Virtual global project management in eighteenth-century astronomy

2020 ◽  
Vol 26 (4) ◽  
pp. 535-555 ◽  
Author(s):  
Klaus Brockhoff
Keyword(s):  
Eighteenth Century ◽  
Project Management ◽  
Major Elements ◽  
Astronomical Unit ◽  
Mutual Trust ◽  
Content Type ◽  
Communication Costs ◽  
Management Perspective ◽  
Communication Devices ◽  
Project Objectives

Purpose This paper aims to demonstrate that virtual project management can be based on a common spirit and mutual trust to achieve project objectives, rather than the use of modern electronic devices to lower communication costs. Design/methodology/approach Evidence from the eighteenth-century files of Academies of Science and from astronomical literature is used to characterize the projects and to show how major elements of project management (such as identification of benefits to stakeholders, management of uncertainties, communication and data aggregation across related projects) were applied. Findings The analysis shows how the initiative to better measure the Astronomical Unit defined a megaproject, and how this was broken down at local Academies of Science into major projects or programs. This, in turn, resulted in individual expeditions. It demonstrates that innovations arose from the projects, and that learning from earlier expeditions resulted in the final success of the megaproject. Research limitations/implications The literature used was not written to demonstrate project management. In this respect, both the original sources and the later reports may lack information with respect to the present topic. Today’s project management might learn from the study that coordination and communication can greatly benefit from a joint vision of the project if based on a common spirit and mutual trust. Practical implications Present day project management might benefit from the finding that common values reduce communication costs in a similar way as recent electronic communication devices. Originality/value The author believes that this is the first paper to analyze the Venus transit projects from the project management perspective. This was a complex and global megaproject. The approaches taken to achieve the objectives relevant to different stakeholders provide lessons for today’s management of megaprojects.

scholarly journals The Giza pyramid: learning from this megaproject

2019 ◽  
Vol 25 (3) ◽  
pp. 364-383 ◽  
Author(s):  
Chris Procter ◽  
Mark Kozak-Holland
Keyword(s):  
Project Management ◽  
Design Methodology ◽  
Ancient Egypt ◽  
Ancient History ◽  
Recent Discussion ◽  
Content Type ◽  
Management Perspective ◽  
Great Pyramid ◽  
Many Sources ◽  
Learning From History

Purpose The purpose of this paper is to demonstrate the contemporary relevance of the management of the Great Pyramid of Giza project. Design/methodology/approach The paper uses evidence from the literature from many disciplines concerning both the objectives and construction of the pyramid. It relates this to recent discussion concerned with the issues faced in megaproject management, which are core to the discussion of success and failure. Findings The analysis shows the significance of the “break-fix model” of megaproject management and how having a sequence of megaprojects builds management through a learning process. It demonstrates the significance of innovation arising from the experience of previous projects in solving major technical challenges and illustrates the importance of the organisation and ethical management of a substantial workforce. Research limitations/implications There is very limited reliable documentary evidence from the time of the construction of Giza (c.2560 BCE). Many sources concerning ancient Egypt are still widely contested. However, the use of research from a combination of disciplines demonstrates the relevance of the project and the importance of learning from history to contemporary project management. Originality/value The authors believe that this is the first paper to analyse the Giza pyramid project from a project management perspective. This was arguably the most significant construction project of ancient history and the paper explains the lessons, which can be learned, which are very significant to today’s megaprojects.

The empirical reality of project management failures in the construction of social housing projects in South Africa

2020 ◽  
Vol 18 (4) ◽  
pp. 417-435
Author(s):  
Christopher Amoah ◽  
Kahilu Kajimo-Shakantu ◽  
Tanya van Schalkwyk
Keyword(s):  
South Africa ◽  
Project Management ◽  
Social Housing ◽  
Free State ◽  
Project Implementation ◽  
Content Type ◽  
The Social ◽  
Project Deliverables ◽  
The Government ◽  
Project Objectives

