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The rise of the project workforce : managing people and projects in a flat world
\"Economically speaking, the world is flat again. Globalization, projectization, fragmentation of the enterprise - including outsourcing - and real-time collaboration across the planet have enabled companies to reduce costs, leverage a global talent pool, and execute challenging deliverables with a dispersed yet incredibly connected project workforce.\" \"In the Rise of the Project Workforce, Rudolf Melik reveals how the flattening of the world has fundamentally transformed the structure of modern organizations and the nature of the work we do. He explores the disciplines, technology, and tools required to execute projects and initiatives in today's business climate. Surveying the way we work, collaborate, and make business decisions, Melik shows you how you can manage the constant change and how you can leverage that change and new technologies to beat the competition\"--book jacket.
Book
Industrial Megaprojects - Concepts, Strategies, and Practices for Success
Over half of large-scale engineering and construction projects (off-shore oil platforms, chemical plants, metals processing, dams, and similar projects) have miserably poor results. These include billions of dollars in overruns, long delays in design and construction, and poor operability once finally completed. This book gives a clear, nontechnical understanding of why these major projects get into trouble, and how to prevent hazardous and costly errors when undertaking such large technical and management challenges. Companies worldwide are rethinking their large-scale projects. This book offers the tools and principles that are the true foundation of safe, cost-effective, successful megaprojects and is an essential guide for engineers, business directors and project managers.
eBook
Problem structuring approaches for the management of projects : demonstrating successful practice
Exploring the three levels of project management, this edited collection analyses the practice of problem structuring approaches (PSAs) with an aim to improve organisational adaptability and value creation. By studying these approaches, the authors present techniques for enhancing project management knowledge, informing decision-making and guiding management actions. This book is an insightful and timely read, as it addresses the need for organisations to adapt in order to tackle new challenges within today's changing business landscape. Undoubtedly useful to those studying project management and operational research, this book is also an important read for managers and decision-makers within organisations as it identifies and examines the effective outcomes of PSAs.
Book
Usage of Hybrid Project Management Approaches and Influences on Approach Selection
Changes in technologies and practitioner approaches to project management have led to a mix known as hybrid. This research identifies approaches practitioners currently use and determines possible influences on how a project manager selects an approach for a project. Four hundred participants completed a survey questionnaire to help identify methodologies in use. Additionally, participants reviewed a list of 39 specific project management tools and techniques to indicate their level of use for each of them. Our findings indicate that few project managers exclusively employ agile methodologies without the incorporation of predictive techniques and tools. Chi-square analysis was used to analyze industry, project manager experience level, and type of project to determine the influence on approach selection. The results showed that industry and type of project were important to selection, but a project manager's level of experience was not. A qualitative analysis identified two additional important factors of company policy and team experience. Overall, the study supported that there is no best approach to managing projects, but hybrid is emerging as a predominant approach to exploit the benefits of multiple approaches. Additionally, the data implies a need for greater support, resources, or education to facilitate the successful implementation and longevity of adaptive project management approaches.
Journal Article
Hybrid project management – a systematic literature review
Hybrid project management is an approach that combines traditional and agile project management techniques. The goal is to benefit from the strengths of each approach, and, at the same time avoid the weaknesses. However, due to the variety of hybrid methodologies that have been presented in the meantime, it is not easy to understand the differences or similarities of the methodologies, as well as, the advantages or disadvantages of the hybrid approach in general. Additionally, there is only fragmented knowledge about prerequisites and success factors for successfully implementing hybrid project management in organizations. Hence, the aim of this study is to provide a structured overview of the current state of research regarding the topic. To address this aim, we have conducted a systematic literature review focusing on a set of specific research questions. As a result, four different hybrid methodologies are discussed, as well as, the definition, benefits, challenges, suitability and prerequisites of hybrid project management. Our study contributes to knowledge by synthesizing and structuring prior work in this growing area of research, which serves as a basis for purposeful and targeted research in the future.
Journal Article
Differences between Public-Sector and Private-Sector Project Management Practices in Hungary from a Competency Point of View
Both sustainability and strategic goals are realized in the course of implementing projects and in this way, projects are crucial for companies. Despite the growing importance of projects and the vast resources allocated to them, the success rates achieved by these projects are still considered low. Numerous reasons have been identified in the literature for why a project might succeed or fail, and it has also been revealed that a competent project manager is a key factor in this process. However, papers have mainly focused on analyzing the required competencies in general, while the sector involved is rarely considered. Thus, this paper investigates, within an exploratory framework, the success and failure rates of projects and project management competencies in Hungarian public- and private-sector organizations by using the Mann–Whitney test. Based on the results, the authors reject the idea that public-sector organizations perform better than those in the private sector, but the analysis of the data also revealed that there were differences in the perceived importance of skills in the two sectors. Customer orientation and business acumen were considered significantly more important in the private sector than in the public sector, based on the sample available. This study also revealed possible correlations among the knowledge areas and skills required. In addition to contributions to the understanding of project success, this paper can also help to improve the project management frameworks applied in public and private companies. Furthermore, the findings can be adapted for projects that require a special attribute, such as sustainability.
Journal Article
Project management practices in major university-industry R&D collaboration programs – a case study
University-industry collaboration (UIC) projects are complex undertakings, that can involve multiple parties or stakeholders. Effective management of UICs can mean the difference between success and failure, in terms of technology transfer and research commercialization. This research paper focuses on the micro-level analysis of UICs and in particular the project management practices that can help major UICs deliver benefits and broader societal impact. PM has been evolving toward more hybrid approaches involving both traditional and agile practices. A conceptualization of a hybrid approach is presented based on a literature review. This conceptualization is then used as a starting point for exploratory empirical research. Participant observation, document analysis, and thirty semi-structured interviews were conducted in a large UIC case study to help identify PM practices and check their relevance. Data analysis led to a framework comprising 29 transversal or must-have practices distributed throughout the project lifecycle and 30 contingent or optional practices, divided into traditional, agile and common. This research extends the existing knowledge on UICs by giving a micro-level perspective on managing UIC projects and providing evidence of the adoption of hybrid approaches to assure the overall governance of significant inter-organizational endeavors. The framework provides a roadmap for future major UIC projects.
Journal Article