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Article
Publication date: 6 July 2021

Te Wu

Prior to the COVID-19 pandemic, project management was undergoing gradual shift and moving from traditional ways of working toward embracing digitization. The COVID-19…

1929

Abstract

Purpose

Prior to the COVID-19 pandemic, project management was undergoing gradual shift and moving from traditional ways of working toward embracing digitization. The COVID-19 pandemic accelerated this transformation. This paper highlights the importance of digital project management (DPM), its adoption of digital technologies, the changing role of digital project manager, significant and abrupt swing in the rise of virtual teams and the benefits and challenges of remote project teams. This paper aims to discuss the latest development in project management and to lay out the rationale why DPM is here to stay even after the pandemic.

Design/methodology/approach

The author has based this research on reviewing publications from the project management journals and publications, interviews of project management professionals and analyzing data from a project management consultancy.

Findings

The pandemic accelerated the digitalization of project management including the adoption of digital tools and technologies, embracing an agile approach to implementing projects; working collaborative in remote teams; and breaking traditional barriers of geography, time zones and fundamentally how project teams collaborate.

Practical implications

Project management is being digitized, changing how teams work. Fueled by the pandemic, DPM accelerated its momentum. The rate of adoption is likely to be strong after the pandemic. Organizations and individuals should consider embracing DPM but with the full knowledge of both benefits and challenges.

Originality/value

DPM is still in its early days even though the COVID-19 pandemic accelerated its use. Today and likely after the pandemic, organizations and people are increasingly embracing digital technologies, remote teams and agile project management approaches to project management. It is likely that in the foreseeable future, nearly all project managers will be digital project managers, giving rise to the importance of understanding the challenges and benefits and building the digital skills for both individuals and organizations.

Details

Journal of Business Strategy, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0275-6668

Keywords

Article
Publication date: 1 June 1997

David J. Bryde

Draws on the experiences of the author working in various project management positions to illustrate the application of TQM to the process of modern project management

6179

Abstract

Draws on the experiences of the author working in various project management positions to illustrate the application of TQM to the process of modern project management. Provides guidance on the application of five fundamental quality principles in project management. Emphasizes that a focus on customer requirements is essential.Charts the journey organizations and project managers may take in implementing quality project management.

Details

The TQM Magazine, vol. 9 no. 3
Type: Research Article
ISSN: 0954-478X

Keywords

Article
Publication date: 1 September 1996

Robert Loo

Notes that the project management approach has enjoyed growing acceptance by a wide variety of businesses and organizations over the past 20 years or so. Emphasizes the…

9545

Abstract

Notes that the project management approach has enjoyed growing acceptance by a wide variety of businesses and organizations over the past 20 years or so. Emphasizes the usefulness of training in the basics of project management to management training and team development. Following a brief description of project management, discusses implementation factors to facilitate the successful implementation of this approach in the workplace and the expected benefits. Describes a sample of basic management techniques and tools for the planning and controlling of projects. Concludes that managers and trainers can readily see that adopting project management can be done with minimal disruption to the workplace and that the costs of adopting project management are relatively small compared with the potential benefits in terms of improved individual and team efficiency and productivity, high standards of work quality, and reduced employee stress and conflict in teamworking among other benefits.

Details

Team Performance Management: An International Journal, vol. 2 no. 3
Type: Research Article
ISSN: 1352-7592

Keywords

Article
Publication date: 1 October 2003

Ann Vereecke, Els Pandelaere, Dirk Deschoolmeester and Marleen Stevens

The paper describes the results of an exploratory study of the application of programme management in six companies. A classification of programmes developed may help in…

3025

Abstract

The paper describes the results of an exploratory study of the application of programme management in six companies. A classification of programmes developed may help in understanding the differences between programmes and the managerial impact of these differences. The research shows that the formalised and rigorous approach as described in most programme management handbooks is not widely adopted. The cases show less centralisation, less formalisation and less management of the interdependencies between the projects in the programme than one would expect on the basis of the programme management literature. This is especially the case in programmes that originate as a grouping of a set of existing projects. Yet, formalisation is mentioned as the main success factor in managing programmes.

