Doc Number: PMS 09/06-1
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| Title: A comprehensive model for planning and controlling contractor cash-flow |
Author/s: Mihaly Gorlog
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Citation: IJPM, v27 n5, pg 481-
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Abstract: Nowadays, because of the rapidly changing operational environment characteristic to organisations, there is a need for short project
implementation period on the client side. At the same time, contractors should face a very competitive market situation. On the contractor
side, in this way, there is a need for such a competitive contract price that could cover not only the cost of implementing the project
work but those costs as well that are associated with financing the negative cash-flow balance period of the project work. Simultaneously,
the contract price should cover some margin for contractors, while the amount of this margin is determined (beside the contract price and
the actual cost) by the contractors' actual cash-flow balance to completion. Realising and considering this need, a comprehensive model
has been developed by the author to plan and control contractor cash-flow associated with the project work. This model also enables
contractors to elaborate such a bid price that satisfies the above mentioned needs while it forecasts the likely margin earned by the contractor.
The copyrighted model allows planning and controlling contractor cash-flow in activity/time unit manner, and also in summarised
forms, considering the entire project implementation process from the outset of the work till a specified reporting date. The term
`contractor' in this text implies all those project-based organisations that implement project work for project client organisations.
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Doc Number: PMS 09/06-2
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| Title: Training, motivation, and performance: The case of human resource management in construction projects in Mashhad, Iran |
Author/s: Amin Akhavan Tabassi *, A.H. Abu Bakar
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Citation: IJPM, v27 n5, pg 471
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Abstract: An enterprise's productivity is closely correlated with its people and strategies; therefore, a forceful human resource management system
is the most valuable asset of the current century construction companies.
Purpose/design/methodology/approach: Based on a combination of literature review and questionnaire surveys, this paper explores the
execution of construction workers training and motivation methods in HRM practices by the survey respondents' companies and the
effects on the companies' performances. The research was conducted by sending 120 sets of questionnaires to the nominated companies
and firms in Mashhad, Iran. A quantitative research approach was adopted requiring the development and dissemination of a questionnaire
survey. The analysis method in this research is mainly descriptive and the type of investigation is co-relational study.
Findings: The research exposes some barriers in the training and motivation of the construction workers and provides solutions for
the government and companies in Iran. Also, it reveals the effects of unskilled labour on the quality of construction projects in Mashhad.
Research limitations/implications: Future research should be under taken to address how companies and governments adapt to and
shape the environmental and organizational settings in such a way that the context optimally stimulates workers motivation and participation
in training courses and effects on increasing the quality of construction.
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Doc Number: PMS 09/06-3
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| Title: The interactive effect of team dynamics and organizational support on ICT project success |
Author/s: Roy Gelbard, Abraham Carmeli
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Citation: IJPM, v27 n5, pg 464
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Abstract: Researchers and practitioners have directed considerable attention to better understanding the variable success rate of Information
and Communication Technology (ICT) projects. Recently, there has been a growing call to further explore the effect of behavioral factors
on ICT project success. To address this call, this study examines the interactive effect of team dynamics and organizational support on
ICT project success. The results of a study on 191 ICT project managers (who are members of the PMI) indicate that the multiplicative
interaction between team dynamics and organizational support was significantly related to budgetary, functionality and time performance.
Having higher levels of team dynamics was strongly associated with both forms of performance when the organization provided
significant support to the project (i.e., organizational support).
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Doc Number: PMS 09/06-4
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| Title: E-ethical leadership for virtual project teams |
Author/s: Margaret R. Lee
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Citation: IJPM, v27 n5, pg 456
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Abstract: This paper presents a review of current literature on ethical theories as they relate to ethical leadership in the virtual business environment
(e-ethics) and virtual project leadership. Ethical theories are reviewed in relation to virtual project management, such as participative
management, Theory Y, and its relationship to utilitarianism; Kantian ethics, motivation and trust; communitarian ethics,
ethic of care and egalitarianism; Stakeholder Theory; and the use of political tactics. Challenges to e-ethical leadership are presented
and responses to these issues discussed. The conclusion presents four propositions for future research. The purpose of this paper is to
identify secondary literature on e-ethics and how this new area of business ethics may affect the leaders of virtual project teams.
