Project Management and Success in Academic Research

A major challenge in Information Systems and Information Technology is to improve the ability to conceptualize, design, develop and deliver information systems that meet customer requirements. Project management is often adopted to create solutions that work and meet customer needs. The principles of project management as defined by the Project Management Institute, can improve project success rates. Researchers in the project management need to help practitioners understanding the impact of different principles on the success of IS development. This study undertakes a survey of project management experts on the state of practice and research to examine the need for improving project management, and suggest areas that can be improved. Research may be the most effective means of defining opportunities for enhancing project success rates by tapping the wealth of literature and complementing it with the expertise of project management practitioners. INTRODUCTION Software development applications require frequent changes and updates in order to support enterprise systems. These frequent changes to IS/IT comprise a large volume of software development efforts. These efforts, undertaken as projects, are generally complex and take place in a dynamic environment where business conditions and technologies change frequently during the life of the project (Chen, et. al., 2004). The factors of project success include user involvement and project size, management and planning (Schmidt, et al., 2001). A fully operational project management system in enterprise offers the best opportunity for project success through the implementation of methods and tools for planning, organizing, and managing team-based activities to accomplish specific directives (Jurison, 1999). Project management is widely adopted in Corporate America embraces project management to implement system changes (Muriithi & Crawford, 2003; Park & Pena-Mora, 2003; Yilmaz & Phillips, 2007), which are even considered as too significant to outsource (Fish & Seydel, 2006) or having high risk of leading to undesirable consequences (Wei & Peach, 2006). However, many projects fail, even when performed using project management techniques. Such project failure reduces the capability of technology components. The 2004 Chaos report by the Standish Group found that only 28% of IT projects were successful, down from 34% in earlier report; The proportion of IT projects canceled before completion increased to 18% (from 15%), and a further 51% of IT projects were considered challenged as they are seriously late, over budget and missing expected features (The Standish Group, 2004; The Standish Group, 2007). Possible causes for these findings are the size and expense of large projects, a return to traditional development practices on large projects (Boddy, 1993), the absence of user involvement (Turner & Cochrane, 1993; Akbulut & Motwani, 2005), and lack of executive support (Munns & Bjeirmi, 1996). Thus, scope management is regarded as a key area of successful project management in practice (Hayes, 2004). Although some project failures are because of technical reasons, most are directly related to the failure of stakeholders to embrace the principles of good project management (Jurison, 1999). As part of the project management process, project teams must understand the standards to which their projects are being held in order to ensure that project performance is emphasized appropriately (Crawford, 2005). The Field Guide to Project Management (Cleland, 2004) suggests that project management should be an easy sell to organizations because it enhances business performance and increases revenue. An organization can manage project effectively by identifying its goals in applying project management principles (Aladwani, 2002). For most organizations, these goals are to apply a proven practice, optimize resources, serve customer needs and save time and money (Turner & Cochrane, 1993). …

Efficient Project Management in Digital Oilfields (DOF) space usually focus in addressing the asset business challenges through clearly defined business objectives for the project implementation. One of the key reason why such digital oilfields project implementation fails is because most operating asset use the ‘conventional project management approach’ in dealing with digital oilfields implementation. The ‘Conventional Project Management’ approach rest the entire responsibility of managing the project on the Project Manager who is normally NOT a member of the business or asset. This Project Manager usually abandons this role of managing the implementation after ‘Go Live’ or on ‘completion’ of the project. The objective of this presentation is to identify the reasons why the ‘conventional project management framework’ fails and proffer a field-tested project management approach that ensures seamless embedment of the Digital Oilfields Transformation solutions. A field-tested approach is demonstrated through research work in a field where a Business Opportunity Manager (BOM) who is a member of the business (not from the project team) who actually anchored the implementation of digital oilfields solutions in an asset in Gulf of Guinea. The Business Opportunity Manager actually interfaces between the business and the project team right from inception of the project through into the handover of the project to the business thereby ensuring seamless embedment and sustainability of the realised solutions for continuous business improvement. Digital Oilfields (DOF) Transformation is a continuous business improvement initiative in project management. The results show significant business benefits from this option of using the Business Opportunity Manager from the business in delivering the solutions rather than the conventional project manager that takes overall management of the project and leaves on ‘completion’ of the project implementation. The gains or value proposition from the DOF implementation are sustained and continuously improved with solid embedment process. This result will serve as reference tool and assist Digital Transformation experts build a sustainable framework in similar project implementation and management, globally.