Details

International Journal of Operations & Production Management, vol. 23 no. 10
Type: Research Article
ISSN: 0144-3577

Keywords

Article
Publication date: 1 October 2004

Andrew Longman and James Mullins

There are several conditions essential for project success that apply to all projects, whether related to top‐level strategic business issues or operational ones…

17659

Abstract

There are several conditions essential for project success that apply to all projects, whether related to top‐level strategic business issues or operational ones: executives must make a compelling business case for project management; make it practical, relevant, and beneficial from day one; make systems and procedures project management‐friendly; make project management a win for team members and managers; make project management an ongoing learning experience, and; make success public. Project management requires deliberate planning and action to create the conditions for success and put in place the strategy, leadership, goals, process, skills, systems, issue resolution, and structure to direct and exploit the dynamic nature of project work. If work today is done through projects, as is surely the case, then working smarter on projects will enable an organization to meet, head‐on, whatever strategic and operational challenges may come its way.

Details

Journal of Business Strategy, vol. 25 no. 5
Type: Research Article
ISSN: 0275-6668

Keywords

Article
Publication date: 12 September 2008

Elmar Kutsch

The purpose of this paper is to highlight the main findings of a successfully defended doctoral thesis that studied factors or interventions causing the discrepancy…

5427

Abstract

Purpose

The purpose of this paper is to highlight the main findings of a successfully defended doctoral thesis that studied factors or interventions causing the discrepancy between how adequate project risks should be managed and how project risks are actually managed.

Design/methodology/approach

The approach involved interviews and a survey using questionnaires gathered data from project managers about their experiences with project risk management during two phases of fieldwork. The first phase included in‐depth interviews with information technology (IT) project managers in order to explore patterns involving risk mediators and their influence on project risk management. A web‐based survey was used in the second phase for the purpose of testing these patterns on a wider range of project managers.

Findings

Specific risk‐related interventions strongly influence the effective use of project risk management: project managers tended to deny, avoid, ignore risks and to delay the management of risk. Risks were perceived as discomforting, not agreed upon. IT project managers were unaware of risks and considered them to be outside their scope of influence and preferred to let risks resolve themselves rather than proactively engaging with them. As a consequence, factors such as the lack of awareness of risks by IT project managers appeared to constrain the application of project risk management with the result that risk had an adverse influence on the outcome of IT projects.

Practical implications

The underlying rational assumptions of project risk management and the usefulness of best practice project risk management standards as a whole need to be questioned because of the occurrence of interventions such as the lack of information. IT project managers should first prevent risk‐related interventions from influencing the use of project risk management. However, if this is not possible, they should be prepared to adapt to risks influencing the project outcome.

Originality/value

The paper contradicts the myth of a “self‐evidently” correct project risk management approach. It defines interventions that constrain project manager's ability to manage project risk.

Details

International Journal of Managing Projects in Business, vol. 1 no. 4
Type: Research Article
ISSN: 1753-8378

Keywords

Article
Publication date: 5 July 2011

Bon‐Gang Hwang and Zong Bao Yeo

Increased disposal costs and reduction in number of landfills have created a need for implementing effective waste management in the construction industry. As every…

5107

Abstract

Purpose

Increased disposal costs and reduction in number of landfills have created a need for implementing effective waste management in the construction industry. As every construction project is unique in its way of development, benefits from the waste management may also differ from project to project and thus project characteristics should be taken into consideration when implementing the strategy. This study seeks to investigate how different project characteristics affect perception on benefits, from construction waste management, based on the survey results from 66 industry experts.

Design/methodology/approach

A literature review was conducted to gather information on project characteristics and its classification, construction waste management, waste management plan and its benefits. Subsequently, a set of questions was formulated to gain insight and opinion on the selection of project characteristics and particular benefits of construction waste management. A set of questions pertaining to different project characteristics linked with benefits of waste management was sent to each of the personnel for their views.

