Stakeholders’ Perspectives on Sustainability in Project Management

2013 ◽  
pp. 321-336 ◽  
Author(s):  
Ramanda Achman
Keyword(s):  
Project Management ◽  
The Netherlands ◽  
Case Studies ◽  
Performance Indicators ◽  
Management Practices ◽  
Project Success ◽  
Critical Factor ◽  
Positive Contribution ◽  
Sustainable Projects

More projects today are driven by sustainability goals than ever before. The need for sustainability as a critical factor for project success is clear. However, it is interesting to investigate the link between project management and sustainability more comprehensively. Especially by taking into account the importance of stakeholders’ involvement in project management activities. Thus, this chapter examines whether stakeholders’ perspectives on sustainability can provide a positive contribution to project management practices. Four different projects with goals related to sustainability in the Netherlands are studied and used as case studies to know the differences between the perspectives of stakeholders involved in the projects. One of the findings that was discovered is that the inclusion of “People” and “Planet” performance indicators in the management and delivery of projects is still rarely implemented, although the stakeholders categorize their projects as sustainable projects.

scholarly journals Effect of Project Management Practices on Project Success in Make-to-Order Manufacturing Organizations

2016 ◽  
Vol 9 (21) ◽  
Author(s):  
Ahmed Fraz ◽  
Asim Waris ◽  
Saad Afzal ◽  
Mohsin Jamil ◽  
Syed Tasweer Hussain Shah ◽  
...  
Keyword(s):  
Project Management ◽  
Management Practices ◽  
Project Success ◽  
Make To Order ◽  
Manufacturing Organizations

Stakeholder Challenges in Information Systems Project Offshoring

2012 ◽  
pp. 96-112
Author(s):  
Peter Haried
Keyword(s):  
Project Management ◽  
Information Systems ◽  
Case Studies ◽  
Project Success ◽  
Project Managers ◽  
Academic Researchers ◽  
Wide Assortment ◽  
Is Offshoring ◽  
Is Projects ◽  
Management Issues

This study of international information systems (IS) offshoring highlights the idea that project success or failure is often in the eye of the beholder and that proper attention needs to be provided to both client and vendor perspectives. This research contributes by identifying noteworthy IS offshoring challenges faced by client and vendor stakeholders. This research synthesizes key findings from eight dyadic case studies consisting of 56 interviews in total from both client and vendor firms detailing their offshore experiences. The case investigations lead to the discovery of nine unique challenges encountered by client and vendor stakeholders. The challenges include a wide assortment of economic, personal responsibilities/expectations, and organizational offshore project management issues. The reported challenges can suitably guide client and vendor project managers in managing international IS offshore projects as well guide academic researchers to better understand techniques for managing offshore IS projects.

Alignment of Project Management with Business Strategy

2016 ◽  
pp. 865-881
Author(s):  
Bilal Ahmed Chaudhry
Keyword(s):  
Project Management ◽  
Public Sector ◽  
Case Studies ◽  
Business Strategy ◽  
Corporate Strategy ◽  
Project Success ◽  
Organizational Growth ◽  
Organizational Goals ◽  
Government Organization ◽  
Business Goals

Project management is the use of different techniques to deliver project with meeting required objectives within defined constraints. Corporate strategy is plan by which organizations aspire to achieve organizational business goals. In recent times, project management is also used to achieve organizational goals by aligning project management with business strategy of an organization. This research is carried to explore the effects of aligning project management with business strategy on projects and organizations. Case studies were carried out in three organizations; one from public sector; one from private and one from semi-government organization. Results of this research revealed that alignment of business strategy with project management is beneficial for both organization and projects especially in terms of organizational growth and project success.

The impact of project sustainability management (PSM) on project success

2019 ◽  
Vol 39 (4) ◽  
pp. 453-474 ◽  
Author(s):  
Amin Khalifeh ◽  
Peter Farrell ◽  
Malek Al-edenat
Keyword(s):  
Project Management ◽  
Management Practices ◽  
Project Success ◽  
Research Question ◽  
Empirical Studies ◽  
Relevant Literature ◽  
Research Work ◽  
Content Type ◽  
New School ◽  
The Impact

Purpose The purpose of this paper is to answer the research question: “does the incorporation of sustainability as a new school of thought in project management support project success?” The authors carried out a systematic literature review (SLR) on relevant empirical studies before 2018 to answer this question. Design/methodology/approach The authors carried out an SLR by selecting, extracting, analysing and critically appraising relevant literature that met pre-specified criteria by using transparent, well-organised and replicable steps. The main sources are publications in peer-reviewed journals regardless of their impact factor because the topic of incorporating sustainability in project management practices is restrained by a lack of research. Findings Based on the analysis, it seems that incorporating sustainability into project management may support project success. However, more evidence is required to support this finding as there are too few relevant empirical studies in the literature. Research limitations/implications Therefore, considering sustainability as a new school of thought in project management is premature, and there are recommendations for further research at the end of this study. There are several limitations to the studies chosen, which may have significantly affected results, and thus may affect outcomes in this study. Originality/value Project success needs to be the main endeavour when incorporating sustainability into project management, and it should be a key criterion when considering sustainability as a new school of thought in managing projects. The most challenging elements of project success that need to be addressed are cost and time. This study contributes to a better understanding of the impact of PSM on project success. It facilitates decision making in considering sustainability as a new school of thought in project management. Furthermore, it defines a need for more research work in this potential paradigm shift in managing projects.

