Project Management Research and Practice
type: channel
description: Project Management Research and Practice (PMRP) has moved during 2020 to a new platform and is no longer published by UTS ePRESS. The new PMRP website url is: https://pmrp.online/index.php/pmrp/index Earlier, now archived, issues of PMRP published by UTS ePRESS (2016-2018) can be found via this UTS ePRESS page. Greater attention is needed on the humanitarian dimensions, uses and applications of projects and project management. Researchers can provide relevant evidence-based information to empower practitioners, and Project Management Research and Practice has been conceived, developed and published to do this. Research papers, practitioner articles, and other high quality submissions will be published to contribute to the broader conversation of how projects and their management can affect meaningful, socially-responsible change in support of public priorities. Climate action, health and well-being, education, sustainable consumption, smart cities and renewable energy are a few of these many topics. PMRP editors believe that a better world is possible where humanity's problems are alleviated through innovative projects and socially responsible project management research and practice. Its mission is to provide a forum where evidence-based, informed dialogue can occur with project management researchers, practitioners and other stakeholders on such challenges. The role of projects in addressing these challenges needs to be understood but not the singular focus of research and/or practitioner journals in the project management community. PMRP has changed that and wants to work with any contributor interested in these important conversations.
publisher: University of Technology Sydney
language: en
publication name: Project Management Research and Practice
issn: 2207-1415
copyright: Authors who publish with this journal agree to the following terms: a) Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution License that allows others to share and adapt the work with an acknowledgement of the work's authorship and initial publication in this journal. b) Authors are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal's published version of the work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgement of its initial publication in this journal. c) Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website) prior to and during the submission process, as it can lead to productive exchanges, as well as earlier and greater citation of published work (See The Open Access Citation Advantage Service). Where authors include such a work in an institutional repository or on their website (ie. a copy of a work which has been published in a UTS ePRESS journal, or a pre-print or post-print version of that work), we request that they include a statement that acknowledges the UTS ePRESS publication including the name of the journal, the volume number and a web-link to the journal item. d) Authors should be aware that the Creative Commons Attribution (CC-BY) License permits readers to share (copy and redistribute the work in any medium or format) and adapt (remix, transform, and build upon the work) for any purpose, even commercially, provided they also give appropriate credit to the work, provide a link to the license, and indicate if changes were made. They may do these things in any reasonable manner, but not in any way that suggests you or your publisher endorses their use.
items: Editorial
items: Guest Editorial: Reinvigorating Project Management Research and Practice: Perspectives from the Non-Profit Sector
items: Idiosyncratic musings on studying cases
items: Complex non-profit collaboration: A Case Study of The Advocacy Initiative
items: Adopting Results Based Management in the Non-Profit Sector: Trócaire’s Experience
items: Managing an Integrated Project - Experiences from the Realigning Agriculture to Improve Nutrition project
items: ‘Value for Whom, by Whom’: Investigating Value Constructs in Non-Profit Project Portfolios
items: The bright side of social economy sector’s projectification: a study of successful social enterprises
items: Case Study - Alpha
items: A Project Portfolio Management model adapted to non-profit organizations
items: Industrial Megaprojects: Concepts, strategies and practices for success
items: We need to use the words...
items: Collaboration between IPMA and PMRP
items: Driving Project Delivery from the Top Down: Engaging Executive Leaders as Project Sponsors
items: Thoughts on project management and climate change
items: Project Management Yinyang: Coupling project success and client satisfaction
items: Project Management and sustainability - review of the 4th IPMA Research Conference 2016
items: Is the Flipped Classroom Method Useful for Teaching Project Management?
items: The Story of a Village: A Case Study in Strategic Planning at Enyinndakurom, Ankaful, Central Region, Ghana
items: Loose, fragmented project arrangements – Some implications for practitioners
items: Educating for Change
items: Project Management Performance Assessment in the Non-Profit Sector
items: Implementation of evidence based practice in a development project on nurse students’ clinical education
items: The First World Trade Center Project: A Historical Tribute to a Great Mega Project
items: The client-side project manager: A practitioner of Design

Editorial
type: item
description: Conversations about projects and project management are changing. Project Management researchers and practitioners are no longer only focused on the processes and practices, but increasingly looking for ‘some truths’ of project management (Morris, 2016) – truth that can be as likely found when considering values as much as knowledge. And what is considered to be so valuable that a new journal is needed to reveal those truths? Quite simply…a better world where humanity’s problems are alleviated through shared and publicly available innovative projects, and socially responsible project management research and practice. And what is PMRP’s role in this quest? To provide a forum where informed dialogue can occur with project management researchers, practitioners and other stakeholders.
subject: Editorial
  topic: section
subject: project management
  topic: keywords
subject: project management
  topic: disciplines
creator: Beverly Pasian
rights: Copyright (c) 2016 Beverly Pasian
date: 2016-11-14
publication date: 2016-11-14
starting page: 5198
ending page: 5198
doi: 10.5130/pmrp.v3i0.5198

