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Emerging / Contemporary Project Management Topics 2012- 2013

Rating

Eric Tset

 

Abstract

This article introduces emerging or contemporary topics & trends in project management academic research from 2012 – 2013. In a literature review based on 100 articles from more than five project management and management journals, we identify many new topics and 10 main trends that are not in project management body of knowledge (PMBOK). This article provides a summary of all the trends and topics from a bird-eye view. Further elaboration and interpretation on the topics will be published in subsequent publications.

Introduction

Project Management has been an established discipline decades. Professional Project Management communities recognize PMI (Project Management Institute)’s body of knowledge (PMBOK) as the de facto standards of project management across the world. At the same time, during recent years many research communities, including PMI itself, have been carrying out initiatives pushing boundaries of the body of knowledge. A lot of emerging and contemporary project management topics have been discussed in academic journals. These involved activities such as integration of knowledge from other traditional management disciplines; perceiving project management from different perspectives (such as social science); using research methods from other industries to study project management; Vertical integration of project management with other industry; Internationalization of project management. Of course many studies stretch from classic topics of project management and methodological research.
This article provides a high level literature review of all the new topics, categorising them into around 10 trends or theme. This provides a highlight or executive summary of all the topics in one article, without elaborating deep into them.
Deeper review of each trend will be provided in subsequent publications. One publication will also be provided to explain the technical terms in the 100 literatures.

Methodological Investigation and Research Methods

Methodological Investigation

From the literature review, many articles attempt to challenge the existing project management body of knowledge. They are arguing the knowledge system is not practical enough to handle real situations. Some articles are trying to re-evaluate & rethink the effectiveness of the knowledge system in certain area. Some are using interdisciplinary, multidisciplinary and hybrid approach to improve the theory so that it is applicable in specific situations. Some are investigating areas that PMBOK hasn’t been addressed. Some are using knowledge in other disciplines to apply to Project Management Research. Some are studying the epistemology and the ontology of project management body knowledge and research. Please refer to the table below for details.

POST PROJECT ASSESSMENT: AN ART AND SCIENCE APPROACH

(Schroeder, 2013)

Describes system for conducting post-project assessments and discusses a case study application of the system and the types of lessons learned.

Project Management In Research And Development

(Laruccia, 2012)

suggest contemporary project management in multidisciplinary and interdisciplinary

Foundations of Project Management Research: An Explicit and Six-Facet Ontological Framework (pages 5–23)

(Gauthier, 2012)

New, explicit, and integrated ontological framework to stimulate project management research.

Boundary action in construction projects: new collaborative project practices

(Gustavsson, 2012)

New collaborative approaches have been developed. This paper aims at adding to knowledge on projects-as-practice by interpreting findings from a case study on a contemporary collaborative construction project.

Project Management Training Curricula at South African Public Universities: Is the Balanced Demand of the Profession Sufficiently Accommodated? (pages 70–80)

(Louw, 2012)

Link theory and practice through an organized process of interaction between academics and practitioners. Facilitate PM training in south africa

Project Management By Pmbok Guide: Challenges For Managers

(Bomfin, 2012)

Some difficulties and facilities are not in PMBOK, what & why? Outside PMBOK, relationship and organizational maturity and experience in project management is a success factor for the project.

Planning and Sprinting: Use of a Hybrid Project Management Methodology within a CIS Capstone Course

(Baird, 2012)

Hybrid methodology; PMI + Software Engineering Methodology

Relevance lost! A critical review of project management standardisation

(Hällgren, 2012)

Diffusion of generic project management knowledge. Project management knowledge is not practical in reality

How Effective Are Project Management Methodologies? An Explorative Evaluation of Their Benefits in Practice (pages 43–58)

(Wells, 2012)

Suggest a misalignment between the intended benefit of PMMs at the strategic level and the reported benefits by project managers at the project level. Additionally, it is shown that practitioners' expertise, accountability, and attitudes all have a direct influence on the extent to which PMMs contribute to and benefit the management of projects.

Project Management Knowledge and Effects on Construction Project Outcomes: An Empirical Study (pages 47–67)

(Chou, 2012)

Appropriateness of prioritizing the practice of the PMBOK® Guide in the construction industry.  Tailor the PMBOK® Guide to their unique needs

Combining PCA With DEA to Improve the Evaluation of Project Performance Data: A Taiwanese Bureau of Energy Case Study (pages 94–106)

(Fu, 2013)

proposes a new method of project performance evaluation using PCA and DEA

Re-situating expert project managers' praxis within multiple logics of practice

(Thomas, 2012)

Opens a space for us to rethink how we research, teach, and talk about project management.

Management from a Systemic Perspective

(Sadvandi, 2012)

Proposes a method based on a systems approach to handle the complexity of the management process.

Research Methods and Perspectives:                          

This section talks about research methods and knowledge disciplined used in those literatures. Many of them are contemporary that no one have use those methods to study project management before. Another article will be written to talk more about those research methods and perspectives.