Introduction One of the challenges faced by students that are involved in the acquisition of an academic degree, as Higher Education or a PhD., are related to the difficulties of development of a Academic Research Project. Such challenges are surrounded by incorrect determination of the research scope and complexity, the erroneous estimatives for the research conclusion (or even the time demand due to problems occurring during the research development) or even finishing with poor quality as something that were not expected by the advisor and other evaluators. These elements culminates in the application of Project Management Theory that is being studied by institutions such as the Project Management Institute--PMI (PMSURVEY.ORG, 2010) over the years and which aims to improve the process of project development in general, including academic projects aimed at scientific research in the university accordingly to MUSTARO & ROSSI, 2013. PMI is responsible for developing guidelines for project management as defined on the Project Management Body of Knowledge--PMBoK (PMI, 2008). From the presented scenario, the general objective of this paper is to establish link between academic research projects with the Project Management Theory. As specific objectives, this paper considers: 1) present the types of academic research projects that can be treated according to the precepts of the project, 2) provide project management theoretical foundations, and 3) present part of the process groups of PMBoK (Project Management Body of Knowledge), a framework widely used in over a hundred countries, linking these process groups to the academic research projects. To develop the proposed objectives and present the research results this paper is organized as follows: initially is described the Project Management Principles, then the processes involved in Initiating and Planning Process Groups are detailed based on PMBoK as well their relation with Academic Research Project. For each process group, their relation with the Knowledge Areas from PMBoK are detailed, and specific templates, as an Academic Research Project Plan Template, are presented. Finally, the conclusions are related and future works are suggested. Project Management Principles It is considered that the man have been using actions that turns to practices of project management since long time ago. It is also considered that some important monuments created throughout the history of modern man were built under the precepts of project management although these were not formalized at the time. Valle et al. (2010) show historical analyses that consider the concept of project management can be older than it looks. According to the authors, the construction of the pyramids of Egypt, the Great Wall of China and the Coliseum in Rome represent examples of man's efforts that must have been regimented by principles of project management. In the contemporary era is verified, as Valle et al. (2010), that several works were done under management of big monetary amounts and the work force of thousands of workers, which generated the need to implement project management practices. According to the authors, Taylor (1911) was a pioneer in the science of Project Management and Gantt (1919) was another student of these sciences. Both contributed greatly to the practices of modern project management. Although great events of the past suggested the theories of project management, it was only in the early twentieth century that the theories, methodologies and frameworks aimed at project management were in fact established. A timeline, according to Carvalho & Rabechini Jr. (2011), present great landmarks of project management from the twentieth century. This is able to present the evolution of project management practices and represents milestones in this setting, as shown in Table 1. In general, project management practices bring many benefits. …

Although project management is widely used in the public sector, many projects still fail even when project management tools and practices are employed. Several studies show that a project's success depends partly on the project manager's competencies; however, there is little empirical research on this subject in the public sector. This study aims to analyze the significant characteristics linked with the competencies of the public sector project manager and outlines a profile of these professional competencies characteristics that can lead to the success of projects. Through empirical research conducted with 77 project managers from 32 public organizations in Brazil, this study examined the relationship between project managers' competencies and the likelihood that projects will succeed. Using factor analysis and logistic regression, we looked at factors like time, cost, quality, and scope to determine their relationship to the likelihood that projects will succeed. The findings highlight the importance of project management knowledge, communication abilities, attitudes relating to motivation, trust, and emotional intelligence, and most traits defining project managers in the public sector. The employee's length of service was the single factor that had a negative impact on the project's outcomes. This study contributes to the current knowledge of project managers' competencies in the public sector, showing the main characteristics a successful project manager needs to have and can help direct efforts in selecting a more suitable professional, contributing to the reduction of the turnover of the workforce and the consequent loss of knowledge of the organization.