Guest Editorial: Reinvigorating Project Management Research and Practice: Perspectives from the Non-Profit Sector
type: item
description: The genesis of this Special Issue was a conference on “Delivering Social Good: Managing Projects in the Non-Profit Sector” held at the University of Limerick in October 2014. The diversity that exists within the broad non-profit sector became apparent at this event, as did its increasing projectification and the variety of organizational forms and models resulting from this trend. Tools, techniques, processes and practices inherited from the business world were described, as were methodologies adopted, adapted and specifically designed for work in areas like international development, humanitarian work and community settings. Insights into the lived experiences of project managers in the non-profit sector were also shared, as were a number of diverse conceptualisations of temporary organisations.
subject: Editorial
  topic: section
subject: Project management
  topic: keywords
subject: Project management
  topic: disciplines
creator: John Lannon
creator: John Walsh
rights: Copyright (c) 2016 John Lannon, John Walsh
date: 2016-11-14
publication date: 2016-11-14
starting page: 5119
ending page: 5119
doi: 10.5130/pmrp.v3i0.5119

Idiosyncratic musings on studying cases
type: item
description: For the past 60 years, organisations have increasingly been using projects and management of, by and for projects to achieve their strategic objectives (Morris & Jamieson, 2004; Morris & Geraldi, 2011). Project management (PM) makes an important and significant contribution to value creation globally. However, the ‘glocal’ context in which projects are performed shows increasing volatility, uncertainty, complexity, and ambiguity (‘VUCA’) affecting organisations and the socio-economic environment, within which they operate (Gareis, 2005). Two main dimensions are considered in research: uncertainty (and its two dimensions: volatility and ambiguity), and complexity (Bredillet, 2015). Because action takes place over time, and because the future is unknowable, action is inherently uncertain (Aristotle, 1926, 1357a). Acts involve time, irreversibility, indetermination and contingence, and uncertainty (Sanderson, 2012; Knight, 1921). "We simply do not know" (Keynes, 1937, pp. 113–114). Management situations (here both Practice and Research) are complex systems in the way they involve interdependence and connections between actors, ‘objects’ and the context.
subject: Commentary (Single blind review)
  topic: section
subject: Project management
  topic: keywords
subject: Project management
  topic: disciplines
subject: research
  topic: disciplines
creator: Christophe Bredillet
rights: Copyright (c) 2016 Christophe Bredillet
date: 2016-11-14
publication date: 2016-11-14
starting page: 5127
ending page: 5127
doi: 10.5130/pmrp.v3i0.5127

Complex non-profit collaboration: A Case Study of The Advocacy Initiative
type: item
description: In 2008 in Ireland there was a real sense that social justice advocacy, by non-profit organisations, was under threat from the state. The experience of many advocates and their organisations was that the state was actively working to silence advocacy. However there were no or few spaces where the non-profit sector (in Ireland often referred to as the community and voluntary sector) could reflect and dialogue about social justice advocacy: the threats it faced, its purpose, methodologies, effectiveness, assumptions, and legitimacy. Where spaces did exist there were low levels of trust and not always room for dissent from dominant narratives (Murphy 2014). The Advocacy Initiative was established to provide the opportunity for the sector to come to grips with these challenges and consider more deeply its advocacy function.
subject: Practitioner case (Single blind review)
  topic: section
subject: Project management
  topic: keywords
subject: advocacy
  topic: keywords
subject: social justice
  topic: keywords
subject: Advocacy Initiative
  topic: keywords
subject: Project management
  topic: disciplines
subject: research
  topic: disciplines
subject: social sciences
  topic: disciplines
creator: Anna Visser
rights: Copyright (c) 2016 Anna Visser
date: 2016-11-14
publication date: 2016-11-14
starting page: 5121
ending page: 5121
doi: 10.5130/pmrp.v3i0.5121

Adopting Results Based Management in the Non-Profit Sector: Trócaire’s Experience
type: item
description: The increasing emphasis on aid effectiveness, accountability and impact measurement in international development and humanitarian work has generated a requirement for high quality internal systems for the management of programmes. To help to address this requirement, Trócaire adopted Results Based Management in the 20 countries in which it works. This paper provides an overview of Trócaire’s RBM journey, including the process of embedding the new approach in the organisation, lessons learnt from this process, the subsequent benefits that are emerging at field programme level and the challenges going forward.
subject: Practitioner case (Single blind review)
  topic: section
subject: Project management
  topic: keywords
subject: Results Based Management
  topic: keywords
subject: non-profit sector
  topic: keywords
subject: Trócaire
  topic: keywords
subject: Project management
  topic: disciplines
subject: research
  topic: disciplines
creator: Eoghan McKernan
creator: Karen Kennedy
creator: Allison Aldred
rights: Copyright (c) 2016 Eoghan McKernan, Karen Kennedy, Allison Aldred
date: 2016-11-14
publication date: 2016-11-14
starting page: 5122
ending page: 5122
doi: 10.5130/pmrp.v3i0.5122