Knowledge acquisition using psychotherapy technique for critical factors influencing construction project layout planning (pages 50–64)

(Abdul-Rahman, 2012)

psychotherapy techniques

Resource Commitment, Organizational Diversity, and Research Performance: A Case of the National Telecommunication Program in Taiwan (pages 32–47)

(Hung, 2013)

DEA and AHP

Establishing Project Portfolio Management: An Exploratory Analysis of the Influence of Internal Stakeholders' Interactions (pages 16–32)
An Empirical Study of Large-Sized Companies With Knowledge Work Teams and Their Impacts on Project Team Performance

(Beringer, 2012),
(Waters, 2012)

Exploratory Analysis

A Bayesian Approach to Improve Estimate at Completion in Earned Value Management (pages 3–16)

(Caron, 2013)

Use Statistical Bayesian model in ERM

Chaperoning: practices of collaboration in the Panama Canal Expansion Program

(Smits, 2012)

ethnographic study

A Bibliometric View on the Use of Contingency Theory in Project Management Research (pages 4–23)

(Hanisch, 2012)

bibliometric study

Contextualized Project Management Practice: A Cluster Analysis of Practices and Best Practices (pages 17–34)

(Besner, 2013)

Cluster Analysis

An Empirical Identification of Project Management Toolsets and a Comparison Among Project Types (pages 24–46)

(Besner, 2012b)

Empirical Identification

An Empirical Study of Schedule Delay Causes Based on Taiwan's Litigation Cases(pages 21–31)

(Yang, 2013)

Causal Model

THE IMPACT OF STRATEGIC PLANNING AND THE BALANCED SCORECARD METHODOLOGY ON MIDDLE MANAGERS' PERFORMANCE IN THE PUBLIC SECTOR

(Jean-Charles, 2012)

balance scorecard

Marketing and technology strategies for innovative performance

(Sicotte, 2012)

Fisher Test

Foundations of Project Management Research: An Explicit and Six-Facet Ontological Framework (pages 5–23)

(Gauthier, 2012)

ontological, epistemological

A Perspective-Based Understanding of Project Success (pages 68–86)

(McLeod, 2012)

Perspective-Based Understanding

Project Management Trilogy Challenges in Africa—Where to From Here? (pages 5–13)

(Rwelamila, 2012)

Triology

A Relational Typology of Project Management Offices (pages 59–76)

(Müller, 2013b)

relational typology

Value for money in project alliances

(MacDonald, 2012)

Investigate Value for money in project alliances

MBTI Personality Types of Project Managers and Their Success: A Field Survey(pages 78–87)

(Cohen, 2013)

MBTI, psychology

RISK DYNAMICS THROUGHOUT THE SYSTEM DEVELOPMENT LIFE CYCLE

(Yu, 2013)

Social technical perspective

A typology of unexpected events in complex projects

(Piperca, 2012)

social system, typology

Bounded becoming: insights from understanding projects in situation

(Sergi, 2012)

situated conception

Evaluation of the Success of Six Sigma Projects by Data Envelopment Analysis

(Yüksel, 2012)

Data envelopment analysis

VALUE CREATION FROM ORGANIZATIONAL PROJECT MANAGEMENT: A CASE STUDY IN A GOVERNMENT AGENCY

(de Oliveira, 2012)

institutional isomorphism; mimetic and coercive isomorphism

Contextual Analysis

One main theme pulled out from the literature review is “contextual project management”. One simplistic interpretation of this concept would be “ In order to have better project management, we need to understand the context, background and situations of the projects. The following articles go deep in studying the role of “context” in project management.

 

Knowledge acquisition using psychotherapy technique for critical factors influencing construction project layout planning (pages 50–64)

(Abdul-Rahman, 2012)

using psychotherapy techniques to improve project management performance

Contextualized Project Management Practice: A Cluster Analysis of Practices and Best Practices (pages 17–34)

(Besner, 2013)

It studies archetypes and multi dimension of contextual PM. It defines a quality virtue called performing-maturity (like constituency)

Managing the Intangible Aspects of a Project: The Affect of Vision, Artifacts, and Leader Values on Project Spirit and Success in Technology-Driven Projects (pages 35–58)

(Aronson, 2013)

Spirit affects employees' contextual performance behaviour, which in turn affects success as proposed.

An Empirical Identification of Project Management Toolsets and a Comparison Among Project Types (pages 24–46)

(Besner, 2012b)

Different vertical industries use different PM toolsets which vary from PMBOK

The paradox of risk management; a project management practice perspective

(Besner, 2012)

The results confirm some well-known assumptions about practices, but at the same time produced unexpected results that can stimulate the development of new practices adapted to highly uncertain contexts.

The criticality of risk factors in customer relationship management projects (pages 65–76)

(Papadopoulo, 2012)

Study CRM risk management. Factors criticality depends on context

Vertical Industries Integration & Geographic Integration

Project management research communities have been exploring new directions and areas to expand the knowledge. One direction is that they are trying to integrate project management into vertical industries. Another direction is to trying to conduct their research in different countries across the world. These vertical industries and geographical integration enrich a lot of contextual (industrial, technical, and cultural) knowledge while studying project management.

Vertical Industries

Academia, construction, customer relationship management (CRM), economics, Education, energy, oil and gas, engineering, enterprise, government, aerospace, health, high tech, infrastructure, international development, IT, manufacturing, mega construction, Pharmaceutical, public administration, public sector, Defence, R&D, sales, small medium size business, software development, supermarket, system integration, telecom, automobile.

Countries

Africa. Austria. Germany, Switzerland, Brazil, Canada, China, Libya, the Netherlands, Hong Kong, Australia, Iran, Jordon, Latin America, Panama, South Africa, South America, Sri Lanka, Sweden, Taiwan, Turkey, US.

Innovative Creative Process and Knowledge Management

 Many articles study  project management of innovation and creative processes, complex design, research and development. This is an emerging area that is now bringing more public awareness and high tech industries play an important role nowadays. Many of the articles study how knowledge can be shared, managed, collaborated, collected and created.