If maturity is the answer, then exactly what was the question?

2014 ◽  
Vol 7 (2) ◽  
pp. 169-185 ◽  
Author(s):  
Mark Mullaly
Keyword(s):  
Project Management ◽  
Case Studies ◽  
Management Practices ◽  
Specific Model ◽  
Linear Process ◽  
Maturity Models ◽  
Improvement Project ◽  
Current Form ◽  
Content Type ◽  
The Relationship

Purpose – Maturity models have been widely adopted as a popular framework for improvement project management practices. Despite their prevalence, there is still minimal evidence that improvements in maturity correspond to improvements in performance or value. This paper aims to explore the challenges faced in applying project management maturity models and offers suggestions for their revision. Design/methodology/approach – The paper highlights the presumptions in their development and use that are inhibiting relevance of maturity models. Case studies from a major research project explore the relationship between maturity and value. Insights are generated on how project management maturity models need to change in order to become relevant. Findings – Project management maturity models presume that project management is universal, control oriented and consistent, and that maturity is a linear process. Empirical evidence demonstrates that the practice of project management varies, that different practices result in different value. The paper suggests that a contingent and contextual approach to assessment is required, which maturity models as currently defined may not be able to support. Research limitations/implications – This is a largely conceptual paper and draws on a limited number of case studies that derived maturity from a comprehensive understanding of project management practices. It is not tied to one specific model, and a model that would address the criticisms discussed here has not been conceived or developed. Practical implications – This paper will have particular relevance for organizations, who may place excess faith in the rhetoric surrounding maturity models without questioning their underlying relevance or value. It is also of importance to those who develop maturity models and suggests strategies for their significant revision. Originality/value – This paper takes an important look at whether maturity models actually deliver on their promise and argues that by both design and structure, they are unlikely to do so in their current form.

Exploration of building adaptations and retrofitting challenges in Ghana

2014 ◽  
Vol 32 (5) ◽  
pp. 349-364 ◽  
Author(s):  
R.A. Oppong ◽  
M. Masahudu
Keyword(s):  
Project Management ◽  
Case Studies ◽  
Urban Areas ◽  
Management Practices ◽  
New Technologies ◽  
Central Banking ◽  
Existing Buildings ◽  
Content Type ◽  
Academic Paper ◽  
Constructive Dialogue

Purpose – The Ghanaian banking industry has over the last 20 years witnessed tremendous growth to the extent that rural banks are now expanding their activities into urban centres. Hitherto, rural banks operated in rural and peri-urban areas in Ghana, but nowadays, there is an upsurge of rural banks activities in the urban centres of Ghana; and, they operate from rented premises, most of which are existing buildings in the urban areas. To meet the banking demands and the urban banking competitions such as the introduction of new technologies and regulations, the rural banks endeavour to expand (refurbish) the old/existing buildings with inherent adaptation and retrofitting challenges. Even though, adaptation and retrofit projects may not be popular in Ghana at large scales, this paper through combined methodology of constructive dialogue, case studies and condition survey approaches presents rural banks projects in Ghana as case studies of refurbishment and maintenance to “unearth” and resonate some key challenges of managing adaptation and retrofits in Ghana for future effective projects management solutions during their conception and execution. The paper aims to discuss these issues. Design/methodology/approach – Through combined methodology of constructive dialogue, case studies and condition survey approaches this paper presents rural banks projects in Ghana as case studies of refurbishment and maintenance to “unearth” and resonate some key challenges of adaptation and retrofit projects. Findings – The condition survey revealed unprecedented infrastructural drive by rural banks throughout Ghana and their desire to penetrate the urban areas as well. However, this drive unfortunately as it appeared, is not informed and carried out within the confines and dictates of existing legislations in Ghana. Again, it was found that adaptations and retrofitting will improve and integrate the rural banks in the urban economy through prudent project management practices. Research limitations/implications – Availability of local researches and literature on adaptations and retrofitting as project management practices in Ghana. Practical implications – Retrofitting and adaptation projects in Ghana is crucial for project management practices on low-impact building as Ghana faces energy challenges. Social implications – This research brings to bear realistic programme to build capacity of personnel to strategically integrate the rural banks into the central banking system of Ghana as well as project management practices through better and effective monitoring for social, ethical and equity impacts of their project managers. Originality/value – Apparently, adaptation and retrofit projects are not be popular in Ghana at large scales and this is the first time an academic paper of a kind has been written to guide and manage future adaptation and retrofit projects during their conception and execution as well as project management practices in general.

scholarly journals The Role of Knowledge Management in Development Projects

2011 ◽  
Vol 10 (04) ◽  
pp. 315-326 ◽  
Author(s):  
Paul Oluikpe ◽  
Muhammad Sohail ◽  
Frank Odhiambo
Keyword(s):  
Knowledge Management ◽  
Case Studies ◽  
Management Practices ◽  
Project Success ◽  
Operational Efficiency ◽  
Development Projects ◽  
New Knowledge ◽  
Knowledge Management Practices ◽  
Completion Times