Managing an Integrated Project - Experiences from the Realigning Agriculture to Improve Nutrition project
type: item
description: Over the last number of decades there has been a tendency within the international development sector to privilege the management of projects in a siloed manner. This translates to projects managed in a narrow way according to pre-defined parameters of say the education or health sectors. As a project manager you are held accountable for delivering education or health outputs. A shift in donor funding to focus on development projects that are considered easy to administer partly explains this siloed approach to project management within the development sector. However, there is a gradual kick back against the siloed project management approach. Instead we are seeing a return to an integrated managerial approach. An integrated managerial approach involves bringing together various technical specialists to work on common objectives in a coordinated and collaborative manner. A growing number of development actors such as Concern Worldwide are embracing this ‘new approach’. For Concern Worldwide integrated projects are interventions which address multiple needs through coordination across a variety of sectors and with the participation of all relevant stakeholders to achieve common goals. Integrated projects are about sector projects working together with the same target group in the same area in a coordinated manner. This paper reflects on Concern’s experience and evidence to date with integration drawing on the agency’s work in Zambia. The Realigning Agriculture to Improve Nutrition project in Zambia highlights the practical challenges and lessons of managing an integrated project.
subject: Research Article (Double blind review)
  topic: section
subject: Integrated Projects
  topic: keywords
subject: Project Management
  topic: keywords
subject: Emerging Practice
  topic: keywords
subject: Aid
  topic: keywords
subject: Nutrition
  topic: keywords
subject: Agriculture
  topic: keywords
subject: Project management
  topic: disciplines
subject: research
  topic: disciplines
creator: Kai Matturi
creator: Chris Pain
rights: Copyright (c) 2016 Kai Matturi, Chris Pain
date: 2016-11-14
publication date: 2016-11-14
starting page: 5035
ending page: 5035
doi: 10.5130/pmrp.v3i0.5035

‘Value for Whom, by Whom’: Investigating Value Constructs in Non-Profit Project Portfolios
type: item
description: In most non-profit organisations (NPOs), there are multiple programs, projects or initiatives running simultaneously. The management of multiple projects in organisations can be coined as project portfolio management (PPM) (Archer & Ghasemzadeh 1999; Pennypacker & Dye 2002). In any project-based organisation, it is critical that selected projects align with and deliver the organisation’s strategy or mission. Decisions about project funding are strategic decisions, particularly when there are resource limitations. In PPM decision making, the allocation of resources to projects requires a clear judgement of value across multiple perspectives. Value has often been expressed in financial terms, however increasingly research indicates that non-financial considerations are equally important in evaluating value. A key task in project portfolio management is to maximise value across the portfolio. However, value can be a subjective notion, as each person may have different expectations of what is valuable. The involvement of diverse stakeholder interests could create complexities in decision making in non-profit organisations due to value being interpreted in different ways by the stakeholders. Furthermore in order to achieve its purpose, non-profits depend heavily on donors, patrons and sponsors - stakeholders who contribute to the portfolio but are often not the direct recipients of the services provided by the non-profit organisation (Kaplan 2012). Non-profit portfolios often compete with other initiatives for resources and attention from the same donors and sponsors, and may need to constantly justify the value they provide to these stakeholders. Most research about value in PPM has been conducted in the ‘for-profit’ sector. Recent value-based studies in the project portfolio field stress the importance of considering both commercial and non-commercial value in portfolio decision making (Killen, du Plessis & Young 2012; Kopman 2013; Martinsuo & Killen 2014; Thiry 2001, …
subject: Research Article (Double blind review)
  topic: section
subject: Non-profit
  topic: keywords
subject: Project Portfolio
  topic: keywords
subject: Value perspectives
  topic: keywords
subject: Stakeholders
  topic: keywords
subject: Decision making
  topic: keywords
subject: Project management
  topic: disciplines
subject: research
  topic: disciplines
creator: Karyne Cheng Siew Ang
creator: Shankar Sankaran
creator: Catherine Patricia Killen
rights: Copyright (c) 2016 Karyne Cheng Siew Ang, Shankar Sankaran, Catherine Patricia Killen
date: 2016-11-14
publication date: 2016-11-14
starting page: 5038
ending page: 5038
doi: 10.5130/pmrp.v3i0.5038

