Governing projects under complexity: theory and practice in project management

Fall Seven Times, Stand Up Eight: Linking Project Management Innovation, Project Governance, and High-Performance Work Practices to Project Success

Project managers seem to be puzzled in resolving the global dilemma of project failures across industries. Hence, the present study introduces project management innovation (PMI) as a determinant of project success (PS) and explores whether project governance (PG) and high-performance work practices (HPWPs), strengthen this relationship. To confirm these propositions, study data using adapted scales were collected from project professionals representing software development companies in the emerging IT industry in Pakistan. Structural equation modeling (SEM) was employed to examine the hypothesized relationships and encourage PMI-guided solutions for project failures. SEM results statistically validated that project success is positively influenced by PMI, whereas this relationship is significantly strengthened through the moderating influence of PG and HPWPs, respectively. Theoretically, the present research is the first of its kind to introduce and empirically examine these untested relationships between PMI, PG, HPWPs, and PS in a single framework. These novel findings hold strategic value for both project managers and organizational leaders who oversee a range of project portfolios. Long-lasting advantages and superior achievements can be reinvigorated through PMI, after departure from traditional approaches and answering calls for new solutions to new problems in managing projects. Moreover, project governance and HPWPs should be reconfigured to oversee, as well as meet the special needs of each unique project.

Enhancing Healthcare Project Definition with Lean-Led Design

Decisions regarding project definition have a significant impact on client value generation. However, although this phase is of utmost importance, traditional management practices are inadequate, as the focus is rather on budget and technical aspects leaving aside the functional ones. Neglecting the functional aspects could have serious consequences on the operation and thus quality of workspace, especially in complex projects including hospitals that involve multiple clients and with a high degree of uncertainty of change. The Lean-led Design approach provides a participative solution which involves the main project clients, namely the users (doctors, patients, etc.), project managers, and the government, with the intention of delivering facilities with a better fit for purpose and use. The main objective of the paper is to develop a framework that summarizes the steps leading to the implementation of such an approach during the project definition of a new hospital. The methodology chosen is a case study and the main contribution is to develop theoretical knowledge regarding its implementation. This may support managers in their decisions when coordinating project definitions.

Selected Determinants of Stakeholder Influence on Project Management in Non-Profit Organizations

The article concerns the impact of stakeholders on project management in non-profit organizations. This issue was presented from the perspective of the organization’s project management maturity. It seems that this issue has not yet been adequately researched by scientists. Contribution was made to the theory of project management by highlighting the need to adjust the level of project management maturity and stakeholder management maturity, and by recommending areas for further research. It has been noted that stakeholder management and risk assessment are just as important as the issues of financing projects and planning their purpose, scope and selection of project teams. The conclusions were based on the analysis of the results of empirical research. The empirical material came from a study based on a sample of 93 non-profit organizations operating in Poland.

Opening the Black Box of Benefits Management in the Context of Projects

Benefits management has recently gained in popularity but remains difficult to implement and conduct in organizations. Inspired by the practice perspective and building on an exploratory study, we reveal that defining benefits is a complex task, as the concept of benefit is understood in a variety of ways. We also expose the evolving nature of benefits management, highlighting that benefits management is far from a linear activity. Our study uncovers some of the social and political aspects of benefits management, which have up until now been neglected and may be connected to the challenges of this activity.

Evolutionary Governance for Mega-Event Projects (Meps): A Case Study of the World Expo 2010 in China

A mega-event is an open socioeconomic system characterized by massive budget demands and multiple types of subprojects and their complex interrelationships. Although a mega-event is an opportunity for a country to show its international reputation, management capacity, and societal strength, it demands a long preparation time; an enormous amount of investment; and massive resource mobilization, with far-reaching effects on both the economic and social development of a country. Mega-event projects (MEPs) face remarkable challenges in terms of overrun costs, delayed schedules, and political issues, indicating that the research on such mega-events is still insufficient and that there is a lack of effective theories to support the management and governance of MEPs. Existing studies have also ignored the dynamic evolution and adaptation of governance in a changing environment, particularly in relation to the success of MEPs. To fill this research gap, this study aims to examine the dynamic governance of MEPs on the basis of a new theory—evolutionary governance theory (EGT)—which combines institutional economics, systems theory, and project governance. The study was conducted in three main steps: (1) studying the case of the evolutionary governance of the World Expo 2010 in China during its life cycle stage, including planning, construction, operation, and post-event development; (2) discussing the impact of the hierarchical and cross-functional governance structure of the Expo; and (3) summarizing the theories and best practices of dynamic governance mechanisms for MEPs. The result of the study can deepen understanding of the multi-level governance of mega-events during the life cycle process and can also support the evolution of governance transition over the different stages.

Project Networks: Governance Choices and Paradoxical Tensions

This article examines how project networks may be viewed as either a single interorganizational project or as a series of projects that are interconnected by interorganizational relationships. The article then discusses some core theoretic assumptions about project networks as more than temporary systems in comparison with the extant empirical research. Next, the article presents four types of mechanisms for governing and coordinating not only projects but also project networks: responsibilities, routines, roles, and relationships. Finally, the article unearths five types of paradoxes (the distance paradox, the learning paradox, the identity paradox, the difference paradox, and the temporal paradox) impacting project networks and offers insights into the governance-based choices available for coping with these paradoxical tensions.