of programme management in dealing with these contradictions, particularly in the case of immature economies in developing countries. The paper reflects on a case study of the acceleration of infrastructure projects in Indonesia through a programme management approach. A content analysis on policy documents and online official media releases was performed and in-depth interviews with key stakeholders at both the strategic and project level, as well as expert interviews, were conducted. The findings show that there are two sides of programme management. Despite the success at the strategic level, stakeholders at the project level are unable to create effective and efficient interaction, especially in dealing with dynamic power relations and unfamiliar funding schemes. This means that the shift from projectification to programmafication is not always followed up by significant shifts in stakeholders attitudes and behaviors at the project level.
    Keywords: programme management; project management; megaproject; governance; Indonesia.

  • Inter-Organizational Project Network Integration: A Systematic Literature Review   Order a copy of this article
    by Laura Saukko, Kirsi Aaltonen, Harri Haapasalo 
    Abstract: The purpose of this paper is to achieve an understanding of integration in inter-organizational project networks. This paper encapsulates scattered research streams concentrating on integration and adds to the perspectives of integration studies towards inter-organizational project network landscapes. The adopted research method is a systematic literature review through a qualitative content analysis. A framework including eight concepts of integration in project networks is identified. The developed framework improves understanding of how academic literature examines and comprehends integration in inter-organizational project networks. The findings highlight consistent streams of discussion, gaps in knowledge, and propose a need for further research. There are a limited number of efforts towards creating a comprehensive understanding of how integration is presented and takes place in practice in complex project networks. This paper points out collaborative practices as the centre of academic attention. In addition, it reveals a scarce attention on exhaustive themes such as integration governance.
    Keywords: Integration; project network; inter-organizational project.

  • Effectively Designing and Embedding Measurable Results in a Project Business Case   Order a copy of this article
    by Joseph Ssegawa 
    Abstract: This article discusses the project domain framework (PDF), a tool developed to provide a systematic and structured approach to documenting a conceived idea into a project business case. It was motivated by challenges that project champions encounter when developing a business case as identified in literature and practically observed during consultancy assignments. The PDF comprise of three tools; the project domain map (PDmap), used to systematically identify key statements of a project concept and which are then populated in a matrix called the PDmat. Based on the PDguide, the statements are then systematically and logically used in writing a business case narrative. As long as a clients need culminates in establishing or improving a service, the PDF is useful in three ways: provides an easy entry point for initiating projects; allows the inclusion a mechanism for measuring project results; and guides the systematic writing of project statements that are logically linked to form a well-articulated narrative of a business case
    Keywords: business case; project design; project initiation; project management; monitoring and evaluation.

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.

    by Chaher Zid, Narimah Kasim, Ali Raza Soomro 
    Abstract: The project management has been described as managing resources on a given activity of an organization unit dedicated in order to meet the attainment of a goal and a successful completion of development project. Many researchers have been endeavored to develop the best practice of project management in conformance with predetermined performance specifications to avoid delays, overrun cost, quality reduction and to meet the specific requirements of stakeholders as well. This research paper reviews the literature on the project management relevant to the project success and determines these specific success criteria and the value of the iron triangle cost-time-quality to better practice for the project management. Moreover, this paper proposes that the project success can be defined in terms of the integration of the project management and success criteria Cost-Time-Quality to meet the satisfaction and the expectation of the stakeholders.
    Keywords: Project Management; Success Criteria; Cost-Time-Quality; Project Success; Satisfaction of Stakeholders.

  • Development of Integration Risk on Integrated Management System in Order To Increase Organisational Performance of Construction Company   Order a copy of this article
    by Ringgy Masuin, Yusuf Latief 
    Abstract: Globalization makes all organisation must have a robust management system to manage their organisation. The implementation of integration management system (Quality, Health and Safety, Environment management system) begins in the manufacturing industry, then develops in the health industry and so on currently being researched for its application in the construction industry. There are various risks in the standard management system. These risks are very influential on the operational process of an organisation. The integrated risks involved in an organisations operations include quality risk, environmental risk, occupational health and safety risks, information system risks, and so on. If the risk can be recognized and managed well, will become a strategy for improving organisation performance. So, this research discusses how integrated risk can be well managed so that improving organisation performance. This research has survey method analysis by RII to know the possible dominant risk. Results that explain variable/clause to improve organisation performance must are scope of organisation and leadership.
    Keywords: integration risk; integrated management sysem; organisation performance; construction company.

  • Does Cooperative Participant Strengthen Small & Medium Enterprises Competitiveness in East Java?   Order a copy of this article
    by Eddy Suprapto, Dwi Budi Santoso, Girindra Mega Paksi, Muhammad Kholisul Imam 
    Abstract: Since 2008, the numbers of cooperatives in East Java have almost doubled, which expected to increase Small & Medium Enterprise (SME) competitiveness through easier access to financial aid. Likewise, the number of SME in East Java is also increased. However, its growth rate is still lower than that of cooperatives. Therefore, this research aims to learn whether cooperatives in East Java can improve SME competitiveness by understanding the impact of cooperative participation towards SME revenues. Here, the treatment effect is conducted not only to estimate the magnitude of that impact, but also to identify the factors determining SME perceptions of entering cooperative. This research uses primary data, collected from 75 cooperative-participant SME and 75 of non-cooperative participants SME. The result shows that SME revenues for the cooperative participant are higher than that of the non-cooperative participant, indicating the cooperative significantly contributes to increasing SME revenues. Moreover, supported by SME perception for joining cooperative, the interest of SMEs participates in cooperative mainly due to its capability in widen market shares and providing resources for SMEs production in competitive ways. From SME perspectives, cooperative should be able to strengthen SME networks in both input and output markets; thus, SME competitiveness may be increased.
    Keywords: Cooperative Participation; SME Competitiveness; Treatment-Effect Model.