Introduction. Project management is a key element that contributes to social service organizations' effective functioning and development. According to the literature, social projects can be funded from various sources, including government grants, private donations, and organizations' revenues. However, to ensure the successful implementation of projects, systematic management and careful planning are required, which is achieved through project management techniques. Aim. The study, which includes quantitative and qualitative analysis methods, was designed to identify the specifics of project management in social services. This research was funded by the University of South Bohemia Grant Agency in České Budjovice, grant number GAJU 052/2019/S "Selected aspects of social services management." Materials and methods. The quantitative analysis included 331 social workers and 396 directors from six regions, using questionnaires. Qualitative data were collected through interviews with 24 directors of social service organizations in South Bohemia, exploring challenges, strategies, and daily project management use. Results. Successful project implementation relies on project managers’ competencies and resource management skills. Statistical analysis confirmed a significant link between managers’ qualifications and project outcomes. Recommendations include investing in project managers’ professional development through training programs, enhancing funding strategies, and diversifying revenue sources. Organizations should explore new funding opportunities, attract sponsors, and engage volunteers to build trust and strengthen their resource base. Conclusions. Project management is critical for success in the social services sector. Effective planning, resource management, and continuous skill development of project managers are key to achieving organizational goals and implementing successful projects.

Project management: importance for diagnostic laboratories

Current practice in project management — an empirical study

This study investigates the direct relationship between risk management and project success with the mediating role of risk awareness on that direct relationship; and the moderating role of manager's overconfidence on that mediating relationship. The study used multiple regression and mediation-moderation analyses on close-ended questionnaire data from a sample of project managers in the education industry. Results suggests that project managers can expect higher chances of project success when they are able to manage risk effectively, as evidenced by the significantly positive relationship between risk management and project success. Managers must have good risk awareness, as evidence by the effect of risk awareness as a significant mediator that strengthens the relationship between risk management and project success and managers must manage their confidence, as evidence by the effect of manager's overconfidence behavior as a significant moderator that weakens the mediation relationship between risk awareness, risk management and project success.

Project management has the potential to play a key role in the effective functioning of a company. In spite of the intensive development of project management knowledge and tools, however, the ratio of projects which fail is still very high. For the above reason, interest in research dedicated to project success determinants has been increasing. Although existing empirical studies provide numerous evidence on project key-success factors, rrelatively little research has been devoted to examination of project culture in the context of its impact on the final results of projects. The study’s objective entails analysis of how project culture mediates the relationship between project characteristics and project outcome. For this purpose, a questionnaire has been developed, which was distributed among 138 project managers representing Polish enterprises. A theoretical model has been proposed, linking project attributes and project culture to project outcome. The results of the empirical studies indicate that inclusion of project culture, with special attention paid to its openness, significantly contributes to the clarification of the way project attributes affect project outcome.

Providing structured yet adaptable models of project success within an organization, A Standard for Enterprise Project Management explains each of the basic elements needed for project success and integrates them into a balanced life-cycle continuum. It also supplies an inventory of practical policies, procedures, techniques, and templates for consistent management of projects. The book first discusses project authorization and initiation, followed by analysis and planning. It then covers execution, control, and closure. Each phase contains an explanation and an illustration of how to optimize success. Throughout the text, the author refers to numerous appendices that constitute both blank and completed templates. He provides details on how to use these tools, with an emphasis on balancing the benefits of standardization and the need for flexibility. The accompanying downloadable resources encompass a color version of the book with four bonus features: Quick start with Project 2003 that offers a one-page tutorial and three pages of screen prints designed to quickly generate readable and concise project plans Complex project readiness grid that suggests how to manage intricate interrelationships in a project or program environment Project management competency development grid that outlines a program for developing key skills among project managers within an organization Traceability matrix that illustrates how various levels of requirements and final solutions are interrelated This book offers a painless guide to quickly getting business initiatives out of the clouds and onto the ground. Blending the rigor and discipline of project management with the thoroughness of business analysis, it shows how to successfully build, complement, and enhance project management and business analysis in any organization.