 

Knowledge acquisition using psychotherapy technique for critical factors influencing construction project layout planning (pages 50–64)

(Abdul-Rahman, 2012)

using psychotherapy techniques to improve project management performance

Learning From Project Management Implementation by Applying a Management Innovation Lens (pages 70–87)

(Thomas, 2012)

we operationalize this project management innovation process by identifying types of innovation events defined by the pace and scope of the change implemented

Aligning Misaligned Systemic Innovations: Probing Inter-Firm Effects Development in Project Networks (pages 77–93)

(Alin, 2013b)

Misaligned innovations are aligned through a process of task sequence alignment, knowledge base alignment, and work allocation alignment. Our findings are important; they suggest that implementing systemic innovations in project networks is a multistage inter-firm process.

Exploring Negotiation Through Boundary Objects in Global Design Project Networks(pages 24–39)

(Di Marco, 2012)

Propositional theoretical model of boundary object–mediated negotiation in global design project networks.

Digital Boundary Objects as Negotiation Facilitators: Spanning Boundaries in Virtual Engineering Project Networks (pages 48–63)

(Alin, 2013)

Frame boundary objects into information data structure and models for complex desgin negotiation

The Effect of Project Environment on the Relationship between Knowledge Sharing and Team Creativity in the Software Development Context

(Wang, 2012)

KS has a direct effect on team creativity and that the relationship between KS and team creativity is moderated by project environment, where more task-centric KS will be required when the environment is dynamic.

Experiments in Open Innovation at Harvard Medical School

(Guinan, 2013)

Encouraging them to participate in an ideas challenge that Harvard Medical School had launched to generate research topics in Type 1 diabetes. describe how leaders of Harvard Catalyst an organization whose mission is to drive therapies from the lab to patients bedsides faster and to do so

Managerial Complexity in Process Industrial R&D Projects: A Swedish Study (pages 21–36)

(Chronéer, 2012)

Interrelated process development and product development activities; project manager needs both production and product-related competence, including customers' processes.

Knowledge integration in systems integrator type project-based companies: a systemic view

(Koskine, 2012)

Knowledge integration are discussed through the concepts of interaction, interface element, absorptive capacity, and motivation to transfer knowledge.

A Model For Building Projects On Knowledge Base In Organizations, Supported By Collaborative Tools

(Juliani, 2012)

present a model for building a knowledge base, lessons learned in project management based on PMBOK (A Guide to Knowledge in Project Management), supported by collaborative tools

Project Management Knowledge Flows in Networks of Project Managers and Project Management Offices: A Case Study in the Pharmaceutical Industry (pages 4–19)

(Müller, 2013)

study  knowledge management flow management model

Lessons Learned from Client Projects in an Undergraduate Project Management Course

(Pollard, 2012)

just in time project management + hands on pm skills help students find job

An Empirical Study of Large-Sized Companies With Knowledge Work Teams and Their Impacts on Project Team Performance

(Waters, 2012)

Percentage of knowledge workers on a project team and project objectives had positive associations on performance.

Marketing and technology strategies for innovative performance

(Sicotte, 2012)

Marketing and technology strategies impact innovative performance, but part of this influence is established through OPM

Managing Political Risks of Chinese Contracted Projects in Libya (pages 42–51)

(Zhang, 2012)

assesses the political risk at three levels and studies their countermeasures to this emergency and the effects

Behavioural / Human Dark Side

HR management studies about stakeholder behaviour. Interestingly, recent studies explicitly talks about how dark side of human beings play a role in project management. They also suggest what project management can do to prevent bad things happen even being sinful is part of human nature.

Resource Commitment, Organizational Diversity, and Research Performance: A Case of the National Telecommunication Program in Taiwan (pages 32–47)

(Hung, 2013)

evaluate project performance with  resource commitment and organizational diversity using DEA and AHP

Establishing Project Portfolio Management: An Exploratory Analysis of the Influence of Internal Stakeholders' Interactions (pages 16–32)

(Beringer, 2012)

Enable managers to address stakeholders more effectively through an increased understanding of stakeholder behaviour and its consequences.

Ambiguity Acceptance as a Function of Project Management: A New Critical Success Factor (pages 52–66)

(Hagen, 2013)

This research examines the relationship between ambiguity acceptance and customer and organizational outcomes within the Six Sigma improvement project context.

Managing the Intangible Aspects of a Project: The Affect of Vision, Artifacts, and Leader Values on Project Spirit and Success in Technology-Driven Projects (pages 35–58)

(Aronson, 2013)

Spirit affects employees' contextual performance behaviour, which in turn affects success as proposed.

Advancing Project Management: Authenticating the Shift From Process to “Nuanced” Project-Based Management in the Ambidextrous Organization (pages 5–15)

(Leybourne , 2012)

develop new PM model take care of the ambidextrous nature of human beings

Simultaneous Pursuit of Innovation and Efficiency in Complex Engineering Projects—A Study of the Antecedents and Impacts of Ambidexterity in Project Teams(pages 97–110)

(Liu, 2012)

Investigates the antecedents of ambidexterity and the effect of ambidexterity on project performance.

Counteracting Free-Riding With Team Morale—An Experimental Study (pages 62–75)

(He, 2012)

team morale as a key factor to control free-riding behaviour

How The Seven Deadly Sins Can Lead To Project Failure:

(Kerzner, 2012)

project  failure due to human non-ethical behaviour

Team Members' Flow Experiences and their Influence on Project Performance

(Chu, 2012)

work collaboratively and interact, leaderships style, costs, atmosphere impact flow experience

Metaphor Interactions to Develop Team Relationships and Robustness Enhance Project Outcomes (pages 88–96)

(Shelley, 2012)

Reports the findings from an ongoing action research program to assess the impacts of stimulating constructive dialogue around behaviours on team performance, using metaphor as a catalyst.

