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