Search results

1 – 4 of 4
To view the access options for this content please click here
Article
Publication date: 30 July 2019

Luis Ballesteros-Sánchez, Isabel Ortiz-Marcos and Rocío Rodríguez-Rivero

The purpose of this paper is to identify and investigate the main challenges that project managers (PMs) face in the current projectification environment.

Abstract

Purpose

The purpose of this paper is to identify and investigate the main challenges that project managers (PMs) face in the current projectification environment.

Design/methodology/approach

This research was conducted by means of semi-structured interviews and questionnaires. The participants in the study were 15 PMs and 57 project team members. A content analysis of the data was conducted by an inductive approach to determine the strengths and weaknesses that the PMs and project team members perceived.

Findings

The research reveals interesting insights, such as the identification of emerging challenges for the PMs of today, which include dealing with communications issues, motivating project team members, providing leadership and increasing team members’ emotional management and confidence.

Research limitations/implications

The main limitation is the size and location of the sample, which represents the points of view of 15 Spanish PMs and the members of their work teams and sets aside the cultural aspects.

Originality/value

This new era is changing how organizations and managers must deal with people management, evolving toward more flexible and engaging leadership styles. This paper helps to provide new insights concerning the emerging challenges and needs of PMs, while integrating team member’s perceptions.

Details

International Journal of Managing Projects in Business, vol. 12 no. 3
Type: Research Article
ISSN: 1753-8378

Keywords

To view the access options for this content please click here
Article
Publication date: 30 July 2019

Rocío Rodríguez-Rivero, Isabel Ortiz-Marcos, Luis Ballesteros-Sánchez and María Jesús Sánchez

The purpose of this paper is to analyze the quintessential methodology of the international development (ID) projects, the logical framework approach (LFA), to find out…

Abstract

Purpose

The purpose of this paper is to analyze the quintessential methodology of the international development (ID) projects, the logical framework approach (LFA), to find out which changes are required to increase the level of effectiveness of these projects.

Design/methodology/approach

This research presents a thorough review of literature relating to the evolution of the LFA. This theoretical analysis formed the basis for a closed-ended questionnaire on the methodology and how it could be improved, from which the responses of 56 project managers experienced in the LFA were collected. Data were statistically analyzed through correlation matrix and ANOVA analysis by SPSS software. The questionnaire included a last open-ended question where professionals suggested how they would develop the methodology, opening a new path to effectiveness through participative approaches.

Findings

The research reveals that the LFA needs to be improved, and points to the next steps in the evolution of this mature methodology. An interesting insight is that although some suggestions are broadly accepted, such as the integration of risk management, other proposals could be open to further discussion depending on the organization.

Research limitations/implications

The main weakness is related to the sample, which is reduced to 56 project managers from the same country (Spain).

Originality/value

Since interventions for development are made by practitioners, considering their suggestions to improve the LFA is a major step to enhance the management of ID projects.

Details

International Journal of Managing Projects in Business, vol. 14 no. 2
Type: Research Article
ISSN: 1753-8378

Keywords

To view the access options for this content please click here
Article
Publication date: 7 June 2019

Maria Mercedes Martinez Sanz and Isabel Ortiz-Marcos

Knowledge is recognized to be a key asset to achieve the strategic objectives of an organization. To that end, it is necessary to count on governance mechanisms that…

Abstract

Purpose

Knowledge is recognized to be a key asset to achieve the strategic objectives of an organization. To that end, it is necessary to count on governance mechanisms that ensure the alignment between the knowledge resources and processes and the business strategy. Given that knowledge management is often performed by project management offices (PMOs), the purpose of this paper is to explore if the dimensions for PMOs governance suggested in the literature are also valid for knowledge governance and what problems do exist.

Design/methodology/approach

This research has been done using case study methodology. A large complex project in the IT industry was deeply analyzed. This project brings together most of the elements that can be found in current organizational contexts (e.g. geographical dispersed project teams, multicultural environment, technical complexity, etc.), thus reinforcing the applicability of the results obtained.

Findings

The study findings indicate that knowledge flows between PMOs take place along the dimensions defined for PMO governance, thus confirming the suitability of those dimensions also for the governance of knowledge. This research also validates the connection between the barriers to knowledge sharing and the knowledge governance mechanisms, and provides empirical evidence of the importance of informal knowledge governance to foster knowledge sharing behaviors. This is of key importance to overcome daily operational issues. The observations made are, in fact, valuable lessons learnt for future projects and a valuable input for further research.

Originality/value

This study explores the similarities between PMOs governance and knowledge governance in multi-PMO settings on the basis of a case study, thus contributing additional empirical data to the literature. Previous work with this approach has not been found.

Details

International Journal of Managing Projects in Business, vol. 13 no. 7
Type: Research Article
ISSN: 1753-8378

Keywords

Content available

Abstract

Details

International Journal of Managing Projects in Business, vol. 12 no. 3
Type: Research Article
ISSN: 1753-8378

1 – 4 of 4