Success criteria and factors for international development projects: A life‐cycle‐based framework

The paper presents a new conceptual model for not‐for‐profit international development projects that identifies different sets of success criteria and factors in the project life‐cycle phases and then provides the dynamic linkages among these criteria and factors. The model can serve as a basis to evaluate the project status and to forecast the results progressively throughout the stages. Thus, it helps the project management team and the key stakeholders prioritize their attention and scarce development resources to ensure successful project completion. Empirical data from a field survey conducted in selected Southeast Asian countries confirm the model's validity and also illustrate important managerial implications.     

市政建设项目后评价成功度研究

市政建设项目后评价能够提高决策投资管理水平,可以加强对项目的管理,制约项目参与方的行为。本文介绍了市政建设项目后评价的体系,评价内容和评价特点,分析了市政建设项目后评价的方法,并重点分析了市政建设项目后评价成功度方法。     

Identifying Success Factors in Construction Projects: A Case Study

Defining “project success” has been of interest for many years, and recent developments combine multiple measurable and psychosocial factors that add to this definition. There has also been research into success factors, but little research into the causal chains through which success emerges. Following the multi‐dimensionality of “success,” this article shows how success factors combine in complex interactions; it describes factors contributing to project performance by a company working on two major construction programs and shows how to map and analyze paths from root causes to success criteria. The study also identifies some specific factors—some generic, some context‐dependent—none of these is uncommon but here they come together synergistically.     

From Every Direction—How Personality Traits and Dimensions of Project Managers Can Conceptually Affect Project Success

Based on extensive literature review, this theoretical paper adds to the “soft skill” research stream by enlarging the scope of personality dimensions and their subsequent effects on project success and, second, considers dimensions heretofore not explored within the project management body of knowledge. We posit that a project manager's extent of communication apprehension, degree of innovativeness, level of self‐monitoring, conflict management style, degree of change orientation and Myers‐Briggs (MBTI) personality type can affect project outcomes. Additionally, we conjecture that organizational dynamics such as structure, incentive systems, and organizational project management maturity can moderate the relationship between these personality dimensions and project success.     

Understanding the value of project management from a stakeholder's perspective: Case study of mega‐project management

Project management can generate significant value for organizations (Thomas & Mullaly, 2007). However, the value of project management varies depending on the different size and complexity of projects managed. Focusing on mega‐projects, this study explores the value of project management from the stakeholders' perspective, thereby creating a value framework. In the case of SHRBC Company, it analyzes the company's project management practice and the value of project management, and consequently certifies the applicability of this value framework through empirical study.     

基于能力培养的建设项目评估课程体系构建

本文根据建设项目评估的培养目标,重点对其内容、方法和考核方式进行了探讨。     

Interactions Between Organizational Culture,Trustworthiness, and Mechanisms for Inter‐Project Knowledge Sharing

This research used a multiple‐case study approach to empirically investigate the complex relationship between factors influencing inter‐project knowledge sharing—trustworthiness, organizational culture, and knowledge‐sharing mechanisms. Adopting a competing values framework, we found evidence of patterns existing between the type of culture, on the project management unit level, and project managers’ perceptions of valuing trustworthy behaviors and the way they share knowledge, on the individual level. We also found evidence for mutually reinforcing the effect of trust and clan culture, which shape tacit knowledge‐sharing behaviors.     

MBTI Personality Types of Project Managers and Their Success: A Field Survey

This paper describes a survey of 280 project managers that reveals both their personality types (via Myers‐Briggs personality inventory) and their success in project management. The results show that a project manager's personality is better suited for functioning with partial data and under ambiguity than the rest of the population. These traits were found for both women and men. The conclusion is that project managers (females and males) have a unique personality‐type distribution that distinguishes them from the general population. The findings can contribute to better understanding the traits that characterize the project management population, and their relationship to project success.     

Information systems project manager soft competencies: A project‐phase investigation

This article investigates the soft competencies by project phase that information systems (IS) project managers require for project success. The authors conducted 33 qualitative interviews to collect data from a sample of 22 IS project managers and business leaders located in Calgary, Alberta, Canada. The authors identified the key competencies for each of the IS project phases (initiation, planning, implementation, and closeout). The competencies were sorted into competency categories: personal attributes (e.g., eye for details), communication (e.g., effective questioning), leadership (e.g., create an effective project environment), negotiations (e.g., consensus building), professionalism (e.g., lifelong learning), social skills (e.g., charisma), and project management competencies (e.g., manage expectations). Each of the most important competencies is discussed and interconnections among competencies identified. How this research can be used by the practitioner and academic communities and the broader implications of this research are examined.     

Portfolio Risk Management and Its Contribution to Project Portfolio Success: An Investigation of Organization,Process, and Culture

Previous research has found supporting evidence of a positive relationship between project risk management and project success, but literature on how risk management is applied to and integrated with project portfolios has been scarce. Based on a literature review, a comprehensive conceptual model is developed, which highlights the three components of portfolio risk management: organization, process, and culture. This study investigates their linkage to portfolio success, mediated through risk management quality, and, therefore, provides principles for more effective portfolio risk management. The developed framework can be used for further empirical research on the influence of portfolio risk management and its success.     