The bright side of social economy sector’s projectification: a study of successful social enterprises
type: item
description: In Europe, we are witnessing a growth in the social economy sector, i.e. in socio – economic organizations, which belong neither to the traditional for profit sector (market economy) nor to the public sector (government) (Deforuny, 2001; Young, 2007) - they rather act at the interface of civil society and markets (Jäger, 2010). The main goal of these organizations, called social enterprises or social business, is doing business for socially useful purposes. These initiatives may take the form of traditional Non-Governmental Organizations (NGOs), like foundations and associations, as well as new kinds of organizations for example social cooperatives, partnerships, funds. Social economy is situated between public and business sphere of administration and combines both, social objectives and the ones profit-oriented. Social entrepreneurship is unquestionably a desirable feature of social economy understood as reaching planned economic objectives with the use of available resources. Another feature comprises in using involvement and creativity of excluded persons and thus, solving social problems, among others, structural unemployment and disadvantage of social minorities as well as strengthening democratic processes, bottom-up social initiatives etc. Achieving objectives, both social and economic, requires using modern management instruments and methods. All of the above mentioned organizations or ventures, which achieve their local, social or ethical mission and goals using methods adopted from the business sector (Defourny, Hulgard, Pestoff, eds.2014). One of these methods is project management. The whole sector of social economy, both in Poland and in Europe, is strongly influenced by projectification process: a lot of the activities are performed in the form of projects. For last ten years projectification of social non-governmental sector as well as the economy sector in Poland was reinforced by EU’s funding stream – hundreds of co-funded projects, which aimed at…
subject: Research Article (Double blind review)
  topic: section
subject: social economy
  topic: keywords
subject: social enterprises
  topic: keywords
subject: projectification
  topic: keywords
subject: project management
  topic: keywords
subject: Project management
  topic: disciplines
subject: research
  topic: disciplines
subject: social sciences
  topic: disciplines
subject: economics
  topic: disciplines
creator: Beata Jalocha
creator: Ewa Bogacz-Wojtanowska
rights: Copyright (c) 2016 Beata Jalocha, Ewa Bogacz-Wojtanowska
date: 2016-11-14
publication date: 2016-11-14
starting page: 5043
ending page: 5043
doi: 10.5130/pmrp.v3i0.5043

Case Study - Alpha
type: item
description: This case study was developed from an actual scenario by Dr. Steve Leybourne of Boston University. The case documents the historical evolution of an organization, and has been used successfully in courses dealing with organizational and cultural change, and the utilization of ‘soft skills’ in project-based management. This is a short case, ideal for classroom use and discussion. The issues are easily accessible to students, and there is a single wide ranging question that allows for the inclusion of many issues surrounding strategic decision-making, and behavioural and cultural change. Alpha was one of the earlier companies in the USA to invest in large, edge-of-town superstores, with plentiful free vehicle parking, selling food and related household products. Alpha was created in the 1950s as a subsidiary of a major publicly quoted retail group. It started business by opening a string of very large discount stores in converted industrial and warehouse premises in the south of the United States. In the early days shoppers were offered a limited range of very competitively priced products. When Alpha went public in 1981 it was the fourth largest food retailer in the US, selling an ever-widening range of food and non-food products. Its success continued to be based on high volume, low margins and good value for money, under the slogan of ‘Alpha Price.’
subject: Teaching case (Double blind review)
  topic: section
subject: Project Management
  topic: keywords
subject: Organisational Change
  topic: keywords
subject: Culture
  topic: keywords
subject: Communication
  topic: keywords
subject: Changing Business Strategies
  topic: keywords
subject: Project management
  topic: disciplines
subject: Research
  topic: disciplines
subject: Business
  topic: disciplines
creator: Stephen Leybourne
rights: Copyright (c) 2016 Stephen Leybourne
date: 2016-11-14
publication date: 2016-11-14
starting page: 5040
ending page: 5040
doi: 10.5130/pmrp.v3i0.5040

A Project Portfolio Management model adapted to non-profit organizations
type: item
description: As they strive towards greater professionalism in carrying out their activities, non-profit organizations (NPOs) have begun paying attention to project management. The non-profit sector (NPS) has also begun to adopt strategic planning techniques, thus making the acceptance of project portfolio management (PPM) methodology a natural consequence. This article aims to propose a project portfolio management model adapted to the context of NPOs.
subject: Research Article (Double blind review)
  topic: section
subject: Project management
  topic: keywords
subject: Project Portfolio Management
  topic: keywords
subject: Nonprofit Organizations
  topic: keywords
subject: Third Sector
  topic: keywords
subject: Project management
  topic: disciplines
subject: research
  topic: disciplines
creator: Fabrício Martins Lacerda
creator: Cristina Dai Prá Martens
creator: Henrique M R de Freitas
rights: Copyright (c) 2016 Fabrício Martins Lacerda, Cristina Dai Prá Martens, Henrique M R de Freitas
date: 2016-11-14
publication date: 2016-11-14
starting page: 5120
ending page: 5120
doi: 10.5130/pmrp.v3i0.5120

Industrial Megaprojects: Concepts, strategies and practices for success
type: item
description: This is a review of a recent book on Megaprojects written by an experienced practitioner and researcher of megaprojects who has been writing about them over the last three decades. It focuses on industrial megaprojects covering mainly megaprojects in the Oil & Gas Production, Petroleum Processing and Refining, Minerals and Metals, Chemical, LNG, Power Generation and Pipelines. The book is written mainly from the perspective of project owners but contains some good advice to project managers as well.
subject: Book Review (Single blind review)
  topic: section
subject: Project management
  topic: keywords
subject: megaprojects
  topic: keywords
subject: industrial megaprojects
  topic: keywords
subject: Project management
  topic: disciplines
subject: research
  topic: disciplines
creator: Shankar Sankaran
rights: Copyright (c) 2016 Shankar Sankaran
date: 2016-11-14
publication date: 2016-11-14
starting page: 5118
ending page: 5118
doi: 10.5130/pmrp.v3i0.5118