Purpose The concept of government reconstruction development programme (RDP) social housing in South Africa was rolled out in 1994 after the African National Congress Government came to power when the apartheid rule was abolished. The main aim of the government was to enhance the lifestyles of the poor in society through the provision of houses that they could not afford in the open market. However, many concerns have been reported about the social housing project in terms of poor project implementation and the delivery of deliverables that do not befit the need of the end-users. This study aims to assess the flaws in the application of project management (PM) principles in the construction of these social houses. Design/methodology/approach A quantitative approach was adopted for the study by making use of closed- and open-ended questionnaires to collect data from 1,893 social housing inhabitants in Bloemfontein, Free State. Descriptive statistics and R programming language software were used to analyse the data collected. Findings The findings reveal that there was a profound failure in the application of PM principles in the construction of the social houses leading to the provision of deliverables that do not meet the needs of the beneficiaries. There are also poor project deliverables and lack of consultations that could have probably been prevented had proper PM systems been put in place by the government throughout the project lifecycle. This lack of proper PM philosophies has generated dissatisfaction among the beneficiaries leading to numerous complaints about the social housing programme. Research limitations/implications The survey was done in only RDP housing communities in Bloemfontein in the Free State Province of South Africa; however, the result may be applicable in other RDP housing programmes. Practical implications The empirical results indicate that the government has been providing houses with disregard to project objectives by not instituting an appropriate PM systems; hence, the main objective of providing befitting houses to the less privileged to enhance their living conditions has woefully failed, as the inhabitants do not see any improvement of their social standings after receiving the houses. This means the government might have wasted resources as a result of ineffective PM throughout the project implementation. Originality/value This study has identified PM flaws in the construction of the RDP houses, which have led to poor project deliverables. This study thus gives recommendations with regard to proper PM strategies for the implementation of the same or similar project in the future to achieve project objectives.

Project flexibility and creativity: the moderating role of training utility

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Olajumoke A. Awe ◽  
E. Mitchell Church
Keyword(s):  
Project Management ◽  
Social Interaction ◽  
Organizational Support ◽  
Critical Role ◽  
Project Managers ◽  
Mutual Trust ◽  
Management Scenarios ◽  
Content Type ◽  
Good Communication ◽  
Communication Environment

PurposeThe purpose of this paper is to study project management performance measures by analyzing how training utility affects the relationships between mutual trust, social interaction and creativity as well as mutual trust, social interaction and flexibility in projects.Design/methodology/approachUsing training utility and organizational support theory, eight hypotheses were developed. Responses from 279 project management professionals in the USA were collected. The hypotheses were then tested using partial least squares (PLS) and regression with the PROCESS macro approach.FindingsThe results suggests that the communication environment indeed has an important role in fostering creative and flexible project managers. Additionally, the study shows that organizations can actively improve the influence of the communication environment on project management creativity through training efforts. Interestingly, these findings may not hold for project manager flexibility.Practical implicationsIn today's project management world, organizations need project managers who quickly adapt to changing project management scenarios. To do this, project managers need to be creative, generating new and novel ideas, as well as flexible when converting ideas into action. Organizations often possess large amounts of knowledge, and project managers rely on good communication practices to access this knowledge in response to the required changes in the project domain.Originality/valueThe study includes contributions to theory and empirical research in project management by analyzing the critical role training utility has on the firm communication environments and its outcomes. The study shows that organizations can take an active role by investing in resources to promote flexibility and creativity in projects.

The role of project management in threatened species recovery

2020 ◽  
Vol 13 (5) ◽  
pp. 981-998
Author(s):  
Madelon Willemsen ◽  
Julien Pollack ◽  
Chivonne Algeo
Keyword(s):  
Grounded Theory ◽  
Project Management ◽  
Threatened Species ◽  
Planning Process ◽  
Theory Method ◽  
Species Recovery ◽  
Content Type ◽  
Recovery Programs ◽  
Grounded Theory Method ◽  
Management Perspective

PurposeThere are significant, ongoing threats of species extinction. Threatened species recovery programs are an important way of reducing this threat, but many recovery programs are unsuccessful. The purpose of this paper is to explore the issues facing species recovery programs, and the potential benefits to be found in managing threatened species recovery from a project management perspective.Design/methodology/approachThis research used the Grounded Theory Method to analyze the contents of four senate inquiries and 21 interviews with recovery experts. The Grounded Theory Method was then used to inductively develop concepts and theories that explain some of the issues faced in the delivery of recovery programs in Australia. These were explored from a project management perspective, to understand ways that project management could provide benefit to the recovery planning process.FindingsEight core challenges that have an impact on recovery emerged from the data. It was identified that there is a general lack of integration of project management into the recovery process. This was found to be particularly evident in terms of the recovery project lifecycle, risk management and stakeholder management. Strategies for addressing these issues are discussed.Originality/valueConservation scientists typically focus on technical recovery competencies. The authors argue that managing recovery from a project management perspective will increase recovery success rates through an increased focus on the contextual and behavioral competencies that are essential to the management and delivery of recovery projects and programs.