How Project Manager–Project Owner Interaction Can Work Within and Influence Project Risk Management (pages 54–67)

(Krane, 2012)

risk management through PM and Owner interaction

MBTI Personality Types of Project Managers and Their Success: A Field Survey(pages 78–87)

(Cohen, 2013)

Project manager's personality is better suited for functioning with partial data and under ambiguity than the rest of the population. The conclusion is that project managers (females and males) have a unique personality-type distribution that distinguishes them from the general population

International development and Public Administration

Project Management activities have been expanding the scope from industrial projects to public sectors projects. Many of the projects are international economic development projects in developing countries. Public administration, public policies management, geographic dispersion, and cultural context largely increase the complexity of project management in those international development projects.

 

The Process Of Communication In Project Profisco / Rn

(de Souza, 2012)

Formal communication plan Associating communication mechanism most appropriate to users.  Identify the level of influence of each actor in this project. 

AN ANALYSIS OF THE IMPLICATIONS OF RESOURCES MANAGEMENT ON BUILDING PROJECTS PERFORMANCE IN HARARE AND BULAWAYO

(Chigara, 2012)

The study therefore recommends revision of existing legal contracting frameworks to explicitly deal with the ills of ineffective resources management and training of contractor site staffin site resources management practice.

Competency Training for Managing International Cooperation Engineering Projects(pages 88–97)

(Ortiz-Marcos, 2013)

detect which competences are the most relevant in international cooperation for development context.

A Risk Management Proposal to the International Contractors Industry from the Financial Perspective

(Berk, 2012)

Lots of problem of using international contractor in developing countries

Project Management Trilogy Challenges in Africa—Where to From Here? (pages 5–13)

(Rwelamila, 2012)

identify pm issues in Africa

Linking Policies to Projects: The Key to Identifying the Right Public Investment Projects (pages 14–26)

(Shiferaw, 2012)

Reviews the merits of project governance in linking policies to projects and focuses on public investment projects in African countries.

Governance of Public Investment Projects in Ethiopia (pages 52–69)

(Shiferaw, 2012)

identify challenges on public investment project in Africa

Project Management for Development in Africa: Why Projects Are Failing and What Can Be Done About It (pages 27–41)

(Ika, 2012b)

Improve PM in Africa. to tailor project management to African cultures

VALUE CREATION FROM ORGANIZATIONAL PROJECT MANAGEMENT: A CASE STUDY IN A GOVERNMENT AGENCY

(de Oliveira, 2012)

PM adds values but not every component of the model does the mimetic and coercive isomorphism to ensure the achievement of goals and financial efficiency of the projects analysed.

The project planning myth in international development

(Ika, 2012)

Limitations of what PM can do because of strategic level constraints in international development

Strategic Project Management

Program and portfolio management have never been an new area of study in project management era. Researchers recently have been trying to push the boundary to strategic level. These studies mostly talk about strategic alignment.

Investment Projects Based On Strategic Planning: A Case Study In A Factory For Supermarket Trolleys

(Hoss, 2012)

planning and the search for useful and accurate information is importance for strategic alignment

CONNECTIVE CAPACITY OF PROGRAM MANAGEMENT: RESPONDING TO FRAGMENTED PROJECT MANAGEMENT

(Buijs, 2012)

the quality of support in connecting single projects into a program and link it to a line organization

Successful programs wanted: Exploring the impact of alignment (pages 21–36)

(Ritson, 2012)

adopt the model of continuous Strategic alignment

Aligning Misaligned Systemic Innovations: Probing Inter-Firm Effects Development in Project Networks (pages 77–93)

(Alin, 2013b)

misaligned innovations are aligned through a process of task sequence alignment, knowledge base alignment, and work allocation alignment. Our findings are important; they suggest that implementing systemic innovations in project networks is a multistage inter-firm process.

THE IMPACT OF STRATEGIC PLANNING AND THE BALANCED SCORECARD METHODOLOGY ON MIDDLE MANAGERS' PERFORMANCE IN THE PUBLIC SECTOR

(Jean-Charles, 2012)

The more time a managers spends doing strategic planning, the more they are inclined to spend time doing balanced scorecard activities and believe that their performance is increased.

Portfolio Management: The Australian Experience (pages 33–42)

(Koh, 2012)

governance structures and the roles, responsibilities, and practices of portfolio managers.

The project planning myth in international development

(Ika, 2012)

Limitations of what PM can do because of strategic level constraints in international development

Sustainable Development in the Building Sector: A Canadian Case Study on the Alignment of Strategic and Tactical Management (pages 84–100)

(Herazo, 2012)

principles of sustainable development transcended both short-term needs and long-term responsibility, facilitating the alignment of the strategic and tactical plans.

What project strategy really is: The fundamental building block in strategic project management (pages 4–20)

(Patanakul, 2012)

study of strategic project management

Uncertainties, Risk, Contingency

Risk Management is one of the most important area in project management. Researchers are trying to expand the boundaries of PM risk management to general risk management, contingency management, business continuity, safety etc. The new topic of uncertainty management has been appeared in many studies.

Investment Projects Based On Strategic Planning: A Case Study In A Factory For Supermarket Trolleys

(Hoss, 2012)

planning and the search for useful and accurate information is importance for strategic alignment

CONNECTIVE CAPACITY OF PROGRAM MANAGEMENT: RESPONDING TO FRAGMENTED PROJECT MANAGEMENT

(Buijs, 2012)

the quality of support in connecting single projects into a program and link it to a line organization

The paradox of risk management; a project management practice perspective

(Besner, 2012)

The results confirm some well-known assumptions about practices, but at the same time produced unexpected results that can stimulate the development of new practices adapted to highly uncertain contexts.

