Project management: openings for disruption from AI and advanced analytics

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Fred Niederman
Keyword(s):  
Project Management ◽  
Project Managers ◽  
Net Benefit ◽  
Software Support ◽  
Content Type ◽  
Skill Sets ◽  
Management Domain ◽  
Current Trends ◽  
Hands On ◽  
Management Capabilities

PurposeThe purpose of this essay is to illustrate how project management “pull” and AI or analytics technology “push” are likely to result in incremental and disruptive evolution of project management capabilities and practices.Design/methodology/approachThis paper is written as a critical essay reflecting the experience and reflections of the author with many ideas drawn from and extending selected items from project management, artificial intelligence (AI) and analytics literatures.FindingsNeither AI nor sophisticated analytics is likely to elicit hands on attention from project managers, other than those producing AI or analytics-based artifacts or using these tools to create their products and services. However, through the conduit of packaged software support for project management, new tools and approaches can be expected to more effectively support current activities, to streamline or eliminate activities that can be automated, to extend current capabilities with the availability of increased data, computing capacity and mathematically based algorithms and to suggest ways to reconceive how projects are done and whether they are needed.Research limitations/implicationsThis essay includes projections of possible, some likely and some unlikely, events and states that have not yet occurred. Although the hope and purpose are to alert readers to the possibilities of what may occur as logical extensions of current states, it is improbable that all such projections will come to pass at all or in the way described. Nonetheless, consideration of the future ranging from current trends, the interplay among intersecting trends and scenarios of future states can sharpen awareness of the effects of current choices regarding actions, decisions and plans improving the probability that the authors can move toward desired rather than undesired future states.Practical implicationsProject managers not involved personally with creating AI or analytics products can avoid mastering detailed skill sets in AI and analytics, but should scan for new software features and affordances that they can use enable new levels of productivity, net benefit creation and ability to sleep well at night.Originality/valueThis essay brings together AI, analytics and project management to imagine and anticipate possible directions for the evolution of the project management domain.

Evolution of project management studies in the XXI century

2020 ◽  
Vol 13 (4) ◽  
pp. 867-888
Author(s):  
Sławomir Wawak ◽  
Krzysztof Woźniak
Keyword(s):  
Project Management ◽  
Text Mining ◽  
Design Methodology ◽  
Project Managers ◽  
Time Span ◽  
Content Type ◽  
Current Trends ◽  
Scientific Papers ◽  
Expert Analysis ◽  
Number Of Publications

PurposeThe objectives of the study were to demonstrate the suitability of methodology based on a text mining toolset for detecting trends in scientific papers and to find trends that were present in the field of project management during the research time span (2000–2019).Design/methodology/approachAn approach based on text mining tools supported by expert analysis was adopted due to an extensive number of publications in the field of project management. The novelty of the approach lies in the proposed method of trends discovery instead of the commonly used trends predefinition. The use of computer support allowed the full texts of papers, and not only abstracts, to be analysed, which significantly increased the reliability of the achieved results. Overall, 3,544 papers from seven journals were analysed.FindingsAs a result, 43 trends were discovered including seven long-lasting, four declining, 17 emerging and 15 ephemeris trends. Trends were analysed in comparison with the results of previous studies and project management frameworks. New trends and potential gaps were discussed.Originality/valueThe results highlight the topics of research that gain popularity among researchers, and which are related to the current problems that arise in project management. Therefore, the results can help focus studies on the most important areas, as well as find new ones which are not so popular yet. The knowledge of current trends is also important for those project managers who seek to improve the efficiency of their work.

Innovation in infrastructure projects: an Australian perspective

2016 ◽  
Vol 8 (2) ◽  
pp. 113-132 ◽  
Author(s):  
Soroush Maghsoudi ◽  
Colin Duffield ◽  
David Wilson
Keyword(s):  
Project Management ◽  
Design Methodology ◽  
New Products ◽  
Project Managers ◽  
Lessons Learned ◽  
Risk Averse ◽  
Infrastructure Projects ◽  
Content Type ◽  
Design Project ◽  
Effective Implementation

Purpose Unlike manufacturing and research and developments, major infrastructure projects rarely emphasize or drive their objectives on the basis of innovation. This is in part because of a risk-averse culture, yet conceivably great benefits and opportunities are being lost because of this behavior. Design/methodology/approach The case for focusing on innovation in infrastructure projects is that the reasons driving innovation are not fully understood, and this impedes the effective implementation of lessons learned for the numerous innovative projects into practice more generally. The purpose of this study was to discover how innovation is produced and captured in major infrastructure projects in Australia and to understand how innovation may be replicated for future projects through refinement of design, project management, finance and procurement. Findings Engineering and project managers may find this paper helpful to better understand how innovation might happen in infrastructure projects and what different forms it can take. Originality/value The findings of this study demonstrate that people and culture drive consistent successful infrastructure outcomes more than simply the development of new products or processes.