Findings

The results of this study establishes that the key materials used in projects, project size in terms of total installed costs, and project type have perceptual impacts on benefits from construction waste management.

Originality/value

Understanding how project characteristics will affect the benefits can help the construction industry to identify projects to which the waste management should first be applied, maximizing its benefits.

Details

Engineering, Construction and Architectural Management, vol. 18 no. 4
Type: Research Article
ISSN: 0969-9988

Keywords

Article
Publication date: 1 June 1990

Colin‐Coulson Thomas

Project management is of growing importance as bureaucraticorganisations pass through transition to be more flexible “networkorganisations”. Work is increasingly…

3752

Abstract

Project management is of growing importance as bureaucratic organisations pass through transition to be more flexible “network organisations”. Work is increasingly undertaken by groups and teams, and the focus of assessment shifts from input to output. In certain sectors, companies are coming to resemble portfolios of projects. This article considers a survey of the role and status of project management undertaken by Adaptation Ltd, for the Association of Project Managers. It concludes that project management requires distinct skills and competencies and that these will need to be developed by an increasing number of managers.

Details

Industrial Management & Data Systems, vol. 90 no. 6
Type: Research Article
ISSN: 0263-5577

Keywords

Article
Publication date: 30 March 2012

Nathalie Drouin and Claude Besner

The purpose of this paper is to introduce the papers comprising a special issue of the journal. The central theme of this special issue is “Projects and organisations…

2797

Abstract

Purpose

The purpose of this paper is to introduce the papers comprising a special issue of the journal. The central theme of this special issue is “Projects and organisations: adding rungs to the ladder of understanding project management and its relationship with the organisation”. It is dedicated to research that explores and proposes different avenues to contribute to the development of the field of project management from this perspective of projects and organisations.

Design/methodology/approach

The Guest Editors solicited academics and collaborators of the Project Management Research Chair at the École des sciences de la gestion, Université du Québec à Montréal (ESG UQAM). Following a call for papers, five were selected that underwent a double‐blind peer‐review process.

Findings

The five selected articles each provide unique perspectives and insights. Viewed as a set, their contributions view projects and organisations from three main perspectives: project management governance issues; management of innovative and IT projects; and processes, practices and tools. The set brings new empirical data, ideas and theoretical frameworks to bear that justify the extension of the current project management paradigm, and suggest that project management be viewed as a critical function of the organisation.

Practical implications

The set of papers encourages scholars to continue to examine organisational concerns related to project management with the goal of explaining and enhancing important relationships among organisational phenomena and the project management field.

Originality/value

By bringing this special issue together, the Editor played an important role in adding rungs to the ladder of understanding project management and its relationship with the organisation.

Details

International Journal of Managing Projects in Business, vol. 5 no. 2
Type: Research Article
ISSN: 1753-8378

Keywords

Article
Publication date: 20 March 2007

Anthony Eve

The purpose of this paper is to highlight the need for organizations to synchronize the development of the complete project management system.

22776

Abstract

Purpose

The purpose of this paper is to highlight the need for organizations to synchronize the development of the complete project management system.

Design/methodology/approach

The paper concentrates on the three key areas of development for the project management system, “what we do”, “when we do it” and “how we do it”. The paper further looks at these key elements in conjunction with an organization's project management maturity, defines the typical components of the project management system and how organizations can measure improved project management effectiveness to their bottom line performance. The paper concludes with a high level prescription for developing a project management system.

Findings

The paper identifies the cost of not synchronizing efforts in developing the project management system. It demonstrates how large investments are not maximized when individual elements of the project management system are developed separately.

Practical implications

The is paper highlights the need to establish near, mid and long term change plans, or road maps, which under the control of senior management define the development of all aspects of the project management system.

Originality/value

This paper looks at the organization support required to develop successful project management systems and relates this with measuring project management maturity and the impact to bottom line performance. This paper has relevance to CEO's, CFO's, HR directors and senior executives who have responsibility for developing project management who need to transition their organizations project based.

Details

Industrial and Commercial Training, vol. 39 no. 2
Type: Research Article
ISSN: 0019-7858

Keywords

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