We need to use the words...
type: item
description: Sometimes it’s important to simply say the words … as it is in the beginning of wisdom that is the definition of terms. When historians look at the world of project management, what will they say that we have said about climate change? Certainly more general—but absolutely legitimate—terms such as ‘sustainability’ have been used, but in a basic term search in the 3 oldest project management journals, I was surprised to see only a few dozen uses of ‘climate change’ as a specific term. The conversation started a long time ago using those words, and PMRP would like to encourage more with this commentary on one of the central topics of this journal … climate change.
subject: Editorial
  topic: section
subject: Project management
  topic: keywords
subject: climate change
  topic: keywords
subject: sustainability
  topic: keywords
subject: Project management
  topic: disciplines
subject: Research
  topic: disciplines
subject: Practice
  topic: disciplines
subject: Business
  topic: disciplines
subject: Climate Change
  topic: disciplines
creator: Beverly Pasian
rights: Copyright (c) 2017 Beverly Pasian
date: 2017-03-29
publication date: 2017-03-29
starting page: 5405
ending page: 5405
doi: 10.5130/pmrp.v4i0.5405

Collaboration between IPMA and PMRP
type: item
description: The International Project Management Association (IPMA) was established by academics, research has always been acknowledged by IPMA and the association has supported research in different ways. We see it as our duty to share knowledge in project management, cooperate and facilitate cooperation between project management researchers and motivate project management researchers…and, by investigating specific areas, and thereby influencing the discipline. To achieve this we collaborate with other organisations that share our interest and I am glad to declare that IPMA will be collaborating with the journal Project Management Research and Practice.
subject: Commentary (Single blind review)
  topic: section
subject: Project management
  topic: keywords
subject: research
  topic: keywords
subject: Project management
  topic: disciplines
creator: Helgi Thor Ingason
rights: Copyright (c) 2017 Helgi Thor Ingason
date: 2017-03-29
publication date: 2017-03-29
starting page: 5435
ending page: 5435
doi: 10.5130/pmrp.v4i0.5435

Driving Project Delivery from the Top Down: Engaging Executive Leaders as Project Sponsors
type: item
description: The perspective of the Chief Project Officer is a new and valuable role in the project management team. In this first of an ongoing series, Dr. Alicia Aitken will contribute to PMRP with this unique perspective and offer insights to both this emerging role and its impact on project success.
subject: Commentary (Single blind review)
  topic: section
subject: Project Management
  topic: keywords
subject: Project Management
  topic: disciplines
creator: Alicia Aitken
rights: Copyright (c) 2017 Alicia Aitken
date: 2017-03-29
publication date: 2017-03-29
starting page: 5459
ending page: 5459
doi: 10.5130/pmrp.v4i0.5459

Thoughts on project management and climate change
type: item
description: Addressing the undeniable challenge of climate change within the pages of PMRP is a priority and, starting with the 2017 volume, will become an ongoing focus for submissions. In support of this, the views of Dr. Joel Carboni were recently captured on a variety of topics relevant to both project management researchers and practitioners.
subject: Interviews (Non-refereed)
  topic: section
subject: project management
  topic: keywords
subject: climate change
  topic: keywords
subject: project management
  topic: disciplines
subject: sustainable development
  topic: disciplines
creator: Joel Carboni
rights: Copyright (c) 2017 Beverly Pasian, Joel Carboni
date: 2017-03-29
publication date: 2017-03-29
starting page: 5462
ending page: 5462
doi: 10.5130/pmrp.v4i0.5462

Project Management Yinyang: Coupling project success and client satisfaction
type: item
description: Our research applies paradox theory to a project management construct to help project management researchers and practitioners understand the tensions that can exist between project success and client satisfaction. Our research highlights that although project success and client satisfaction are both present within a project management construct, they also belong to different functional systems. Project success and client satisfaction have different systemic-discourses and use different language games to convey information. These distinctions can create latent and sometimes salient tensions within the project management construct that project managers must understand, embrace, and work with. We have used a Grounded Theory (GT) methodology to explore the lived experience of project managers, and from this have identified a phenomenon which we have termed project management yinyang. Project management yinyang is the state that exists when both project success and Client satisfaction are tightly coupled within the project management construct. Project management yinyang highlights that these two phenomena cannot be viewed as separate elements because the ‘seed’ of each exists within the other. And to truly achieve one, you must also achieve the other. Our findings indicate that in order to create project management yinyang the project manager must embrace a paradoxical yet holistic philosophy. They must understand the complementarity, interdependency, and structural coupling that exists between the positivist and interpretivist paradigms within the project management construct. They must understand how satisfaction (Yin) and success (Yang) are created through focus. Furthermore, they must understand how project management yinyang is separate from, but borne from, the convergence of the other two elements.
subject: Research Article (Double blind review)
  topic: section
subject: Project Success
  topic: keywords
subject: Client Satisfaction
  topic: keywords
subject: Paradox Theory
  topic: keywords
subject: Structural Coupling
  topic: keywords
subject: Project Management Yinyang
  topic: keywords
subject: Project management
  topic: disciplines
subject: Research
  topic: disciplines
subject: Business
  topic: disciplines
creator: Greg Stewart Usher
creator: Stephen Jon Whitty
rights: Copyright (c) 2017 Greg Stewart Usher
date: 2017-06-01
publication date: 2017-06-01
starting page: 5523
ending page: 5523
doi: 10.5130/pmrp.v4i0.5523