基于模糊综合评价的工程项目投标决策研究

通过对参与工程项目的投标人在投标决策时应考虑的因素进行分析,文章建立了评价各影响因素的指标体系和基于模糊综合评价的模型,并结合实例分析证实了此方法在施工企业进行投标决策中的可行性。     

基于粗糙集的项目后评价方法探究

项目后评价涉及社会、经济、环境等多个方面,是一个多层次、多目标的复杂课题。针对传统方法过于偏重主观因素的缺点,应用粗糙集理论对原始数据进行挖掘,并建立主、客观综合评价模型来求解评价指标权重,使得评价结果更加科学、客观,从而提高综合后评价的精度。     

Corporate Innovation Culture and Dimensions of Project Portfolio Success: The Moderating Role of National Culture

This study examines the relationships between corporate innovation culture (analysis/practices) and dimensions of project portfolio success (strategic fit/portfolio balance) as well as national‐level culture practices as moderators. Data (N = 165) were collected in four countries differing in cultural practices. Analysis and practices were identified as positive, significant, and complementary predictors of both dimensions. As hypothesized, the corporate variables related more strongly and positively to the success dimensions when assertiveness was high rather than low. The findings, thus, suggest that corporate factors should be compatible with national culture to elevate the fit and balance of project portfolios.     

Evidence‐Based Scope for Reducing “Fire‐Fighting” in Project Management

This paper reviews the problems of project management as reported by 1,879 individuals employed in the construction, manufacturing, process, and service industries in North‐West Europe over 23 years. Data obtained by a written questionnaire confirms that organizational relationships need the most attention. The data exhibits no trends over the 23 years. It indicates that many of the problems of project management are “institutional”; in other words, they are due to organizational cultures rather than inherent in project work. The evidence supports the view that poor discipline at the front‐end of projects results in too much “fire‐fighting” in project execution to overcome problems that could have been prevented. Prevention of these institutional problems requires action at the level of corporate governance, above the level of project management.     

基于BIM的建筑项目精细化管理研究

对于建筑项目而言,在项目管理过程业主最为关心的是造价管理。因为施工阶段的成本占整个项目投资比重非常大,所以造价管理直接决定了项目的利润。由此可以看出BIM技术在建筑管理系统的应用是至关重要的。然而,在我国建筑管理体系中对于高新科技的应用及投入比例非常小,完全依靠管理人员的项目经验进行管理,一方面暴露建筑管理的弊端,同时也说明其有很大的提升空间。本文从BIM的算量技术为基础,分析其理论与应用背景,进而提出BIM对于造价行业的转变,分析了建筑项目造价精心化管理及其应用策略,进而为有效控制了项目造价精细化管理的效率。     

Mind the Intended‐Implemented Gap: Understanding Employees’ Perceptions of HRM

This study aims to shed light on the implementation of HR practices as a key piece of the human resource management (HRM)–performance puzzle. Although the literature suggests that discrepancies between the organization's intended and implemented HR practices are essential to understanding employees’ perceptions of and reactions to HRM, little attention has been devoted to this issue. Drawing upon a multiple‐case study of German health and social services organizations, we therefore explore the linkages (and potential gaps) between intended, implemented, and perceived HR practices. Our study provides new insights into the underlying mechanisms of this relationship, highlighting an organization's ability to leverage its resources as playing a crucial moderating role in implementing intended HR practices, while employees’ expectations of HRM moderate the link between implemented and perceived HR practices. We advance a set of propositions that contributes to a more nuanced, multilevel understanding of the complex phenomenon of HRM implementation. © 2014 Wiley Periodicals, Inc.     

基于可持续发展的渤海海峡跨海通道项目评估

从经济、社会和环境三个方面的表现指标建立基础设施项目可持续性评价的指标体系,对渤海海峡跨海通道项目在可行性研究阶段进行评价。基于可持续发展理论对通道进行了评估,评估结果显示渤海海峡跨海通道的建设对区域可持续发展的贡献较大;最后简要分析了渤海海峡跨海通道的经济、社会及环境可持续发展战略。     

Management Control of Project Portfolio Uncertainty: A Managerial Role Perspective

This article presents empirical results on different managers’ viewpoints regarding the sources and management of project portfolio uncertainty. As a key result, this study demonstrates the versatility of uncertainties experienced by managers, the limited degree of perceived control over them, the use of an almost complete management control package in managing uncertainties, and the necessity of managers’ cooperation in the skilled use of the management control package when managing uncertainties. In addition, a further research agenda is proposed.     

The Integration of Quality,Environmental and Health and Safety Management by Car Manufacturers – a Long‐Term Empirical Study

The diversity of stakeholder requirements is currently a pivotal challenge for companies. Stakeholders expect companies to increasingly consider environmental and social aspects in their decisions. Thus, corporate goal systems are including not only qualitative and financial goals, but also environmental and social ones. Management systems for ensuring quality, environmental and occupational safety play an important role in achieving these objectives. Considering the interdependency between the different systems constitutes a central challenge. Much of the literature and the results from empirical studies suggest that the spatial application of integrated management systems is state of the art. Integrated management systems in particular are regarded as more effective and more efficient than separate and distinct management systems. However, the present long‐term study demonstrates that for car manufacturers in Germany these integration efforts are implemented in very different ways, and that some integration approaches are partially abandoned after a period of unsatisfactory implementation. Copyright © 2013 John Wiley & Sons, Ltd and ERP Environment