An Alternative Taxonomy of Project Management Structures: Linking Project Management Structures and Project Success (original) (raw)
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International Journal of Science and Research (IJSR) ISSN: 2319-7064, 2020
The need for an adequate organizational structure for projects cannot be over emphasized. It serves as the pillar for appropriate project implementation. Thus, making it expressly clear for senior management to adopt the most preferred structure to support the entire project. This should be done in a manner where the organization will benefit the most. However, the various organizational forms mentioned should be examined to ensure that it suits the potential projects the organization intends implementing. Such selection process should be free of sentiments, personal gains, bribery and other unethical practices that might compromise the process. The following should be considered in the selection process; type of project i.e. complex, simple or intermediate projects, organizational objectives, capacity of the parent organization i.e. The strengths of the functional unit in terms of manpower and other resources needed for the completion of the project, project determinants such as time, schedule, performance, budget and quality, the challenges and benefits associated with each organizational structure, the risks associated with the projects and which structure is suitable to mitigate such risks.
From theory to practice: toward a typology of project-management styles
IEEE Transactions on Engineering Management, 1998
Research literature on the management of projects has been quite slow in its conceptual development and still suffers from a scanty theoretical basis. One of the main impediments in the study of projects has been the absence of constructs and the little distinction that has been made between the project type and its managerial and organizational style. Based on the findings in a field study of 26 case projects, this research shows that there is a need to adopt a more project-specific contingency approach to project management in organizations.
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IOP conference series, 2022
Instigating changes to project organization structure during the project execution could disrupt many project processes and influence project performance. The purpose of this study is to investigate a particular problem occurred in completed construction projects in UAE market. The problem appeared due to unnecessary changes and slow or inadequate response to change by senior managers in contractor's project organization structure. These changes had negative impact on the project management roles and responsibilities, additional cost and time impact. Furthermore, there were negative consequences on the performance of the project's team and their effort to create new ideas as well as their innovation inside the construction project that they are involved. The qualitative methodology is used in this study through investigating five case studies for construction projects that completed in UAE market along with extensive literature review that focused on the different sides of the problem as well as an interview with ten members of contractor's project management and senior managers to examine the impact of the problem on project performance and team effectiveness. The main findings indicate that having clear and defined roles and responsibilities have positive impact on project performance and team effectiveness. Moreover, the contractor's senior managers have a vital role in establishing, managing the project organization structure and ensuring that any changes to the structure are dealt with effectively. This would enable the project to progress according to plan, reduce project activity reworks and address any weaking communication and cohesiveness between project team members.
Impact of Project Management Strategies and Project Complexity on Project Success
Advances in Economics, Management and Political Sciences
This article aims to investigate how project management affects project fulfillment. Connecting skills to the project environment is key to project management skills. The abilities of project managers to lead successful activities have been examined in numerous studies. The project manager wants to hold on to rigid skills that can be applied to the project's circumstances. The relationship between the project supervisor and the project group, which encourages experimentation and learning, affects how strong their skills are. A thorough literature study reveals the lack of agreement on project complexity as a moderator between project success and project management skills, which also offers a comprehensive overview and critical analysis of the underlying ideas. This investigation's main goal moved to determine project success outcomes by considering project complexity as a moderator between project management skills and project success. To do so, this analysis looks at accumu...
Building theories of project management: past research, questions for the future
International Journal of Project Management, 2004
Project management has long been considered as an academic field for planning-oriented techniques and, in many respects, an application of engineering science and optimization theory. Much research has also been devoted to the search for the generic factors of project success. Project management has, however, in the last decade received wider interest from other academic disciplines. As the field rapidly expands, the need for an internal discussion and debate about project management research increases. Project management and project organization is a complex subject and, we argue, is usefully examined from several perspectives. In this paper we discuss the emerging perspectives within the project field. The paper also presents a number of questions that project research to a greater extent should acknowledge. The questions concern issues such as why project organizations exist, how they behave and why they differ. The principal argument is that too much effort has been dedicated to clarifying the reasons of project success and failure, while downplaying a number of important research questions that need to be discussed in order to further the knowledge about project management. #
A typology of project management: emergence and evolution of new forms
1999
Traditionally, project management has focused on the management of projects on a single location either within one organization or among two or more organizations. Recently, however, emerging trends are changing the way projects are organized and managed, creating new challenges in project management research and practice. This paper has two objectives.