Project Management and sustainability - review of the 4th IPMA Research Conference 2016
type: item
description: The 4th IPMA research conference was held on Project Management and Sustainability in Reykjavik, Iceland from September 14th - 16th 2016. In this article, we give a general outline of the structure of the conference, the main findings and what they mean for the project management community.
subject: Conference Proceedings (Reviews determined per event)
  topic: section
subject: project management
  topic: keywords
subject: Business
  topic: disciplines
subject: management
  topic: disciplines
subject: project management
  topic: disciplines
creator: Helgi Thor Ingason
creator: Yvonne Schoper
rights: Copyright (c) 2017 Helgi Thor Ingason, Yvonne Schoper
date: 2017-06-01
publication date: 2017-06-01
starting page: 5467
ending page: 5467
doi: 10.5130/pmrp.v4i0.5467

Is the Flipped Classroom Method Useful for Teaching Project Management?
type: item
description: A teaching method known as the flipped classroom has become increasingly popular in recent years and the method is now widely used around the world at all levels of the education system. This paper seeks to examine and elucidate the concept of the flipped classroom method as well as scrutinize its varying manifestations within educational settings, focusing particularly on the question of whether the teaching method is a fruitful teaching strategy for project management. Data gathering was based on an analysis of research literature focusing on the application of the flipped classroom as well as interviews conducted with both teachers and students associated with a master’s degree program in project management at Reykjavik University. The interviews sought to extract perspectives of both teachers and students with regard to their experiences of the flipped classroom method in contrast to conventional teaching methods. Finally, the paper will present the findings from an analysis comparing test results from an international certification examination in project management for two groups of students. One group attended lessons where the flipped classroom method was applied whereas the other group was instructed using traditional teaching methods. The findings of the study reveal that the flipped classroom method is a fruitful and relevant strategy for teaching and learning project management. The findings show that the students were more positive toward the method than the teachers. Furthermore, the students were generally more receptive to new teaching methods than the teachers were. 60% of the students who attended lessons that used the flipped classroom claimed that it had aided them in preparing for the certification examination.
subject: Research Article (Double blind review)
  topic: section
subject: teaching
  topic: keywords
subject: flipped classroom
  topic: keywords
subject:
  topic: keywords
subject: Project management
  topic: disciplines
subject: education
  topic: disciplines
subject: teaching
  topic: disciplines
subject: flipped classroom method
  topic: disciplines
subject:
  topic: disciplines
creator: Helgi Thor Ingason
creator: Gisli Runar Gudmundsson
rights: Copyright (c) 2018 Helgi Thor Ingason, Gisli Runar Gudmundsson
date: 2019-01-30
publication date: 2019-01-30
starting page: ID 5375
ending page: ID 5375
doi: 10.5130/pmrp.v5i0.5375

The Story of a Village: A Case Study in Strategic Planning at Enyinndakurom, Ankaful, Central Region, Ghana
type: item
description: The development of a strategic plan for an African village can seem a daunting task, especially if the village is one created from diverse beginnings and different cultural origins, where ethnicity, language and custom are not homogenous. In this article the authors explore the outcomes of the traditional top down approach. They contrast this with a collaborative approach, bottom up, and propose the use of management strategies more commonly found in an industrial environment. Deploying a case study approach the development and implementation of a strategic plan for a post-leprosy rehabilitation village near Elmina in Ghana, West Africa is described and evaluated. Learned helplessness is often an outcome of intervention aid. By approaching a project with a top down approach, the dependency of a community can become ingrained. However a partnership approach with the villagers is hoped to engender a sense of ownership in the community, motivating optimism. The authors believe that the possibility of engagement with the village is greatly strengthened using collaborative approach, and that this is key to a successful outcome. The concept, strategy and initial results as well as the ongoing sustainability of the strategy are described. The underlying hypothesis is that by empowering an impoverished and disenfranchised community with tried and trusted, modern management methods, engagement as well as success can be achieved.
subject: Research Article (Double blind review)
  topic: section
creator: Wynette Redington
rights: Copyright (c) 2017 Wynette Redington
date: 2019-01-30
publication date: 2019-01-30
starting page: ID 5465
ending page: ID 5465
doi: 10.5130/pmrp.v4i0.5465