Leadership and Management in a Workshop-Based Educational Project

2017 ◽  
pp. 929-940
Author(s):  
Kin Wai Michael Siu ◽  
Yi Lin Wong
Keyword(s):  
Project Management ◽  
Environmental Sustainability ◽  
Management Strategies ◽  
Project Managers ◽  
Educational Activities ◽  
Leadership And Management ◽  
Educational Project ◽  
The Core ◽  
Hands On

The current project management literature seldom addresses the leadership and management strategies used in educational project. The knowledge specialized for workshop-based educational project is even more limited. As one of the most complicated educational projects, this chapter aims to define what workshop-based educational project and its uniqueness is, examine the concerns in such workshop and analyze possible roles of project manager through the case study of the environmental sustainability project. The parties involved and their relationship in work are also clearly revealed. Six unique concerns which specifically exist in such kind of project and five roles of its project managers are identified are discussed and explained by using the case study. It is hoped that the discussion in this chapter is able to give references for educators or administrators who plan to hold projects which involve hands-on workshops as the core of educational activities.

Project management in higher education: a grounded theory case study

2019 ◽  
Vol 40 (5) ◽  
pp. 338-352 ◽  
Author(s):  
Seth Porter
Keyword(s):  
Grounded Theory ◽  
Project Management ◽  
Portfolio Management ◽  
Project Managers ◽  
Theory Approach ◽  
Content Type ◽  
Complex Process ◽  
Management Concepts ◽  
Qualitative Research Methodology

Purpose This paper analyzes project and portfolio management within a major research library, while it was undergoing a complete physical renovation and reinvention of programs and services. This is a complex, almost 100-million-dollar undertaking that implemented a project management (PM) methodology known as portfolio management. The purpose of this paper is to analyze the implementation and management of this process and provide a brief overview on project and portfolio management as a discipline. Additionally, it provides strengths and weaknesses as well as recommendations when implementing PM. Design/methodology/approach The analysis uses a qualitative research methodology case study with a theoretical foundation of inductive grounded theory. The case study is based primarily on seven interviews of project managers who are involved with the project. It also uses document analysis to assist in triangulating the findings and provide a contextual overview of a complex process. A number of themes emerged into overall categories and findings. Findings The key takeaways were the perceived strengths and weaknesses of the process. The strengths were improved communication and transparency, improved organization and documentation and formal decision-making process and resource allocation. The weaknesses were the hammer and the nail problem, the tools and paperwork, rigidity and the lack of agility within the process. This study also describes the process in detail and gives recommendations for improving the methods implemented in similar circumstances. Originality/value This paper analyzes strategic management concepts from an empirical grounded theory approach and real-world perspective with key recommendations.

scholarly journals Software development as a design or a production project

2007 ◽  
Vol 20 (1) ◽  
pp. 70-82 ◽  
Author(s):  
Tom McBride ◽  
Brian Henderson‐Sellers ◽  
Didar Zowghi
Keyword(s):  
Project Management ◽  
Software Development ◽  
Structured Interview ◽  
Project Managers ◽  
Small Sample ◽  
Management Approach ◽  
Development Projects ◽  
Simple Test ◽  
Content Type ◽  
Production Problems

PurposeThe paper seeks to investigate whether project managers regard software development projects as design problems or production problems.Design/methodology/approachProject management literature was examined to determine what evidence there should be to indicate whether a software development project was regarded as a problem to be solved or a product to be produced. Data were then collected through structured interview of project managers currently engaged in managing software development projects. The data were analysed to determine how project managers regarded their projects and whether this matched a theoretical expectation.FindingsThe empirical data indicated that most project managers regard their projects as production problems, where it is assumed that the underlying problem is largely understood, the project encapsulated in a planned schedule of activities and there will be an emphasis on monitoring the project against the planned progress.Research limitations/implicationsOwing to the small sample size of fewer than 30 project managers, external validity is weak. More research is needed to confirm these results over a larger sample and to probe more subtle orientation to production or design projects.Practical implicationsThe research developed a simple test to indicate the degree of novelty of the application to be developed. The test indicates whether the application is novel and should be treated as a design problem, or well known and therefore should be treated as a production problem.Originality/valueThe paper draws attention to the need for project managers to evaluate the type of application to be developed and to adopt an appropriate project management approach. The paper also provides a simple test to achieve that objective.