Knowledge creation and utilization in project teams

2015 ◽  
Vol 19 (2) ◽  
pp. 351-371 ◽  
Author(s):  
Paul Ihuoma Oluikpe
Keyword(s):  
Project Management ◽  
Tacit Knowledge ◽  
Explicit Knowledge ◽  
Project Teams ◽  
Content Type ◽  
Relational Processes ◽  
Knowledge Processes ◽  
The Social ◽  
Tacit Dimension ◽  
Organizational Results

Purpose – The purpose of this paper is to explore the knowledge processes that interplay in the social construction and appropriation of knowledge and to test these constructs empirically in project teams. Design/methodology/approach – Literature research and quantitative survey were used. The research identified project success, faster completion times, operational efficiency, innovation and generation of new knowledge as dominating project management expectations in the past ten years. It studied how these projects construct and appropriate knowledge within project teams to achieve these five objectives. Using a quantitative approach, data were sought from 1,000 respondents out of a population of 10,000 from 11 project management areas in eight world regions to test the conceptual model in real-world scenarios. The data gathered were analyzed using quantitative analysis tools and techniques such as reliability, correlation and regression. Findings – There is a lingering difficulty within organizations on how to translate tacit knowledge into action. The transfer and utilization of tacit knowledge was shown to be embedded and nested within relationships. Innovation in projects was found to be mostly linked to replication and codification of knowledge (explicit dimension) as opposed to interpretation and assimilation (tacit dimension). Arriving at a mutual interpretation of project details and requirements does not depend on canonical (formal documentation) methods but mostly on non-canonical (informal) and relational processes embedded within the team. Originality/value – This work studies, in empirical and geographical detail, the social interplay of knowledge and provided evidence relative to the appropriation of knowledge in the project organizational form, which can be extrapolated to wider contexts. The work scoped the inter-relational nature of knowledge and provided further evidence on the nebulous nature of tacit/intangible knowledge. It also proved further that organizations mostly rely on explicit knowledge to drive organizational results, as it is easily actionable and measurable.

Innovative management strategies for building and sustaining a digital initiatives department with limited resources

2018 ◽  
Vol 34 (2) ◽  
pp. 117-136 ◽  
Author(s):  
A. Miller
Keyword(s):  
Project Management ◽  
Management Practices ◽  
Management Strategies ◽  
Academic Library ◽  
Collaborative Management ◽  
Strong Line ◽  
Content Type ◽  
Innovative Strategies ◽  
Other Information

Purpose The purpose of this paper is to offer and explore innovative strategies for building and sustaining digital initiatives at information organizations. Although the examples provided are based on case studies at an academic library, the practices are rooted in project management principles and therefore applicable to all library types, museums, archives and other information organizations. The innovative strategies on staffing and funding will be particularly useful to organizations faced with monetary and staffing shortages and highlights collaborative management practices. Design/methodology/approach Concept of strategic and collaborative management practices led by an experienced project manager cross-trained in management, technical and soft skills enables the successful development and sustainability of digital initiatives. A cross-trained librarian’s management practices of leading the Digital Scholarship Initiatives at a particular university will be examined as a case study and aided with literature supporting the need for digital initiatives leaders to have training beyond the credentials of librarian, curator, archivist or historian in the technologically savvy twenty-first century ecology of information centers. Findings The innovative strategies implemented in the case study yielded increases in the number of hours of digital lab usage, digital projects developed, seminars or workshops presented, attendance of library hosted events, number of programs implemented and awareness on campus, all with limited staff and funding. The variety and level of production and marketing is instrumental to the growth and sustainability of digital initiatives. Practical implications The innovative strategies emphasized in this paper use the concept of borrowed or shared time to start staffing needs and is particularly helpful to organizations that do not have a strong line of dedicated staffing or funding to begin building digital initiatives. Offers small ways to start immediately while setting the stage to plan for big ideas for the future. Originality/value This paper suggests a credentialed information expert, such as a librarian, archivist or curator, that is, also cross-trained in project management and technology is the key to not only successfully leading digital initiatives but is instrumental for its sustainability and the marketing, growth and future of digital initiatives.