Information technology project risk management: bridging the gap between research and practice

(Taylor, 2012)

introduce concepts in risk management that PM theory does not address

The criticality of risk factors in customer relationship management projects (pages 65–76)

(Papadopoulo, 2012)

study CRM risk management. Factors criticality depends on context

An Empirical Study of Schedule Delay Causes Based on Taiwan's Litigation Cases(pages 21–31)

(Yang, 2013)

“change orders,” “changed scope of the work,” “delayed site handover,” and “weather.” are mail causes of delay. Introduce causal model to handle delays

Identifying and Acting on Early Warning Signs in Complex Projects (pages 37–53)

(Williams, 2012)

use gut feelings; knowledge, experience, and communication skills are increasingly important in complex situations. We conclude with a list of early warning signs.

Eliminate life-altering incidents: 5 critical practices for project teams

(Apking, 2012)

safety practice, mitigation activities

Optimizing Product Development Projects - IFI Inc.: a Case Study in the Food and Beverage Industry

(Sarmad, 2012)

lays out an improvement plan for optimizing the product development procedure at company

Challenging Classic Project Management: Turning Project Uncertainties Into Business Opportunities (pages 59–69)

(Lechler, 2012)

understand business uncertianities and context and turn some of them to business opportunities

Information technology project risk management: bridging the gap between research and practice

(Taylor, 2012)

introduce concepts in risk management that PM theory does not address

Small Medium Size Businesses, Partnerships, Competency Management

Traditional project management deal with projects in large organization. Recently, awareness have been brought to small medium size business (SMB). We need project management practices that are tailored made for smaller size business. As small businesses allied together as partnerships to do make business, project management in partnership is studied. Competency management becomes important when large construction projects hired international ut source small business partners to work on those projects.

Knowledge acquisition using psychotherapy technique for critical factors influencing construction project layout planning (pages 50–64)

(Abdul-Rahman, 2012)

using psychotherapy techniques to improve project management performance

Practical difficulties encountered in attempting to implement a partnering approach

(Aarseth, 2012)

Partnership model for collaboration / management. It talks about difficulities, limitation,  organization challenges

Chaperoning: practices of collaboration in the Panama Canal Expansion Program

(Smits, 2012)

ethnographic study on how partners interacts in mega projects

Competency Requirements for Managing Public Private Partnerships (PPPs): The Case of Infrastructure Projects in Jordan

(Mistarihi, 2012)

study competency settings for PPP managers

Outsourcing Operations in Project Management Offices: The Reality of Brazilian Companies (pages 68–83)

(Martins, 2012)

out source PMO mechanism and competnecy management

AN ANALYSIS OF THE IMPLICATIONS OF RESOURCES MANAGEMENT ON BUILDING PROJECTS PERFORMANCE IN HARARE AND BULAWAYO

(Chigara, 2012)

The study therefore recommends revision of existing legal contracting frameworks to explicitly deal with the ills of ineffective resources management and training of contractor site staffin site resources management practice.

Competency Training for Managing International Cooperation Engineering Projects(pages 88–97)

(Ortiz-Marcos, 2013)

detect which competences are the most relevant in international cooperation for development context.

Practical difficulties encountered in attempting to implement a partnering approach

(Aarseth, 2012)

Partnership model for collaboration / management. It talks about difficulities, limitation,  organization challenges

Value for money in project alliances

(MacDonald, 2012)

Investigate Value for money in project alliances

Project management in small to medium-sized enterprises

(Turner, 2012)

introduce a simplified version of project management for sme

Miscellaneous

This section addresses topics that are contemporary but cannot be pulled out as a separate theme. For example, study the project management of some roles in the projects that have nt yet been addressed such as end users and suppliers.

Knowledge acquisition using psychotherapy technique for critical factors influencing construction project layout planning (pages 50–64)

(Abdul-Rahman, 2012)

using psychotherapy techniques to improve project management performance

A Bayesian Approach to Improve Estimate at Completion in Earned Value Management (pages 3–16)

(Caron, 2013)

Use Statistical Bayesian model in ERM

Organizational Learning in Project-Based Companies: A Process Thinking Approach (pages 40–49)

(Koskinen, 2012)

address organization learning about project using process thinking

Project Management of Dynamic Optimization of Business Performance

(Zekic, 2012)

Project management  represents the model of managing the company's flexibility and adaptability to the changes in the environment i.e. the dynamic optimization of business performance and the development of a company's competitiveness.

Supplier's Internal Communication Network During the Project Sales Process(pages 5–20)

(Ryynänen, 2013)

illustrate the non-centralized and complex nature of internal communication networks and highlight four barriers to and four drivers of efficient communication during project sales

Transition processes in an interorganizational platform project

(Burström, 2012)

Investigate difficulties, complexity and uncertianity during project - project transitions.

Antecedents and Consequences of User Coproduction in Information System Development Projects (pages 67–87)

(Hsu, 2013)

user coproduction has a positively significant influence on project outcomes, and social capital between user representatives and developers is also associated with user coproduction.

Extensions from Classic Topics

This section talks about advanced research on existing PMBOK topics.