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Doc Number: PMS 09/06-5
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| Title: Project flexibility in practice: An empirical study of reduction lists in large governmental projects |
Author/s: Yu Cui, Nils O.E. Olsson
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Citation: IJPM, v27 n5, pg 447
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Abstract: This paper analyzes the use of prepared scope changes. To avoid cost overrun and ensure the success of large governmental projects, a
Quality-at-entry Regime was introduced and implemented in Norway in 2000. Among other issues, the Quality-at-entry Regime requires an
evaluation of potential reductions for governmental projects. This relates to reductions that can be carried out if other parts of the projects
turn out to be more costly than planned. Such possible reductions are summarized as reduction lists. We have analyzed the use of reduction
lists qualitatively and quantitatively. This paper attempts to answer three questions: (1) How the use of reduction lists varies between projects
of different types and sizes? (2) Does the implementation of reduction lists change with time? and (3) Are there differences in the use of
reduction lists among different project analysts? Our results suggest that the more uncertainty the project has, the less likely it is to anticipate
project flexibility that is to be applied in the future. In addition, different project analysts exhibit quite different preferences to reduction lists.
The empirical results in this paper come from a study of reduction lists of 82 public investment projects in Norway.
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Doc Number: PMS 09/06-6
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| Title: Analyzing project management research: Perspectives from top management journals |
Author/s: Young Hoon Kwak, Frank T. Anbari
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Citation: IJPM, v27 n5, pg 435
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Abstract: This paper examines project management research from the perspective of its relationship to allied disciplines in the management field
and provides a view of the progress of project management as a research-based academic discipline. This study which is partially funded
by the Project Management Institute specifically investigates project management research in allied disciplines from 18 top management
and business journal publications and categorizes it into eight allied disciplines. The evolution and trends of project management
research are analyzed by exploring, identifying, and classifying management journal articles on project management in the allied disciplines.
The analysis of project management research in the allied disciplines reveals an explosion of popularity and strong interest in
project management research. The ranking of occurrences of the eight allied disciplines from most to the least appeared subjects over
the last 50 years are (1) Strategy/Portfolio Management; (2) Operations Research/Decision Sciences; (3) Organizational Behavior/
Human Resources Management; (4) Information Technology/Information Systems; (5) Technology Applications/Innovation; (6) Performance
Management/Earned Value Management; (7) Engineering and Construction; and (8) Quality Management/Six Sigma. Result of
this study help us better understand the evolution of project management as a field of practice and an academic discipline, and allow us to
provide suggestions for future project management research opportunities.
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Doc Number: PMS 09/06-7
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| Title: http://www.aipm.com.au/forum/messages.cfm?threadid=F5736DE2-E0C0-8E7C-6CE98EDC0DBE2175 |
Author/s: Stuart Lymn
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Citation: AIPM Forums
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Abstract: Please note this article requires that you are logged into the forum.
This article addresses the use of different Software Development Life Cycle models within IT focused projects, and the interaction between these SDLC and the overarching PM methodologies in use.
The article is submitted as part of the activities of the IT SIG.
Hopefully it is a useful introduction to a very detailed subject area, which provokes thought and constructive discussion & feedback.
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Doc Number: PMS 09/06-8
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| Title: Ministry of Defence: Major Projects Report 2008 |
Author/s: Public Accounts Committee
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Citation:
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Abstract: The Major Projects Report 2008 provides information on the time, cost and performance of 20 of the largest military equipment projects being undertaken by the UK Ministry of Defence (the Department), where the main investment decision has been taken, as well as the top 10 projects in the earlier Assessment Phase.
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