The purpose of this study is to explore the effects of transformational leadership (TL) on project success (PS), focusing on the indirect impacts of leader-member exchange (LMX) and the moderating influence of professional commitment (PC). This study aims to address the inconsistent findings in existing literature regarding the transformational leadership-project success relationship and to uncover the mechanisms that affect project outcomes. The unit of analysis is finished projects. The 509 project managers on projects completed within the past five years responded to the poll to collect data. The data were then assessed using Smart-PLS software. The results confirmed the study’s hypotheses, demonstrating that LMX mediates the relationship between transformational leadership and project success. Additionally, professional commitment was found to moderate both the relationship between transformational leadership and LMX and the connection between LMX and project success. Furthermore, transformational leadership was shown to have a direct positive effect on project success. These findings contribute to the theoretical foundations of leadership and project management by emphasizing the critical role of relationship quality within teams, with LMX serving as an intervention mechanism and professional commitment acting as a moderating role influencing project success. The insights from this study offer practical value for developing project management strategies tailored to specific organizational contexts, enhancing efficiency in project-based organizations. Future research should consider longitudinal studies to explore how the relationships between these antecedents and project outcomes evolve over time. Doi: 10.28991/ESJ-2024-08-06-022 Full Text: PDF

Status and scope of project management in the hospitality industry

Private Sector-led Urban Development Projects. Management, Partnerships and Effects in the Netherlands and the UK

Contribution: Internships designed to provide training and an initial period of contact with industry, prior to a computer science engineering capstone project, have a very positive impact on both industry and academic capstone projects. Background: Internships and capstone projects are widely used to integrate work-related learning in computer engineering curricula. Both activities offer numerous benefits for students, industry, and academia. Although their effects have been extensively studied separately, the interaction between them remains unexplored. Research Questions: What is the effect of internships on the development of a subsequent capstone project? Methodology: The hypothesis was that the completion of an internship will have positive effects on several aspects of the capstone projects: 1) improved student competencies; 2) improved capstone project outcomes; and 3) decreased supervision effort. Further, these positive effects were expected to be greater in industry-based projects than in academic projects. The hypothesis was tested through a quantitative study of data collected from 274 computer science engineering capstone projects. A period of time with internships was compared with another period without internships, and differentiating between academic and industry projects. Findings: Internships prior to capstone projects improve student skills in autonomy, technology, methodology, and project management; increase the complexity and technological novelty of the resulting projects; and reduce advisor involvement in practical (technology, execution) and keep-the-project-alive issues, and increase advisor involvement in monitoring student work (meetings, reports, and initial arrangements). This effect was observed in both industrial and academic projects.

This paper presents a systematic literature review analyzing the intersection of intelligent technology and project management through empirical studies encompassing 53 peer-reviewed articles published between 2018 and 2024. The research aims to identify key themes, geographic distribution, author contributions, and future research directions in the field. The thematic analysis reveals five predominant categories: project complexity and theorizing, project governance and management, digitalization and technology, inter-organizational projects and networks, and agility and innovation. The geographic analysis indicates that Europe, particularly the United Kingdom, leads in research contributions, while North America and Asia show emerging but limited involvement. The author's contribution analysis highlights notable scholars who emphasize governance, sustainability, and digital transformation. Future research is expected to focus on intelligent technology-driven risk management, the integration of agile methodologies, and sustainability practices within project management frameworks. The findings underscore the transformative potential of intelligent technologies in enhancing project outcomes, emphasizing the need for robust governance and adaptability in project management practices. The study identifies critical gaps, particularly in the areas of public-private partnerships and cultural dynamics, suggesting avenues for future research to optimize the integration of intelligent technologies in project management. Overall, this review contributes to the understanding of how intelligent technology can reshape project management, providing a conceptual framework that integrates independent, dependent, intervening, and moderating variables to enhance project success in an increasingly complex environment.