A Comparative Study of the Benefits of Applying Target Cost Contracts Between South Australia and Hong Kong (pages 4–20)

(Chan, 2012)

benefits of adopting Guaranteed Maximum Price and Target Cost Contracts (GMP/TCC) over and above the traditional lump-sum contractual arrangement

Managing Risks in Complex Projects (pages 20–35)

(Thamhain, 2013)

Specific managerial actions, organizational conditions, and work processes are suggested for fostering a project environment most conducive to effective cross-functional communication and collaboration among all stakeholders, a condition important to early risk detection and effective risk management in complex project situations.

Portfolio Risk Management and Its Contribution to Project Portfolio Success: An Investigation of Organization, Process, and Culture (pages 36–51)

(Teller, 2013)

 

Positive relationship between project risk management and project success. Highlights the three components of portfolio risk management: organization, process, and culture.

Factors Causing Design Schedule Delays in Turnkey Projects in Taiwan: An Empirical Study of Power Distribution Substation Projects (pages 50–61)

(Yau, 2012)

introduce 27 delay factors and delay prevention strategies in turnkey projects

History, practices, and future of earned value management in government: Perspectives from NASA (pages 77–90)

(Kwak, 2012)

past, present, future of EVM in aerospace sector

Forecasting Success on Large Projects: Developing Reliable Scales to Predict Multiple Perspectives by Multiple Stakeholders Over Multiple Time Frames (pages 87–99)

(Turner, 2012b)

develop successful performance indicators for large project

A Perspective-Based Understanding of Project Success (pages 68–86)

(McLeod, 2012)

framework highlights how different stakeholder perspectives influence the perceived outcome(s) of a project

Measuring program success (pages 37–49)

(Shao, 2012)

suggest contextual independents project success factor

RISK DYNAMICS THROUGHOUT THE SYSTEM DEVELOPMENT LIFE CYCLE

(Yu, 2013)

to understand if and how risks change during the course of a system development. Using a framework developed from socio-technical theories, we conduct a multiple case study to determine the pattern of risk dynamics through the stages of the development life cycle.

Work Environment and its Impact on Triple Constraint of Project Management

(Hamid, 2012)

all project managers view a flexible and conducive work environment as bearing a strong relationship with the triple constraint of project management.

Conclusion

This article introduces emerging or contemporary topics & trends in project management academic research from 2012 – 2013. In a literature review based on 100 articles from more than five project management and management journals, we identify many new topics and 10 main trends that are not in project management body of knowledge (PMBOK). This article provides a summary of all the trends and topics from a bird-eye view. Further elaboration and interpretation on the topics will be published in subsequent publications.

Reference

Aarseth. (2012). Practical difficulties encountered in attempting to implement a partnering approach; Aarseth, Wenche ; Andersen, Bjørn ; Ahola, Tuomas ; Jergeas, George .

International Journal of Managing Projects in Business 5.2  (2012): 266-284.

Abdul-Rahman. (2012). Knowledge acquisition using psychotherapy technique for critical factors influencing construction project layout planning (pages 50–64); Hamzah Abdul-Rahman, Chen Wang and Eng Khe Siong, Project Management Journal, Feb 2012, Volume 43, Issue 1

Alin. (2013). Digital Boundary Objects as Negotiation Facilitators: Spanning Boundaries in

Virtual Engineering Project Networks (pages 48–63) Pauli Alin, Josh Iorio and John E. Taylor 

Project Management Journal, June 2013, Volume 44, Issue 3

Alin. (2013b). Aligning Misaligned Systemic Innovations: Probing Inter-Firm Effects

Development in Project Networks (pages 77–93) Pauli Alin, Antti O. Maunula, John E. Taylor and Riitta Smeds, Project Management Journal, Feb 2013, Volume 44, Issue 1

Apking. (2012). Eliminate life-altering incidents: 5 critical practices for project teams

Apking, Ted. ISHN 46.7  (Jul 2012): 32-33.

Aronson. (2013) Managing the Intangible Aspects of a Project: The Affect of Vision, Artifacts, and Leader Values on Project Spirit and Success in Technology-Driven Projects (pages 35–58) Zvi H. Aronson, Aaron J. Shenhar and Peerasit Patanakul, Project Management Journal, Feb 2013, Volume 44, Issue 1

Baird. (2012). Planning and Sprinting: Use of a Hybrid Project Management Methodology within a CIS Capstone Course Baird, Aaron ; Riggins, Frederick J . Journal of Information Systems Education 23.3  (Fall 2012): 243-257.

Beringer. (2012). Establishing Project Portfolio Management: An Exploratory Analysis of the Influence of Internal Stakeholders' Interactions (pages 16–32) Claus Beringer, Daniel Jonas and Hans Georg Gemünden, Project Management Journal, Dec 2012, Volume 43, Issue 6

Berk. (2012). A Risk Management Proposal to the International Contractors Industry from the Financial Perspective; Berk, Cem. Journal of Applied Finance and Banking 2.5  (2012): 199-216.

Besner. (2012). The paradox of risk management; a project management practice perspective; Besner, Claude ; Hobbs, Brian . International Journal of Managing Projects in

Business 5.2  (2012): 230-247.

Besner. (2012b). An Empirical Identification of Project Management Toolsets and a

Comparison Among Project Types (pages 24–46); Claude Besner and Brian Hobbs, Project Management Journal, Oct 2012, Volume 43, Issue 5

Besner. (2013). Contextualized Project Management Practice: A Cluster Analysis of Practices and Best Practices (pages 17–34); Claude Besner and Brian Hobbs, Project Management Journal, Feb 2013, Volume 44, Issue 1

Bomfin. (2012).Project Management By Pmbok Guide: Challenges For Managers; David Ferreira Bomfin; Paula Cristine de Ávila Nunes; Hastenreiter, Flávio. Revista de Gestão e Projetos 3.3  (Sep/Dec 2012): n/a.