The paper investigates the role of knowledge management in enabling project success, innovation, completion times, operational efficiency and the generation of new knowledge in development projects. Four projects in Uganda, Nigeria, and Cote d'Ivoire were used as case studies. The objective was to explore the nature of knowledge management practices in these projects in order to see how they could be improved. The research found that knowledge management is a significant factor in speeding up completion times, achieving project success, innovation, operational efficiency and the generation of new knowledge. Knowledge sharing practices were identified within case studies and difficulties relating to managing knowledge generated during the project were highlighted.

scholarly journals Proposition D’une Demarche De Gestion Pour Reduire Les Risques De Conduite Des Projets D’implementation Des ERP Logistique

2016 ◽  
Vol 12 (16) ◽  
pp. 474
Author(s):  
Abdillah Kadouri ◽  
Anouar Ammi
Keyword(s):  
Project Management ◽  
Strategic Planning ◽  
Performance Indicators ◽  
Management Practices ◽  
Supply And Demand ◽  
Information Flows ◽  
Logistics Activity

The logistics activity exercise is in fact submitted to several constraints related to physical, financial and information flows; it also requires operational expenses optimization, compliance with performance indicators and processes control. Being structured in different integrated modules, the ERPs provide operational, tactical and strategic planning features that allow the company to balance its supply and demand plans. Although project management practices are considered effective nowadays, many companies are still struggling to implement these ERPs and automate the various logistics processes: indeed the situation of such projects becomes uncontrollable or they are abandoned. It is therefore appropriate to consider, in this article, the main risks that may arise during the logistics integration in the ERPs; then try to explain the most adequate governance to implement in order to reduce their impact.

Beyond the agile methods: a diagnostic tool to support the development of hybrid models

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Michael Jordan Bianchi ◽  
Edivandro Carlos Conforto ◽  
Daniel Capaldo Amaral
Keyword(s):  
Project Management ◽  
Case Studies ◽  
Diagnostic Tool ◽  
Management Practices ◽  
Software Industry ◽  
Hybrid Models ◽  
Information And Communications Technology ◽  
Agile Methods ◽  
Content Type ◽  
Project Environment

PurposeWhile agile methods have been adapted to different industries, agility depends on the alignment between the practices and project environment. Nevertheless, it is unlikely to find the best combination without a diagnosis of these variables. This paper proposes a project management agility diagnostic tool (PM/ADT), aimed at diagnosing the project environment, management practices and agility performance to find the right balance between them.Design/methodology/approachThe tool was developed by combining multiple techniques during a three-year research program, including an extensive systematic literature review, exploratory case studies, a survey and three case studies involving 25 projects from information and communications technology, software development and technology-based companies.FindingsThe results indicate potential discrepancies between environmental factors, management practices and agility performance that affect project management in organizations, allowing the diagnosis and analysis of the situation for the development of better management solutions.Research limitations/implicationsThe study reinforces the hypothesis that it may not be possible to adopt pure agile models or methods in most projects, except in specific cases, as with some projects in the software industry. This is in line with the hybrid models. However, further testing is needed with a larger sample of projects and organizations.Practical implicationsThe tool can be useful to assess different types of projects from different industry sectors to improve the management process, allowing the development of agility beyond the software industry.Originality/valueThe article discusses agility beyond measurement, assessing the most appropriate environment for using practices from one approach or another.

Finding the roots: experimentation in innovation project management

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Pedro Henrique Dutra de Abreu Mancini de Azevedo ◽  
Larissa Passos Silva
Keyword(s):  
Project Management ◽  
Case Studies ◽  
Management Practices ◽  
Management Training ◽  
Central Place ◽  
Success Factor ◽  
Content Type ◽  
Managerial Skills ◽  
Innovation Projects ◽  
Innovation Project

PurposeProject management practices have been losing its central place in innovation processes within the companies due to its excessive control-oriented phased approach. Hence, the purpose of this paper is to propose and examine the project management practitioners' experiences on the systematic use of an experimentation framework to manage innovation projects.Design/methodology/approachThree case studies were carried out in three different Brazilian companies for a ten month period. The authors have chosen these companies for the following reasons: they were all in an innovation context; they have never carried out a project based on experimentation and they had previous experience with project management traditional tools.FindingsThe findings have shown that our framework can contribute to the project management available toolkit; once the rigid experimentation process, the authors’ proposed made it easier for project management practitioners to adapt to more flexible approaches. Nonetheless, stakeholders' involvement has shown to be a key success factor on the deployment of the framework.Practical implicationsManagers still need to add expertise in flexible methods into their managerial skills, so they are able to deal with innovation just as they deal with traditional processes they were trained to. This suggestion can also be extended to the business schools.Originality/valueThe case studies have shown that traditional project management practices can also be applied in innovation projects. So despite of generally being the opposite of an experimentation process, those practices are relevant in project management discipline, which means that formal project management training is still a good ally to project management practitioners.

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