Loose, fragmented project arrangements – Some implications for practitioners
type: item
description: This paper aims to contribute to our understanding of the project by considering an alternative type of project taken from the world of practice but which appears to be over-looked within much of the existing PM research. The paper draws from two recent project experiences and describes a project reality as messy, ambiguous and fragmented. How this messiness affect the project structure and the implications in terms of how we manage projects are drawn out and discussed.
subject: Practitioner case (Single blind review)
  topic: section
subject: project management
  topic: keywords
subject: project structures
  topic: keywords
subject: practice
  topic: keywords
subject: resource dependency theory
  topic: keywords
subject: Management
  topic: disciplines
subject: Project Management
  topic: disciplines
creator: Christopher Cullen
rights: Copyright (c) 2018 Christopher Cullen
date: 2019-01-30
publication date: 2019-01-30
starting page: ID 5466
ending page: ID 5466
doi: 10.5130/pmrp.v5i0.5466

Educating for Change
type: item
description: The United Nations’ Sustainable Development Goals (SDGs) framework was adopted by every member state of the United Nations in 2015, and, albeit not legally binding, it is arguably one of the greatest steps of humanity to address the identified problems of our time, covering a wide range of topics such as environmental protection, equal opportunities, education, eradication of diseases, famine, poverty, slavery and child labour. Both in terms of its comprehensive scope and its worldwide support, this framework arguably represents one of the most significant international frameworks in human history. Using education related examples from a charity project that is concerned with the development of a local health care system in the African rain forest in Cameroon, this paper illustrates how projects can and should implement key aspects of the SDGs framework pre-emptively within their scope, i.e. at the local level, prior to and in support of the full, legally binding implementation of the framework at the national level. This not only helps to make our world a better place, but also very concretely to reduce project risks, create funding opportunities and make the project’s deliverables more sustainable. The ‘Mahola Project’ (‘Mahola’ means ‘Aid’ in the local Bassa language) was founded in 2013 – following an exploration trip to Cameroon in order to assess the real needs of the population in the deprived area around the village Siliyegue – as a response to meet these needs. The main objective of the project is the development and deployment of a sustainable, integrated, local health care system that is fully aligned with the SDGs and brings about dramatic improvements for the quality of life of the people living there; far beyond ‘just’ providing health care and work opportunities. Education is at the core of the necessary efforts to successfully deliver this system, changing minds and hearts.
subject: Practitioner case (Single blind review)
  topic: section
subject: Sustainability
  topic: keywords
subject: Governance
  topic: keywords
subject: Health Care
  topic: keywords
subject: Social Transformation
  topic: keywords
subject:
  topic: keywords
subject: Business and management
  topic: disciplines
subject: Sustainability
  topic: disciplines
creator: Ian Brooks
creator: Mario Kossmann
creator: Virginie Kossmann
rights: Copyright (c) 2018 Ian Brooks, Mario Kossmann, Virginie Kossmann
date: 2019-01-30
publication date: 2019-01-30
starting page: ID 5869
ending page: ID 5869
doi: 10.5130/pmrp.v5i0.5869

Project Management Performance Assessment in the Non-Profit Sector
type: item
description: As the non-profit sector becomes increasingly dependent on projects to achieve its strategic goals, the use of formal project management processes can help to demonstrate to stakeholders that an organisation is taking steps to improve its performance. However the adoption of processes drawn from the for-profit sector does not always yield the desired results. In particular existing performance management systems and quality management systems are unsuitable for the implementation, measurement, and improvement of project management practices in the sector. A new model is therefore proposed for non-profit project management performance assessment. This is based on a conceptual analysis of the European Foundation for Quality Management (EFQM) business excellence model, a project management performance assessment model used primarily in for-profit environments, and an assessment of criteria particular to non-profit organisations. The model is multi-dimensional, flexible, and accounts for multiple stakeholder views. After using it, non-profit organisations can reflect on their performance, create an improvement plan, and use the model again to test their progress.
subject: Research Article (Double blind review)
  topic: section
subject: non-profit organisations
  topic: keywords
subject: project management
  topic: keywords
subject: performance assessment
  topic: keywords
subject: project management
  topic: disciplines
subject: performance management
  topic: disciplines
subject: quality management
  topic: disciplines
creator: John Lannon
rights: Copyright (c) 2018 Katherine Anderson, John Lannon
date: 2019-01-30
publication date: 2019-01-30
starting page: ID 5910
ending page: ID 5910
doi: 10.5130/pmrp.v5i0.5910

