Doc Number: PMS 09/02-1
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| Title: Towards a conceptual reference model for project management information systems |
Author/s: Frederik Ahlemann
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Citation: International Journal of Project Management 27 (2009) 19-30
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Abstract: Project management information systems have changed considerably over the last decade. They no longer focus on scheduling and resource management alone. Instead, they have become comprehensive systems that support the entire life-cycle of projects. project programs and project portfolios. In this context, project-oriented organizations are facirg a new challenge: the design. implementation. and operation of project management information systems have become increasingly complex. Numerous processes have to be considered. diverse stakeholder interests taken into account. and corresponding software systems selected. The reference information model (Ref- Mod") presented in this article addresses this challenge and aims to accelerate the set-up of project information systems. RefMod" was developed with the help of 13 domain experts from German and Swiss enterprises. Furthermore, it is based on an analysis of 28 commercial project management software systems. RefMod PNI has already been applied in several projects and is the basis of the forthcomint! German DIN norm for a standardized project management data model.
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Doc Number: PMS 09/02-2
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| Title: Quantifying schedule risk in construction projects using Bayesian belief networks |
Author/s: Van Truong Um, Soo-Yong Kim, Nguyen Van Tuan, Stephen 0. Ogunlana
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Citation: International Journal of Project Management 27 (2009) 39-50
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Abstract: Delays on construction projects cause financial losses for project stakeholders in developing countries. This paper describes how Bayesian belief network (BBN) is applied to quantify the probability of construction project delays in a developing country. Sixteen factors were identified through a questionnaire survey of 166 professionals. Eighteen cause-effect relationships among these factors were obtained through expert interview survey to develop a belief network model. The validity of the proposed model is tested using two realistic case studies. The findings of the study revealed that financial difficulties of owners and contractors, contractor's inadequate experience, and shortage of materials are the main causes of delay on construction projects in Vietnam. The results encourage practitioners to benefit from the BBNs. This approach is general and. as such, it may be applied to other construction projects with minor modifications.
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Doc Number: PMS 09/02-3
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| Title: Subcontracting and its ramifications: A survey of the building industry in Hong Kong |
Author/s: Yat-Hung Chiang
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Citation: International Journal of Project Management 27 (2009) 80-88
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Abstract: There has been increasin g concern on excessive subcontracting. This study reviews the case of Hong Kong, in particular the consequence of high & growing rate of subcontracting and what project mana gers can do. Based on statistics and elemental cost analyses, we find that as much as 80% of the value of building works is undertaken by small subcontractors. Whilst subcontracting provides the industry with specialized services as well as organizational and managerial flexibility, it has also been attributed to the labour intensity and the lacklustre performance of the industry. It relies on project mana ges to make the best use of what subcontracting has to offer, whilst avoiding its pitfalls. An assessment of the extent and issues of subcontracting helps us understand how project mana gement could enhance the performance of the projects and then the industry.
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Doc Number: PMS 09/02-4
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| Title: A feasibility evaluation on the outsourcing of quality testing and inspection |
Author/s: Minsoo Choi, Michael Brand, Jinu Kim
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Citation: International Journal of Project Management 27 (2009) 89-95
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Abstract: This paper evaluates the feasibility of outsourcing testin g and inspection activities in construction work, based on a survey of interested parties and an evaluation using the Analytic Hierarchy Process (AH) with experts on quality control. For the AHP. five criteria were adopted and a number of pair-wise comparisons were performed in two stages. Finally, the weighting coefficient to approve the outsourcing was calculated at 0.606, suggesting it more reasonable to permit rather than prohibit outsourcing. Outsourcing of testing/ inspection is necessary to enhance the objectivity and expert skill, despite the reduction in the sense of responsibility among the testing technicians and inspectors. However, to initiate outsourcing, it is necessary to first separate the 'quality testing and inspection' activities from the 'quality control' activities at the job site. Furthermore, the project owner should preferably make the decision to outsource testing and inspection activities and select the testing agency.
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Doc Number: PMS 09/02-5
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| Title: Perceptions of the impact of project sponsorship practices on project success |
Author/s: David Bryde
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Citation: International Journal of Project Management 26 (2008) 800-809
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Abstract: This paper reports the results of a survey of project sponsor activities and perceived levels of project success amongst 238 UK-based practitioners. Exploratory factor analysis was used to develop a multi-dimensional classification framework of project sponsorship incorporating activities linked to the sponsor being the interface between client and project and activities linked to the sponsor providing general support and being a champion. Stepwise regression was used to explore which classes of sponsor activity are predictors of perceived project sucress. The findings contribute to theory by conceptualising project sponsorship as a multi-dimensional construct and by confirming sponsorship as a project Critical Success Factor. Implications for practice include the need for organisations to recognise the broad role of the sponsor and to ensure that training and development of project sponsors is aligned with the multi-dimensional perspective.
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Doc Number: PMS 09/02-6
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| Title: Success in IT projects: A matter of definition? |
Author/s: Graeme Thomas, Walter Fernandez
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Citation: International Journal of Project Management 26 (2008) 733-742
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Abstract: This paper presents findings from an exploratory study that investigated how 36 companies operating in three industry sectors in Australia define and measure Information Technology (IT) project success. Our study suggests that when success criteria are formally defined and then measured, IT project outcomes are improved and project resources are better utilized. In addition, those companies with the most effective methods for defining and measuring IT project success shared some important common practices. Based on these findings, this paper provides insights for defining (and improving) project success in complex environments and presents a model of effective practices.
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Doc Number: PMS 09/02-7
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| Title: Top management support: Mantra or necessity? |
Author/s: Raymond Young, Ernest Jordan
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Citation: International Journal of Project Management 26 (2008) 713-725
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Abstract: This research provides evidence that top management support is the most important critical success factor for project success and is not simply one of many factors. The finding is justified in the context of the project management literature and the IS factor research on project success. There are implications for practice because it appears that the conventional technical and project management advice has less impact on project success than previously thought. Boards and top managers may have to personally accept that they have more influence on whether a project succeeds or fails.
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Doc Number: PMS 09/02-8
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| Title: The ethical dimension of project management |
Author/s: Hildur Helgadottir
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Citation: International Journal of Project Management 26 (2008) 743-748
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Abstract: As project management evolves it is faced with all the challenges of an emerging profession with regard to education, standards of practice and certification, and ethical issues. This paper uses a model of the project managers' thinking competencies with a special emphasis on ethical thinking as a reference point to develop an approach to teaching practical ethics to project managers. It is proposed that the project management profession has now matured to the point of being willing and able to discuss and debate ethical issues, set ethical standards and guidelines and educate their members in ethics. Although ethics is a highly philosophical and complex discipline it has valuable practical methods to offer the modern project manager.
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