Mediating influence of time management on the relationship between adult attention deficit and the operational effectiveness of project managers

2016 ◽  
Vol 35 (8) ◽  
pp. 970-984 ◽  
Author(s):  
Graeme Coetzer ◽  
Godfrey Gibbison
Keyword(s):  
Project Management ◽  
Attention Deficit ◽  
Time Management ◽  
Project Managers ◽  
Self Report ◽  
Future Research ◽  
Operational Effectiveness ◽  
Content Type ◽  
Potential Benefits ◽  
The Relationship

Purpose The purpose of this paper is to examine the relationship between adult attention deficit (AAD) and the operational effectiveness of project managers (OEPM) as mediated by time management (TM). Design/methodology/approach In total, 104 actively employed business graduate students each had the opportunity to be a project manager within a project team. Each team member rated the others on their operational effectiveness, completed a self-report measure of TM and identified a close associate who completed an observer version of the Brown Adult Attention Deficit Scale. The Sobel and Hayes tests were used to test the hypothesis that TM mediates the relationship between AAD and OEPM. Findings AAD is negatively associated with TM and OEPM, and TM is positively associated with OEPM. TM partially mediates the relationship between AAD and OPME. Research limitations/implications Future research requires a sample of project managers drawn directly from the workplace, and needs to examine the association of AAD with a wider set of project conditions and associated competencies to identify potential benefits and challenges. An updated and validated measure of both TM and the OEPM is required in future research. Practical implications Individuals and organizations wanting to ensure timely and successful completion of key tasks and projects need to be aware of the potentially constraining influence of AAD on TM and OPME. Relatively more intensive time and project management training is suggested for disordered project managers and team members. The use of organizational coaches and peer coaching within project teams represents a potential opportunity for distributing the potential benefits of the disorder while managing the challenges. Employee assistance programs that raise awareness and provide access to assessment are an important part of multi-modal management of the disorder in the workplace. Social implications Employers are facing increasing social, legal and economic pressures to support functional but disordered employees, be more inclusive and take appropriate advantage of employee diversity. This research provides constructive suggestions for how to support disordered employees with project management responsibilities. Originality/value This research study is the first examination of the relationships between AAD, TM and OEPM, and is of value to researchers, organizational development specialists, human resource management specialists, managers and employees who are seeking effective multi-modal management of the disorder in the workplace.

An empirical examination of the relationship between adult attention deficit and the operational effectiveness of project managers

2016 ◽  
Vol 9 (3) ◽  
pp. 583-605 ◽  
Author(s):  
Graeme Coetzer
Keyword(s):  
Project Management ◽  
Attention Deficit ◽  
Project Managers ◽  
Project Manager ◽  
Symptom Clusters ◽  
Project Teams ◽  
Operational Effectiveness ◽  
Content Type ◽  
Multimodal Management ◽  
The Relationship

Purpose – The purpose of this paper is to examine the relationship between adult attention deficit (AAD) and the operational effectiveness of project managers (OEPM). Design/methodology/approach – In total, 160 actively employed business graduate students participated in a business course where they were assigned to four person project teams responsible for completing a major business project. The project contained four sub-projects each of which was managed by a different team member. At the end of the semester each team member rated the others on their operational effectiveness as a project manager. Each subject identified a close associate who completed an observer version of the Brown Attention Deficit Scale. Product moment correlations were used to test the hypotheses that AAD and each of the symptom clusters are negatively associated with OEPM. Simultaneous linear regression was used to test the hypothesis that difficulties activating and organizing to work (DAOW) is uniquely associated with OEPM after controlling for the influence of all the other symptom clusters. Findings – AAD and each of the symptom clusters is negatively associated with OEPM, and DAOW is uniquely associated with OEPM. Research limitations/implications – Research study is limited by use of an indirect work sample (working graduate students) and future research requires direct workplace samples of project managers. The influence of creativity within the relationship between AAD and project management effectiveness requires further investigation and may reveal beneficial aspects of the disorder. Practical implications – Individuals and organizations wanting to ensure timely and successful completion of key tasks and projects need to be aware of the influence of AAD on OEPM. The provision of intensive project management training/coaching, regular performance feedback, project management tools and an organized work space free of distractions is suggested for disordered project managers. Disordered project managers are especially vulnerable during the task activation and organization phase which may be addressed through the use of peer coaching and constructive team support. The effective design and management of project teams represents a significant opportunity for distributing the potential creative benefits of the disorder while managing the deficits. Pairing disordered employees with coworkers who are less creative but have better administrative skills may be mutually beneficial. Employee assistance programs that raise awareness and provide access to assessment are an important part of multimodal management of the disorder. Social implications – Increasing social, economic and legal pressures to provide reasonable accommodation for functional but disordered employees, be more inclusive and take appropriate advantage of employee diversity underscores the general social value of this research. Originality/value – This research study is the first examination of the influence of AAD within the nomological network that determines project manager effectiveness. The results are of value to researchers, organizational development specialists, human resource management specialists, managers and employees who are seeking effective multimodal management of the disorder in the workplace.

scholarly journals Using a Case Method Approach in an IT Project Management Curriculum: A Long Look over the Shoulder of a Practitioner at Work