Strategic alliances of shopping centers in Brazil: network perspective

2017 ◽  
Vol 15 (2) ◽  
pp. 167-186 ◽  
Author(s):  
Renata Maria de Almeida Bastos Gomes ◽  
Fabio de Oliveira Paula ◽  
T. Diana L. van Aduard de Macedo-Soares
Keyword(s):  
Strategic Alliances ◽  
Content Type ◽  
Network Characteristics ◽  
Alliance Networks ◽  
Slowing Down ◽  
Contractual Arrangements ◽  
Management Perspective ◽  
Relational Factors ◽  
The Right

Purpose The shopping center (SC) industry in emerging countries has grown fast over the past decade; however, recently, it is showing signs of slowing down. Nevertheless, some SC-companies perform well. As those firms operate in alliance networks, relational opportunities and risks should be considered in their strategic analyses. Although there is a significant amount of research on SC from a marketing perspective, there is a dearth of research on strategic alliances from an SC management perspective. This paper aims at answering the following question: How do characteristics of the alliance networks of leading SC-companies contribute to their success by mitigating the structural threats the SC-industry in Brazil is facing? Design The case study method was adopted for analyzing two leading Brazilian SC-companies. Several data sources were used to allow for data triangulation. The lack of literature on strategic alliances and the SC-industry, as well as the research’s exploratory nature, justified this choice. Findings The research made evident that the SC-companies’ alliance network characteristics not only mitigate some of the structural industry threats but also enhance opportunities. It illustrated how firms can conduct a strategic analysis from a network perspective with the right tools. It also made evident how much more accurate the results of a comprehensive relational analysis are compared with traditional analyses that do not consider the strategic implications of relational factors. Practical implications The research contributed to SC management by highlighting the importance of taking into account the network characteristics of their relationships with key partners and of considering these as alliances and not merely contractual arrangements. Originality/value There is a dearth of research on the strategic implications of alliances of firms that own and manage a portfolio of SCs, as well as of their relationships with other actors in the industry, such as retailers and real estate owners, from a network perspective.

The evolution of stakeholder management practices in Australian mega construction projects

2018 ◽  
Vol 25 (6) ◽  
pp. 690-706 ◽  
Author(s):  
Rebecca Jing Yang ◽  
Sajani Jayasuriya ◽  
Chathuri Gunarathna ◽  
Mehrdad Arashpour ◽  
Xiaolong Xue ◽  
...  
Keyword(s):  
Stakeholder Engagement ◽  
Construction Projects ◽  
Management Practices ◽  
Stakeholder Management ◽  
Empirical Studies ◽  
Stakeholder Analysis ◽  
Secondary Data ◽  
Project Teams ◽  
Content Type ◽  
Project Objectives

Purpose The complicated nature of megaprojects requires appropriate analysis of multiple stakeholders to achieve project objectives and to accommodate stakeholder interests. During the last two decades, many stakeholder theories and empirical studies have sprouted. Although previous studies have contributed to the development of stakeholder theory, it seems that these theoretical advances have not been fully adopted and acknowledged in practices, especially in megaprojects. The purpose of this paper is to explore the evolution of stakeholder analysis and engagement practices adopted in the Australian megaprojects over the last two decades. Design/methodology/approach Four mega construction projects are described and analysed in this study. Secondary data were first assembled in order to get general knowledge of each case. Interviews were conducted with the project directors. Project documents were collected from the project teams and reviewed. Wherever the project information was unclear, e-mails were sent to the directors and the team members to confirm the details. Findings Project teams have started to apply snowball rolling and stakeholder attribute assessment methods to analyse stakeholders. However, there is still a way to adopt the “network” analysis perspective because the project teams are reluctant to use complicated tools which need specialists’ assistance. The stakeholder engagement practices have evolved to an extent where the project teams monitor the dynamics of stakeholders’ requirements. Projects teams have identified the importance of continuity to manage stakeholders in these massive projects. However, a structured method selection mechanism for stakeholder engagement has not been developed. Originality/value This study will help academics to understand the adoption progress and status of stakeholder management methods.