Buijs. (2012). CONNECTIVE CAPACITY OF PROGRAM MANAGEMENT: RESPONDING TO FRAGMENTED PROJECT MANAGEMENT; Buijs, Jean-Marie; Edelenbos, Jurian . Public Administration Quarterly 36.1  (Spring 2012): 3-41.

Burström. (2012). Transition processes in an interorganizational platform project; Burström, Thommie ; Jacobsson, Mattias . International Journal of Managing Projects in Business 5.3  (2012): 400-419.

Caron. (2013). A Bayesian Approach to Improve Estimate at Completion in Earned Value Management (pages 3–16) Franco Caron, Fabrizio Ruggeri and Alessandro Merli, Project Management Journal, Feb 2013, Volume 44, Issue 1

Chan. (2012). A Comparative Study of the Benefits of Applying Target Cost Contracts Between South Australia and Hong Kong (pages 4–20); Daniel W. M. Chan, Patrick T. I. Lam, Joseph H. L. Chan, Tony Ma and Thomas Perkin, Project Management Journal, April 2012, Volume 43, Issue 2

Chigara. (2012). AN ANALYSIS OF THE IMPLICATIONS OF RESOURCES MANAGEMENT ON BUILDING PROJECTS PERFORMANCE IN HARARE AND BULAWAYO; Chigara, Benviolent; Mangore, Ellen. International Journal of Marketing and Technology 2.9 (Sep 2012): 144-170.

Chou. (2012). Project Management Knowledge and Effects on Construction Project Outcomes: An Empirical Study (pages 47–67); Jui-Sheng Chou and Jung-Ghun Yang, Project Management Journal, Oct 2012, Volume 43, Issue 5

Chronéer. (2012). Managerial Complexity in Process Industrial R&D Projects: A Swedish Study (pages 21–36); Diana Chronéer and Bjarne Bergquist, Project Management Journal, April 2012, Volume 43, Issue 2

Chu. (2012). Team Members' Flow Experiences and their Influence on Project Performance; Chu, Li-Chuan; Lee, Chen-Lin; Wu, Chang-Jer; Hsu, Kun-Feng. The Journal of Human Resource and Adult Learning 8.1  (Jun 2012): 46-55.

Cohen. (2013). MBTI Personality Types of Project Managers and Their Success: A Field Survey(pages 78–87); Yuval Cohen, Hana Ornoy and Baruch Keren Project Management Journal, June 2013, Volume 44, Issue 3 

de Oliveira. (2012). VALUE CREATION FROM ORGANIZATIONAL PROJECT MANAGEMENT: A CASE STUDY IN A GOVERNMENT AGENCY; de Oliveira, Warlei Agnelo; De Muylder, Cristiana Fernandes. Journal of Information Systems and Technology Management : JISTEM 9.3  (2012): 497-514.

de Souza. (2012). The Process Of Communication In Project Profisco / Rn Marconi Brasil Soares de Souza; Adriano Almeida Rodrigues . Revista de Gestão e Projetos 3.3  (Sep/Dec 2012): n/a.

Di Marco. (2012). Exploring Negotiation Through Boundary Objects in Global Design Project Networks(pages 24–39); Melissa K. Di Marco, Pauli Alin and John E. Taylor, Project Management Journal, June 2012, Volume 43, Issue 3

Fu. (2013). Combining PCA With DEA to Improve the Evaluation of Project Performance Data: A Taiwanese Bureau of Energy Case Study (pages 94–106); Hsin-Pin Fu and Jia-Ruey Ou, Project Management Journal, Feb 2013, Volume 44, Issue 1

Gauthier. (2012). Foundations of Project Management Research: An Explicit and Six-Facet Ontological Framework (pages 5–23); Jacques-Bernard Gauthier and Lavagnon A. Ika, Project Management Journal, Oct 2012, Volume 43, Issue 5

Guinan. (2013). Experiments in Open Innovation at Harvard Medical School; Guinan, Eva, Boudreau, Kevin J, Lakhani, Karim R, MIT Sloan Management Review 54.3 (Spring 2013), 45-12

Gustavsson. (2012). Boundary action in construction projects: new collaborative project practices; Tina Karrbom Gustavsson ; Hayar Gohary. International Journal of Managing Projects in Business 5.3  (2012): 364-376.

Hagen. (2013). Ambiguity Acceptance as a Function of Project Management: A New Critical Success Factor (pages 52–66); Marcia Hagen and Sunyoung Park, Project Management Journal, April 2013, Volume 44, Issue 2

Hällgren. (2012). Relevance lost! A critical review of project management standardisation; Hällgren, Markus ; Nilsson, Andreas; Blomquist, Tomas ; Söderholm, Anders .International Journal of Managing Projects in Business 5.3  (2012): 457-485.

Hamid. (2012). Work Environment and its Impact on Triple Constraint of Project Management; Hamid, Syed Ali Raza ; Ghafoor, Hateem Adnan; Shah, Tamkeen Zehra. Information Management and Business Review 4.10  (Oct 2012): 545-552

Hanisch. (2012). A Bibliometric View on the Use of Contingency Theory in Project Management Research (pages 4–23); Bastian Hanisch and Andreas Wald, Project Management Journal, June 2012, Volume 43, Issue 3

He. (2012) Counteracting Free-Riding With Team Morale—An Experimental Study (pages 62–75); Jun He, Project Management Journal, June 2012, Volume 43, Issue 3

Herazo. (2012). Sustainable Development in the Building Sector: A Canadian Case Study on the Alignment of Strategic and Tactical Management (pages 84–100); Benjamin Herazo,

Gonzalo Lizarralde and Raymond Paquin, Project Management Journal, April 2012, Volume 43, Issue 2

Hoss. (2012). Investment Projects Based On Strategic Planning: A Case Study In A Factory For Supermarket Trolleys; Hoss, Osni; Zenci, Shirley Denise; Alvaro Guillermo Rojas Lezana. Revista de Gestão e Projetos 3.3  (Sep/Dec 2012): n/a.

