List of Tables

Chapter 1: Forty Years of Project Management Research—Trends, Interpretations, and Predictions

Table 1: Assumptions and Research Citation Selection Criteria

Table 2: Source and Citation Exclusion Assumptions and Criteria

Table 3: Xavier University/TDG Project Team

Table 4: Sources of Data

Table 5: Selected Journals

Table 6: Government Sources

Table 7: Database Record Design

Table 8: Sample Database Record

Table 9: Project Management Keywords

Table 10: Selection Criteria

Table 11: List of Publications Not Used

Table 12: Observed Trends from the Final Database

Table 13: "Best Article Candidates"

Chapter 2: Research Trends in the 1990s—The Need now to Focus on the Business Benefit of Project Management

Table 1: Examples of Current Project Management Issues in Leading Project-Based Industries

Table 2: Current Examples of Research Issues in Project Management

Table 3: The CRMP/APM Body of Knowledge

Table 4: The Number of Papers Published in the Project Management Journal and PM Network between 1990 and 1999 Classified against the CRMP BoK Topics

Table 5: Papers Published in IJPM between 1990 and 1999 Classified against the CRMP BoK Topics

Table 6: The Combined Numbers of Papers from the Project Management Journal & PM Network (1990–99) and IJPM (1990–99)

Table 7: Current Research Areas of Interest with the Record of Past Papers

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

Table 1: Models: Some Examples of Combinations According to the Different Dimensions and Fields

Table 2: Individual Learning Level: A Design Framework (Hawrylyshyn 1977)

Table 3: Team Learning Level: A Design Framework of a Learning Architecture (Wenger 1998)

Chapter 5: What the United States Defense Systems Management College has Learned from Ten Years of Project Leadership Research

Table 1: Defense Project Manager Research Studies

Table 2: The Necessary Competencies (What the Experts Thought)

Table 3: The Necessary Competencies (What the Research Found)

Table 4: Research Process

Table 5: The Best Project Managers

Table 6: Survey Validation of Project Management Competencies

Chapter 7: Project Management for Intensive, Innovation-Based Strategies—New Challenges for the 21st Century

Table 1: Comparison on the Decisional Frameworks of "Conventional Funnel" R&D and "Porous Funnel" R&D

Chapter 8: Profiling the Competent Project Manager

Table 1: Project Success Factors Identified in the Literature—Ranked by Frequency of Mention

Table 2: Project Manager Competence Identified in the Literature—Ranked by Frequency of Mention

Table 3: Units in the Australian National Competency Standards for Project Management

Table 4: Demographic of Sample—Age

Table 5: Demographic of Sample—Gender

Table 6: Industry Sector of Organization by Region

Table 7: Scale Used for Reporting of Use of Project Management Practices

Performance Criteria from Australian National Competency Standards for Project Management (Grouped by Literature-Derived Constructs)

Chapter 10: Project Management Practices in French Organizations—A State of the Art

Table 1: Main Project Feature Perceptions According to Functions

Chapter 12: Competencies in the Project–Oriented Organization

Table 1: Example Question of Project Management Process

Table 2: Description of the Role of Project Manager

Chapter 13: The Role of Trust in Project Management

Table 1: Colors of Trust (Hartman 1999)

Chapter 16: Criteria for Effective Leadership in Technology-Oriented Project Teams

Table 1: Characteristics of Self-Directed Teams

Table 2: Characteristics of Virtual Teams

Table 3: Benchmarking Your Team Performance

Table 4: Influences of the Work Environment on Team Leadership Effectiveness

Chapter 17: Processes for Operational Control in the Project-Based Organization

Table 1: Names of Managers Responsible for the Operations Process

Chapter 20: Managing Risks in Projects with Decision Technologies

Table 1: Indirect Cost Table

Chapter 21: Analysis of External and Internal Risks in Project Early Phase

Table 1: Relevant Factors in Process Plant Design and Construction

Chapter 22: Improved Owner-Contractor Work Relationships Based on Capital Project Competencies

Table 1: Summary of Round 1 Results

Table 2: Summary of Delphi Round 2 Results

Table 3: Statistical Comparison of Means

Table 4: Statistical Comparison of Means

Table 5: Results of Delphi Round 2—Analysis by Subgroup for Themes I, IV, and V

Chapter 26: Cross-Impact Analysis of Information Technologies and Project Management Knowledge Areas in the Building Design Process

Table 1: Scale Developed for Cross Impacts

Table 2: Forecasted Probability of Major Breakthrough Developments by Delphi Process

Table 3: Maturity Levels of Project Management Knowledge Areas in the Design Phase of a Building Project Forecasted by Delphi Process

Table 4: Cross Impacts of Information Technologies on Project Management Knowledge Areas in the Design Phase

Table 5: Maturity Levels of Project Management Knowledge Areas in the Design Phase of a Building Project Forecasted by the Model

Table 6: Sensitivity of the Maturity Level of Project Management Knowledge Areas to Major Breakthrough Developments in IT in the Design Phase of a Building Project in Terms of Percentage Change

Chapter 27: Managing Technological Innovation Projects—The Quest for a Universal Language

Table 1: Organizational Profiles (At 1995 for R&D Purchasers and Providers; 1988 for Companies)

Table 2: Summary Descriptions of TIPS Pilot Trial Participants

Table 3: TIPS Pilot Trial Formal Project Descriptions

Chapter 28: Deriving the 2^ND and 3^RD Dimensions of the BCWS

Table 1: Example of Schewart Chart Data

Table 2: Distribution of Quantities and Cost on Activity Schedule

Table 3: Making a Sample Size of n

Table 4: Method 1

Table 5: Method 2