---

The Frontiers of Project Management Research

ISBN: 1880410745
EAN: 2147483647

Year: 2002
Pages: 207

Authors: Jeffrey K. Pinto, David I. Cleland, Dennis P. Slevin

BUY ON AMAZON

• Table of Contents
• BackCover
• The Frontiers of Project Management Research
• Preface
• Section I: A Look at Background Research in the Field
• Chapter 1: Forty Years of Project Management Research - Trends, Interpretations, and Predictions
• Scope of the Research
• Methodology
• Results
• Recommended Follow-On Work
• Summary
• Chapter 2: Research Trends in the 1990s - The Need now to Focus on the Business Benefit of Project Management
• Contemporary Issues in the Management of Projects
• Research Issues in the Management of Projects
• Research in the 90s in Project Management
• Discussion and Relevance to Today s Research Agenda
• Validity of Project Management as a Research Area and Research Funding
• Conclusions
• References
• Chapter 3: Project Management Research - Experiences and Perspectives
• Contemporary Project Management Research Issues
• Summary
• References
• Chapter 4: Proposition of a Systemic and Dynamic Model to Design Lifelong Learning Structure - The Quest of the Missing Link between Men, Team, and Organizational Learning
• Some Insights on Research Issues and Method
• Proposition of a Systemic and Dynamic Model to Design Lifelong Learning Structure
• An Example of Application: The Design of an International Master in Project Management Program
• By Way of Conclusion ...
• References
• Chapter 5: What the United States Defense Systems Management College has Learned from Ten Years of Project Leadership Research
• The Research Approach
• Project Leadership Competencies
• Competency Assessment
• Competency Development
• Project Manager Selection
• Future Research and Applications
• Conclusions
• References
• Chapter 6: United States Defense Acquisition Research Program - A New Look
• Acquisition Criticality
• Acquisition Research
• External Acquisition Research Program
• Conclusion - Research and Reform
• References
• Chapter 7: Project Management for Intensive, Innovation-Based Strategies - New Challenges for the 21st Century
• The Intensive Innovation Strategy Context: The Design Revolution Beyond Development Projects
• Beyond ContractProcess Dilemma: Management of Convergent Commitment, Collective Learning, and Solidarity between the Project Members
• From Demand-Pull Projects to Design-Push Projects
• From Product Projects to Platform and Knowledge Projects
• The Emphasis on Portfolio Management: Cross-Learning and Real-Option Market
• References
• Section II: Effective Practices Success Factors
• Chapter 8: Profiling the Competent Project Manager
• Project Success Criteria
• Project Success Factors
• Project Manager Competence
• Project Management Standards
• Research Methodology
• Conclusions
• References
• Appendix
• Chapter 9: Measuring Project Management s Value - New Directions for Quantifying PMROISM
• Prior Research
• What is Value?
• How Should We Measure Value?
• The PMROISM Trifecta
• Summary
• References
• Chapter 10: Project Management Practices in French Organizations - A State of the Art
• How the Concept of Project is Understood
• Project Metrics
• What About the Key Success Factors?
• Project Management Toolbox
• Which Ways to Develop a Project Management Culture
• Conclusion
• References
• Chapter 11: A Framework for Analyzing the Development and Delivery of Large Capital Projects
• Institutional Arrangements
• The Strategic Abilities of Sponsors
• A Framework for Managing Large Capital Projects
• Conclusion
• Section III: Organizational and Team Relationships - Behavioral Practices
• Chapter 12: Competencies in the Project - Oriented Organization
• The Model of the Project-Oriented Organization
• Processes of the Project-Oriented Organization
• Project Management Competencies in the Project-Oriented Organization
• Development of the Project Management Competence in the Project-Oriented Organization
• Conclusion
• References
• Chapter 13: The Role of Trust in Project Management
• Why is Trust Important to Project Management?
• The Research Program
• Conclusions and Observations
• Research Update and Next Steps
• References
• Chapter 14: Developing Superior Project Teams - A Study of the Characteristics of High Performance in Project Teams
