Project leadership: why project management alone doesn't work

Projects often fall short of achieving their anticipated results, not due to a lack of project management, but rather from a lack of project leadership. Because project success is a direct reflection of the project manager, it is his or her responsibility not just to manage the details and report status of a project, but to go beyond and add value through providing leadership. Project managers can no longer update task lists and issue meeting minutes if they are to succeed. This article focuses on adapting proven leadership strategies to project environments, helping to increase the probability for project success. When properly applied, they will help turn today's project manager into tomorrow's project leader.     

基于系统动力学的工程项目管理应用

文章将系统动力学的系统思考引入设计项目成本管理,分析了工程设计项目的流程与项目控制政策,为项目管理者提供一个可以模拟项目实施并预测风险的工具,为从事该领域分析的研究人员及管理者提供参考。     

Exploring the dynamics of value and fit: Insights from project management

The strategic management literature has struggled with how to recognize, measure, and even understand the concept of “fit” between strategy, structure, and environment. Nevertheless, the concept of fit was fundamentally important from the beginning of the Value of Project Management project. In this article, we compare the “fit” construct defined by Miles and Snow (1984) with our concerns with value direction (Thomas & Mullaly, 2008). A comparative analysis of these two constructs provides insights into how both dimensions improve overall organizational understanding. We demonstrate that while each of these dimensions independently provides useful information, it is their intersection that provides a means of interpreting not just current realities but appropriate future actions.     

Project success as a topic in project management journals

This article highlights the characteristics of articles on project success published between 1986 and 2004 in the Project Management Journal (PMJ) and the International Journal of Project Management (IJPM). The analysis covers references, concepts like project management success, project success, success criteria, and success factors; features of the samples, data collection, and analysis techniques used; and professional disciplines. The results show that research on project success is characterized by diversity except in epistemological and methodological perspectives. The article suggests a shift to project, portfolio, and program success and concludes with a discussion on the traditional state of the research, criticizes its assumptions, and offers alternative metaphors and recommendations for future research.     

Project management systems: Moving project management from an operational to a strategic discipline

This article illustrates one aspect of the concept of “fit” between an organization's implementation of project management and its organizational context by exploring how the underlying drivers of an organization's strategy might influence not only the nature of the projects that it undertakes, but also the appropriateness of the arrangements that it makes to manage those projects. Using a model conceptualized from the literature on strategic management, an analysis of four organizations that have made significant investments in project management over the past 5 years supports the hypothesis that the degree of “fit” between an organization's strategic drivers of value and the configuration of its project management system influences the value it obtains from project management.     

Project success and project team management: Evidence from capital projects in the process industries

Efficient project execution is a key business objective in many domains and particularly so for capital projects in the process industries, but existing project management research gives little direction about how project team factors influence three important capital project outcomes: cost, schedule, and operability. After an extensive cross-disciplinary review of the general team and project management literatures, we constructed and tested a theoretically based, five-dimensional model of organizational context, project team design, project team leadership, project team processes, and project outcome factors. We examined the model by means of an empirical study of 56 newly completed capital projects executed by 15 Fortune 500 companies in the process industries. The results indicate the value of disaggregating project outcomes for research purposes. Different bundles of project team factors were found to drive project cost, schedule, and operability. Project team efficacy, cross-functional project teams, autonomous project team structure, and virtual office usage were the strongest predictors of project cost effectiveness. Continuity of project leadership, cross-functional project teams, and project manager incentives were the strongest predictors of project construction schedule. In contrast, clear project goals and an office design to facilitate effective communication were the main predictors of plant operability. Implications of these findings for researchers and project practitioners are discussed. One major practical implication of our findings is that project managers need to clearly focus and prioritize their goals for each project so they can adopt the appropriate bundles of project team practices that will facilitate their goal achievement.     

“全国企业文化建设深化与推进第四期研修班”主题演讲企业和谐发展与人性化管理理念（上）

依靠团队运作是企业和谐发展的重要路径,而团队运作的基础是人性面的管理.这与传统的管理理念的内涵有所不同.     

Relationship between total quality management (TQM) and continuous improvement of international project management (CIIPM)

The purpose of this study is to investigate the relationship between the total quality management (TQM) practice and the continuous improvement of international project management (CIIPM) practice. Based on a literature review and qualitative interviews with TQM and project management experts, four hypotheses are posed on how TQM elements affect CIIPM. A cross-sectional survey collected from over 100 mid to senior level international managers is used to validate these hypotheses. The study suggests that the relationship between ‘soft’ TQM elements and CIIPM is more significant than the relationship between ‘hard’ TQM elements and CIIPM.     

Motivation in project management: The project manager's perspective

Project motivation is a key aspect to a successful project, yet few studies exist that shed light on this important subject. This article reviews the current literature and theoretical aspects of motivation and provides an analysis of the data. A survey was conducted by soliciting project managers to tell how they perceive their ability to influence motivation. In total, 115 certified project managers responded to the survey. A discussion and suggestions for future research follow the data.