The nature of project management
International Journal of Managing Projects in Business, 2012
Purpose-The purpose of this paper is to review the content and contributions of the book by Morris and Hough entitled The Anatomy of Major Projects: A Study of the Reality of Project Management. The paper explores the major findings and contributions in the book and by so doing, highlights opportunities for future research and links the findings to emerging areas of interest. Design/methodology/approach-The paper presents the main ideas in the book along with a number of important issues to project management theory and the management of large projects, including success, success factors, and the use of case studies to capture the actuality of project work. Findings-The paper demonstrates that Morris and Hough addressed many of the concerns related to major projects and uncovered the implications of researching the success of projects, offering new insights and understanding related to the dynamics of projects and the temporal nature of success (and failure). Practical implications-The primary implication is to demonstrate the value of revisiting the classic contributions in project management and re-reading the findings and conclusions. Originality/value-The author is especially interested in the ideas presented in the book that relate to success and to major projects, as well as with researching the actuality of projects through case studies. Many of the findings and insights remain relevant and would inform today's debates. Previous research has given limited attention to the insights presented in this book published 25 years ago.
Project management is a crucial expertise in today's modern society. To be able to define, plan, execute and close a project are the mains phases of a project.According to the International Journal of Project Management, Project Management is the combination of the technical skills and planning which lead the accomplishment of unique product by managing process from the point of cost, time, and quality and to diversify the Project constraints to use various resources . It can be identified as "A temporary endeavour undertaken to achieve a particular aim." (2002 The McGraw-Hill Companies, Inc.). It is never on going or continuous it always has an end date. To be able to manage a project effectively a project manager should always consider Time, Scope, cost and quality since these are crucial elements of a project to end successfully. Project Management also very crucially involves a team and the ability for the team to work well together defines how well the project can come along and be put together since managers must plan and arrange with the input of others. Throughout this report interviews with I.T project managers on different elements of Project Management will demonstrate and asses the implications as well as implementations that consist in managing projects, also how managers assess and deal with and skills that have come to be improved over time.
Does Successful Project Management Equates To Project Success
2006
There have been many studies on the subject of project management and project success. Early studies in the mid 1900s linked project management and project success to the triple objectives of Time, Cost & Quality. As such it was concluded that, project management techniques have a significant impact on project success. Subsequently, by the turn of the century, it was pointed out that project management literature often confusingly equate project management success to project success as studies indicate that there are other dimensions to project success namely policy & strategy, team & leadership, stakeholder management, communication, financial resources, learning from experience, contracting, external environment, performance measurement baseline, innovation and contractor’s competence. Further researchers pointed out that there are two separate components of project success i.e. success criteria and success factors. This study conducted literature reviews in an attempt to list t...
The underlying theory of project management is obsolete
Proceedings of the PMI Research …, 2002
In prior literature, it has been generally seen that there is no explicit theory of project management. We contend that it is possible to precisely point out the underlying theoretical foundation of project management as espoused in the PMBOK Guide by PMI and mostly applied in practice. This foundation can be divided into a theory of project and a theory of management. We link theories to the body of knowledge by comparing prescriptions derived from theory to prescriptions presented in the PMBOK. Secondly, we show, by a comparison to competing theories and by an analysis of anomalies (deviations from assumptions or outcomes as implied in the body of knowledge) observed in project management practice, that this foundation is obsolete and has to be substituted by a wider and more powerful theoretical foundation.