Implementation of evidence based practice in a development project on nurse students’ clinical education
type: item
description: Synopsis: The evidence based practice (EBP) movement started at the beginning of 1970s in the field of medicine. The famous definition by Sackett et al. (1997, p. 2) defined evidence-based medicine as ‘the conscientious, explicit and judicious use of current best evidence in making decisions about the care of individual patients’. The idea of EBP was later introduced to other fields of professional practice in health and social care, as well as to the education of health professionals such as nursing education. The project named Knowledge in development (KID) focused on the development of clinical preceptorship in the context of nursing. Clinical preceptors are registered nurses and practical nurses who have the responsibilities of caring for patients and teaching nursing students at the same time. Nursing teachers working in the KID project were enthusiastic to implement the evidence based practice approach in the project work, by using different evidence bases. Purpose: The purpose of this article is to present how evidence based practices in the project work were implemented and to describe the experiences of the project group members about the implementation of EBP. Project setting: Two universities of applied sciences, two vocational institutes and four health-care organizations in Western Finland. Year of project: 2009-2013 Target readers: Primarily project practitioners, project managers and teachers on the health care sector. Lessons learned: Based on the experiences gained in this project, the use of an evidence based practice approach in planning and implementing a development project in health care clinical and educational settings is recommended. Competencies highlighted: Information literacy Related theory: The structure of different evidence bases presented by Rycroft-Malone et al. (2004), including research, clinical experience, patients, clients and carers, and local context and environment.
subject: Teaching case (Double blind review)
  topic: section
subject: Evidence-based practice
  topic: keywords
subject: Clinical education
  topic: keywords
subject: Development project
  topic: keywords
subject: Healthcare
  topic: keywords
subject: Nurse
  topic: keywords
subject: Nursing education
  topic: keywords
subject: Practitioner case
  topic: keywords
subject: Preceptorship
  topic: keywords
creator: Hanna-Leena Melender
creator: Yvonne Hilli
rights: Copyright (c) 2018 Hanna-Leena Melender
date: 2019-01-30
publication date: 2019-01-30
starting page: ID 6248
ending page: ID 6248
doi: 10.5130/pmrp.v5i0.6248

The First World Trade Center Project: A Historical Tribute to a Great Mega Project
type: item
description: The tragic collapse of the World Trade Center on September 11, 2001 could not erase the memory of one of the most successful projects in history. The project set standards of excellence in project management for years to come. Using a retrospective look at the construction management of the WTC during the 1960s and 1970s, we show how the vision of great leadership and a determined organization transformed the economy of one of the most important cities in the world.
subject: Practitioner case (Single blind review)
  topic: section
subject: Project Management
  topic: keywords
subject: Mega Project
  topic: keywords
subject: Construction Management
  topic: keywords
subject: New York City
  topic: keywords
subject: World Trade Center
  topic: keywords
subject: Project Management
  topic: disciplines
subject: Technology management
  topic: disciplines
subject: Innovation Management
  topic: disciplines
creator: Vered Holzmann
creator: Donald Olson
creator: Randall Vendetti
creator: Aaron Shenhar
rights: Copyright (c) 2019 Vered Holzmann, Donald Olson, Randall Vendetti, Aaron Shenhar
date: 2019-02-12
publication date: 2019-02-12
starting page: ID 5648
ending page: ID 5648
doi: 10.5130/pmrp.v5i0.5648

The client-side project manager: A practitioner of Design
type: item
description: SYNOPSIS Our research adds to the client-side project management body of literature by demonstrating that these professionals display all the characteristics of Design Thinking Mentalities, Thinking Styles and Practices as identified by Hassi and Laakso (2011a) and that they utilize a broad range of the Design Thinking tools identified by Liedtka (2015) and Johansson-Sköldberg et al. (2013) when they deliver construction projects. RELEVANCE FOR PRACTICE/EDUCATION Our findings indicate that client-side project managers should view their role differently to what has been traditionally accepted. The use of Design Thinking within the project management construct highlights that practitioners need to develop skills and tools that address, not just the compliance and control elements of project management, but also information gathering and problem solving techniques. This change of perspective creates opportunities for project managers to broaden their skill set in order to be able create further value in the Construction process. RESEARCH DESIGN Our research uses a Grounded Theory methodology to explore the ‘lived experience’ of client-side project managers to determine if they utilize Design Thinking when managing Construction projects. This is achieved by creating a framework from the work of Hassi and Laakso (2011a), Johansson-Sköldberg et al. (2013) and Liedtka (2015) to guide semi-structured interviews with a cohort of ten client-side project managers. MAIN FINDINGS Our research provides evidence of Design Thinking Mentalities, Thinking Styles, Practices and Tools being utilized by client-side project managers when delivering Construction projects. Our findings also identifies 15 project management tools used by client-side project managers when delivering Construction projects and highlight that the practice of client-side project management should not be viewed exclusively as part of the ‘Implementation’ process. RESEARCH IMPLICATIONS Our results support existing…
subject: Research Article (Double blind review)
  topic: section
subject: Client-side project management
  topic: keywords
subject: Design Thinking
  topic: keywords
subject: poorly-defined projects
  topic: keywords
subject: Project Management
  topic: disciplines
creator: Greg Stewart Usher
creator: S. Jonathon Whitty
rights: Copyright (c) 2018 Greg Stewart Usher, S. Jonathon Whitty
date: 2019-02-26
publication date: 2019-02-26
starting page: ID 6147
ending page: ID 6147
doi: 10.5130/pmrp.v5i0.6147