scholarly journals Exploring Project Management Research Trends for Project Success

2018 ◽  
Author(s):  
Ki Pyung Kim ◽  
◽  
Chang Wook Kang ◽  
Keyword(s):  
Project Management ◽  
Project Success ◽  
Research Trends ◽  
Management Research

The Current State of Project Management Research: Trends, Interpretations, and Predictions

2002 ◽  
Vol 33 (2) ◽  
pp. 5-18 ◽  
Author(s):  
Timothy J. Kloppenborg ◽  
Warren A. Opfer
Keyword(s):  
Project Management ◽  
Research Effort ◽  
Research Trends ◽  
Annotated Bibliography ◽  
Management Research ◽  
Future Directions ◽  
Body Of Knowledge ◽  
Current State ◽  
Government Research

This paper describes the methodology and results of a research effort that identified the project management research published in English since 1960. An annotated bibliography was created of 3,554 articles, papers, dissertations, and government research reports. Trends were identified in each of the nine A Guide to the Project Management Body of Knowledge (PMBOK® Guide) knowledge areas. A workshop was conducted with experienced practitioners to help interpret the identified trends and to predict future directions for project management research.

Explanation Plus Prediction—The Logical Focus of Project Management Research

2021 ◽  
pp. 875697282199994
Author(s):  
Joseph F. Hair ◽  
Marko Sarstedt
Keyword(s):  
Project Management ◽  
Statistical Models ◽  
Predictive Power ◽  
Mean Absolute Error ◽  
Explanatory Power ◽  
Absolute Error ◽  
Model Parameters ◽  
Mean Square ◽  
Management Research ◽  
The Mean

Most project management research focuses almost exclusively on explanatory analyses. Evaluation of the explanatory power of statistical models is generally based on F-type statistics and the R 2 metric, followed by an assessment of the model parameters (e.g., beta coefficients) in terms of their significance, size, and direction. However, these measures are not indicative of a model’s predictive power, which is central for deriving managerial recommendations. We recommend that project management researchers routinely use additional metrics, such as the mean absolute error or the root mean square error, to accurately quantify their statistical models’ predictive power.

The impact of manager’s personality traits on project success through affective professional commitment: the moderating role of organizational project management maturity system

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Aqsa Ameer ◽  
Farah Naz ◽  
Bushra Gul Taj ◽  
Iqra Ameer
Keyword(s):  
Project Management ◽  
Personality Traits ◽  
Structural Equation ◽  
Project Success ◽  
Professional Commitment ◽  
Experimental Proof ◽  
Content Type ◽  
Relationship Of ◽  
The Impact ◽  
The Relationship

Purpose The purpose of this study is to determine the effect of conscientiousness and extraversion personality traits on project success. The relationship is mediated by affective professional commitment, whilst the relationship between personality traits and project success is moderated by organizational project management maturity. Design/methodology/approach The deductive approach is used to achieve the objectives of this study. Data were collected through a purposive sampling technique from 250 respondents with the help of questionnaires from information technology sectors. The structural equation modelling (SEM) in partial least squares-SEM and SPSS is used to analyse the data and to examine the hypothesis. Findings The outcomes demonstrate the partial mediating impact of affective professional commitment between the relationship of conscientiousness and extraversion personalities with project success. Additionally, it proves the moderating effects of project management maturity between the relationship of conscientiousness and extraversion personalities with project success. Practical implications This study reflects that employee personality appears to be a reliable indicator of how an employee is faithful to his profession. This faithfulness or duty decides the employee’s execution in terms of offering a successful project. Thus, achieving employee commitment needs to be done by completing the project successfully by the organizations in the presence of project management maturity systems. Originality/value It is the first study of its kind to provide experimental proof of the impact of a manager’s personality traits on project success in the presence of affective professional commitment (mediator) and organizational project management maturity (moderator).

The Evolution of Project Management Research

2011 ◽  
Author(s):  
Rodney Turner ◽  
Jeffrey Pinto ◽  
Christophe Bredillet
Keyword(s):  
Project Management ◽  
Management Research

Identifying the Contextual Elements of Project Management within Organizations and their Impact on Project Success

2005 ◽  
Vol 36 (1) ◽  
pp. 37-50 ◽  
Author(s):  
Mark Ives
Keyword(s):  
Organizational Change ◽  
Project Management ◽  
Project Success ◽  
Business Environment ◽  
Exploratory Research ◽  
Global Business ◽  
Strategic Response ◽  
Contextual Elements ◽  
Rate Of Success ◽  
Depth Interviews

Change within organizations is becoming the rule rather than the exception as businesses seek to respond to an increasingly fluid, complex, and global business environment. This drive demands that organizations embrace a more strategic response to avoid being leap-frogged by more nimble competitors. As Cicmil points out (1997, 1999), strategic organizational change is most likely facilitated and managed through an organization's use of the project management disciplines. This study attempts to develop a greater understanding of the contextual aspects of project management in an organizational change setting. In reviewing the current literature, I have found an increasing use of project management within organizations and an attendant poor rate of success among these projects; interestingly, I also found only limited research on the context and fit of projects within organizations. I have addressed this void with an essentially exploratory research project that utilizes inductive strategy. The process I have used is qualitative and based on in-depth interviews with four people.

scholarly journals A Correlational Study on Project Management Methodology and Project Success

2019 ◽  
Vol 9 (2) ◽  
pp. 56-65
Author(s):  
Michael Pace
Keyword(s):  
Project Management ◽  
Project Success ◽  
Project Managers ◽  
Project Manager ◽  
Correlational Study ◽  
Demographic Information ◽  
Moderating Variables ◽  
Multiple Project Management ◽  
The Impact ◽  
The Relationship

Abstract This non-experimental correlational study extends previous research investigating the relationship between project management methodology and reported project success, as well as the moderating variables of industry and project manager experience. The sample included North American project managers with five years’ experience, 25 years of age or older, and experience with multiple project management methodologies. The survey instrument consisted of 58 questions, utilizing a 5-point Likert scale to record responses. The survey contained three sections, including demographic information, questions related to a successful project, and questions related to a less-than successful (failed / challenged) project. 367 usable responses were received. The examination of the constructs included Pearson’s correlation coefficient as well as linear regression to determine the impact of moderating variables. Results indicated that project management methodology has a weak correlation with reported project success, and this correlation is not moderated by industry nor project manager experience. The results did not align with previously conducted studies, illustrating a need to continue the study of methods impacting success including investigating additional moderating variables.

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