10.28945/2655 ◽  
2003 ◽  
Author(s):  
Tony Jewels ◽  
Christine Bruce
Keyword(s):  
Project Management ◽  
Project Managers ◽  
Practical Implementation ◽  
Case Method ◽  
It Project Management ◽  
Skill Sets ◽  
It Project ◽  
Management Curriculum ◽  
Role Demands ◽  
Method Approach

Modern IT project managers require a range of multi-disciplinary skill-sets in order to increase the likelihood of project success. Delivery of a single course unit, which attempts to prepare students for the rigours demanded from this role, demands a delicate blend of topics from curricula administrators and a pedagogy that best suits its environmental constraints. The Faculty of Information Technology of one university is using an integrated case method approach in an attempt to link theoretical constructs of IT project management (ITPM) with a real-world, practical implementation example. An analysis of student post-unit feedback indicates a variation in understanding of what had been learnt, providing an opportunity to advance the teaching model.

scholarly journals Organizational culture and project management methodology: research in the financial industry

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Katarzyna Piwowar-Sulej
Keyword(s):  
Organizational Culture ◽  
Project Management ◽  
Significant Relationship ◽  
Project Managers ◽  
Future Research ◽  
Successful Implementation ◽  
Financial Industry ◽  
Dominant Type ◽  
Content Type ◽  
Project Characteristics

PurposeOrganizational culture has an impact on various activities in organizations, including project management (PM). The aim of the study is to answer the following research questions: RQ1: what significance is attributed to organizational culture compared to the objective project characteristics when choosing the dominant PM methodology in organizations? RQ2: which type of organizational culture is preferred for successful implementation of different PM methodologies? RQ3: what kind (if any) of relationship exists between the dominant type of organizational culture in organizations and the dominant PM methodology?Design/methodology/approachThe author surveyed 100 project managers working in the financial industry in Poland with the use of personal structured interviews. The competing values framework (CVF) concept authored by Cameron and Quinn was used.FindingsProject managers find organizational culture more important than objective project characteristics when choosing the dominant PM methodology in an organization. Although statistical analysis revealed a significant relationship between the preferred type of organizational culture and PM methodology, there is no significant relationship between the existing type of organizational culture and the PM methodology which prevails in the company.Research limitations/implicationsFuture research should investigate other industries and other typologies of organizational culture.Practical implicationsThe paper provides recommendations for management practice on how to shape organizational culture in the context of successful PM with the application of different PM methodologies.Originality/valueThis study fills a gap in the theory of PM by identifying and empirically verifying the theoretical linkage between the type of organizational culture and PM methodology.

Factors affecting the ERP implementation in Indian retail sector

2015 ◽  
Vol 22 (7) ◽  
pp. 1315-1340 ◽  
Author(s):  
Poonam Garg ◽  
Ajay Chauhan
Keyword(s):  
Project Management ◽  
Theoretical Model ◽  
Project Managers ◽  
Equation Modeling ◽  
Successful Implementation ◽  
Retail Sector ◽  
Affecting Factors ◽  
Erp Implementation ◽  
Content Type ◽  
Team Members

Purpose – The purpose of this paper is to make an effort in identifying and exploring the factors which may affect the success of ERP implementation in Indian retail sector. This paper also analyses the between the factors and their impact on the successful implementation of ERP using the structured equation modeling (SEM) approach. “Organizational,” “Technological,” “People” and “Project Management” are the examined factors. Design/methodology/approach – A theoretical model is created that explains the factors which may affect the success of ERP implementation. Hypotheses were also developed to evaluate the interrelationship between affecting factors and success of ERP implementation. Empirical data is collected through survey questionnaire from practitioner like project sponsors, project managers, implementation consultants and team members who are involved in ERP implementation in retail sector to test the theoretical model. Findings – Using SEM, it is found that 62.7 percent of the variations of ERP implementation success can be explained with the help of the model suggested in the research study. The finding also confirms that there is significant positive interrelationship between “Organizational,” “Technological,” “People,” “Project Management” and success of ERP implementation in Indian retail sector. Research limitations/implications – The research is subject to the normal limitations of survey research. The study is using perceptual data provided by project sponsors, project managers, implementation consultants and team members who are involved in ERP implementation in retail sector, which may not provide clear measures of performance. However, this can be overcome using multiple methods to collect data in future studies. Practical implications – Findings from this paper can provide greater understanding in the area of ERP implementation. This study will provide valuable insights to researchers, practicing managers and those who are planning to implement ERP in retail sector. Originality/value – The study integrates the affecting factor with success of ERP implementation, i.e. “Organizational,” “Technological,” “People” and “Project Management” are the key drivers for the effectiveness and success of ERP implementation in Indian retail sector. Very few studies have been performed to investigate and understand this issue. Therefore, the research can make a useful contribution.

Sign in / Sign up

Export Citation Format

Share Document