• Rationale and Significance
• Literature Review
• Study Methodology and Data Collection
• Summary of Key Findings
• Applications and Next Steps
• References
• Chapter 15: Businesses in the World of Projects
• Who Needs Traditional Organizations?
• Ventures and Organizations
• Action, Learning, and Project Organizations
• Projects, Organizations, and the New Modernity
• References
• Chapter 16: Criteria for Effective Leadership in Technology-Oriented Project Teams
• What We Know About Teamwork in Project Organizations
• Scope, Objective, and Method
• A Model for Measuring Project Performance
• Influences of Team Environment on Leadership
• Building High-Performing Teams
• References
• Chapter 17: Processes for Operational Control in the Project-Based Organization
• The Project-Based Organization and Classical Management Theory
• Our Research Project
• Operations Management in the Project-Based Organization
• The Influence of Customers and Their Projects or Products
• Summary
• References
• Chapter 18: Project Companies and the Multi-Project Paradigm - A New Management Approach
• Typology of Project Companies
• Organizational Viewpoints in Project Companies: Project Portfolios and the Maturity of Project Operations
• Project Business in the Case Study Companies
• Results of the Study: Organizing the Company for Projects
• Company Level Project Management
• Conclusions
• References
• Chapter 19: Selling Project Management to Senior Executives - What s the Hook?
• Background Literature
• The Study
• Findings
• Buying-Selling Process
• Conclusions
• Contributions
• Future Research
• Acknowledgments
• References
• Section IV: Project Management Techniques
• Chapter 20: Managing Risks in Projects with Decision Technologies
• Background
• A Tree Characterization of Crashing Options in a Serial Project
• Analysis of the Decision Tree
• Impact of Changes in Lead-Time and Indirect Cost
• Research Issues and Practical Considerations in Utilizing Decision Analysis
• Other Risk Management Approaches and Concluding Observations
• References
• Chapter 21: Analysis of External and Internal Risks in Project Early Phase
• PRIMA Proposal Preparation Process
• PRIMA Decision Support System
• Conclusions
• References
• Chapter 22: Improved Owner-Contractor Work Relationships Based on Capital Project Competencies
• OCWS Process Overview
• Research Methodology
• Limitations
• Validation of OCWS Process
• Conclusions
• Future Research
• References
• Chapter 23: Project Stakeholder Mapping - Analyzing the Interests of Project Stakeholders
• Defining the Project Mission
• An Approach to Stakeholder Mapping
• Analyzing the Stakeholder Map
• The Case Studies
• Conclusions
• Notes
• References
• Chapter 24: Project Risk Management - The Required Transformations to Become Project Uncertainty Management
• Uncertainty in Estimates of Risk Event Probability and Impact
• Uncertainty About the Conditional Nature of Estimates
• Uncertainty About Commitments and Targets
• Uncertainty About Objectives at Operational Levels
• Conclusion
• References
• Chapter 25: A Comparison of Drum-Buffer-Rope (DBR) and Critical Chain (CC) Buffering Techniques
• The Five Focusing Steps: The Basic Decision Framework of TOC
• Suggestions for Resolving Conflicts
• Future Research Opportunities
• References
• Chapter 26: Cross-Impact Analysis of Information Technologies and Project Management Knowledge Areas in the Building Design Process
• Methodology
• Findings
• Conclusion
• References
• Chapter 27: Managing Technological Innovation Projects - The Quest for a Universal Language
• Background to This Research
• Method
• TIPS Survey Findings and Discussion
• TIPS Pilot Trial Findings and Discussion
• Summary and Conclusions
• References
• Chapter 28: Deriving the 2ND and 3RD Dimensions of the BCWS
• The Background to Earned Value
• The Second Dimension: Definition of Thresholds for BCWS
• Dealing with Contingency
• The Third Dimension - Conflict of Interests
• References
• Editor and Author Contact Information
• Section II - Effective Practices Success Factors
• SECTION III - Organizational and Team Relationships - Behavioral Practices
• Section IV - Project Management Techniques
• List of Figures
• List of Tables