Assessment of knowledge process capabilities toward project management maturity: an empirical study

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Adnan Alghail ◽  
Liu Yao ◽  
Mohammed Abbas ◽  
Yahia Baashar
Keyword(s):  
Knowledge Management ◽  
Project Management ◽  
Public Universities ◽  
Equation Modeling ◽  
Success Factor ◽  
Research Model ◽  
Maturity Level ◽  
Knowledge Process ◽  
Content Type ◽  
The Impact

Purpose The reasons behind the project management failure of higher education institutions (HEIs) have been researched for the past few years. One of the reasons is the lack of tools to integrate their knowledge process capabilities (KPC) with their project management (PM) to measure maturity by assessing these capabilities. Various project management maturity (PMM) models exist. Yet, there is a limited number of empirical studies that support the four integrations of KPC and PMM. Therefore, this study aims to propose a new heretical model, namely, KPC-knowledge management (KM) and evaluates a research model that includes the four KPC as an antecedent to PMM. Design/methodology/approach The suggested research model is assessed by using partial least squares structural equation modeling. Furthermore, the study's hypotheses were examined based on a sample of 352 respondents from the project management departments in 10 public universities in Yemen. Findings Analysis revealed that the derived PMM status could be benchmarked with the project management maturity model. Also, the study found that integrating the KPC into PM enables the institutions to perform critical tasks and value chain activities and enhance the PM maturity level as well. In contrast, if one of the capabilities does not positively impact PMM, it affects the maturity level of the entire project. Research limitations/implications The findings are obtained concerning data collected from public universities and represent the Yemeni context, limiting the generalization on a different geographical area. Also, this proposed model can be evaluated in a practical way like conducting a focus group, a set of interviews with specialists, a case study or action research. The qualitative research will help academics to validate our proposal for future research purposes. Practical implications The proposed approach may be adapted to the characteristics of organizations involved in projects as external performers (project-based organizations) and not just the HEIs projects. This study provides managers and policymakers with insights into assessing PMM and improving their organizational effectiveness when deciding which KPCs to focus on in the future. Social implications This study contributes to the current PM awareness in Yemen and facilitates its success using the knowledge processes capabilities in Yemen's HEIs. It encourages organizations to take this opportunity to revive the projects and achieve a maximum level of maturity. Originality/value This study provides new insights into two domains through the link between knowledge management and PM. To the best of the authors' knowledge, this paper is among the first to empirically study the impact of the four KPC toward PMM. It enriches the theoretical perspective of PM. Also, it contributes to the literature on the success factor of KPC, which can be considered to improve organizational performance.

Customer satisfaction, value for money and repurchase intent in the context of system delivery projects: a longitudinal study

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Matti Haverila ◽  
Jenny Carita Twyford
Keyword(s):  
Project Management ◽  
Customer Satisfaction ◽  
Effect Sizes ◽  
Relational Exchange ◽  
Value For Money ◽  
Data Set ◽  
Content Type ◽  
Repurchase Intent ◽  
The Relationship ◽  
Relational Exchange Theory

PurposeDrawing upon the relational exchange theory, the longitudinal relationship between various stages of project management customer satisfaction, value for money and repurchase intent are examined.Design/methodology/approachUsing a survey questionnaire, data were gathered over four consecutive quarters (N = 2,537). The statistical methods included exploratory factor analysis, confirmatory composite analysis (CCA) and partial least squares structural equation modeling (PLS-SEM).FindingsProject management was perceived as a three-dimensional construct (proposal, installation, commissioning/start-up). There was a significant longitudinal relationship between project stages and satisfaction in the complete data set. The results varied on the quarterly basis. The relationship customer satisfaction/repurchase intent was significant in the whole data set and during all quarters. This was the case for the relationships between value for money and customer satisfaction and between value for money and repurchase intent. The effect sizes were small between project management stages and customer satisfaction, small to medium for the value for money construct and large for the customer satisfaction construct.Originality/valueAn important implication is the significant relationship between the stages of project management and satisfaction. However, the effect sizes were small, however. The importance of the effect size in comparison to the significance of the relationships is highlighted especially when the sample size is large. The paper also confirms the linear relationship between satisfaction and repurchase intent. The nature of the relationship between customer satisfaction and loyalty is based on a moderate exchange relationship in the relational exchange continuum. The study contributes to the relational exchange theory in the context of project management.

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