Hsu. (2013). Antecedents and Consequences of User Coproduction in Information System Development Projects (pages 67–87); Jack S. Hsu, Yu Wen Hung, Yin-Hung Chen and Hsieh-

Hong Huang, Project Management Journal, April 2013, Volume 44, Issue 2

Hung. (2013). Resource Commitment, Organizational Diversity, and Research Performance: A Case of the National Telecommunication Program in Taiwan (pages 32–47); Chia-Liang Hung and Jerome Chih-Lung Chou, Project Management Journal, June 2013, Volume 44, Issue 3

Ika. (2012). The project planning myth in international development; Ika, Lavagnon A ; Saint-Macary, Jan . International Journal of Managing Projects in Business 5.3  (2012): 420-439.

Ika. (2012b). Project Management for Development in Africa: Why Projects Are Failing and What Can Be Done About It (pages 27–41); Lavagnon A. Ika, Project Management Journal, Aug 2012, Volume 43, Issue 4

Jean-Charles. (2012). THE IMPACT OF STRATEGIC PLANNING AND THE BALANCED SCORECARD METHODOLOGY ON MIDDLE MANAGERS' PERFORMANCE IN THE PUBLIC SECTOR; Jean-Charles, Marin. International Journal of Business and Social Science 3.1  (Jan 2012): n/a.

Juliani. (2012). A Model For Building Projects On Knowledge Base In Organizations, Supported By Collaborative Tools; Douglas Paulesky Juliani; Jordan Paulesky Juliani; Janine da Silva Alves Bello; de Souza, João Artur. Revista de Gestão e Projetos 3.3  (Sep/Dec 2012): n/a.

Kerzner. (2012) How The Seven Deadly Sins Can Lead To Project Failure: Kerzner, Harold . Revista de Gestão e Projetos 3.3  (Sep/Dec 2012): n/a.

Koh. (2012). Portfolio Management: The Australian Experience (pages 33–42); Aileen Koh and Lynn Crawford, Project Management Journal, Dec 2012, Volume 43, Issue 6

Koskine. (2012). Knowledge integration in systems integrator type project-based companies: a systemic view; Koskinen, Kaj U. International Journal of Managing Projects in Business 5.2  (2012): 285-299.

Koskinen. (2012). Organizational Learning in Project-Based Companies: A Process Thinking Approach (pages 40–49); Kaj U. Koskinen, Project Management Journal, June 2012, Volume 43, Issue 3

Krane. (2012). How Project Manager–Project Owner Interaction Can Work Within and Influence Project Risk Management (pages 54–67); Hans Petter Krane, Nils O. E. Olsson and Asbjørn Rolstadås, Project Management Journal, April 2012, Volume 43, Issue 2
Kwak. (2012). History, practices, and future of earned value management in government: Perspectives from NASA (pages 77–90); Young Hoon Kwak and Frank T. Anbari, Project Management Journal, Feb 2012, Volume 43, Issue 1

Laruccia. (2012). Project Management In Research And Development; Mauro Maia Laruccia; Plínio, Célio Ignez; Gilmar Jonas Deghi; Mamerto Granja Garcia. Revista de Gestão e Projetos 3.3  (Sep/Dec 2012): n/a.

Lechler. (2012). Challenging Classic Project Management: Turning Project Uncertainties Into Business Opportunities (pages 59–69); Thomas G. Lechler, Barbara H. Edington and Ting Gao, Project Management Journal, Dec 2012, Volume 43, Issue 6

Leybourne. (2012). Advancing Project Management: Authenticating the Shift From Process to “Nuanced” Project-Based Management in the Ambidextrous Organization (pages 5–15); Stephen A. Leybourne and Phillip, Project Management Journal, Dec 2012, Volume 43, Issue 6

Liu. (2012). Simultaneous Pursuit of Innovation and Efficiency in Complex Engineering Projects—A Study of the Antecedents and Impacts of Ambidexterity in Project Teams(pages 97–110); Li Liu and David Leitner, Project Management Journal, Dec 2012, Volume 43, Issue 6

Louw. (2012). Project Management Training Curricula at South African Public Universities: Is the Balanced Demand of the Profession Sufficiently Accommodated? (pages 70–80); Thelma

Louw and P. D. Rwelamila, Project Management Journal, Aug 2012, Volume 43, Issue 4

MacDonald. (2012). Value for money in project alliances; MacDonald, Charles ; Derek H.T. Walker ; Moussa, Neveen. International Journal of Managing Projects in Business 5.2  (2012): 311-324.

Martins. (2012). Outsourcing Operations in Project Management Offices: The Reality of Brazilian Companies (pages 68–83); Vergilio Antonio Martins and Marcelo Ramos Martins, Project Management Journal, April 2012, Volume 43, Issue 2

McLeod. (2012). A Perspective-Based Understanding of Project Success (pages 68–86); Laurie McLeod, Bill Doolin and Stephen G. MacDonell, Project Management Journal, Oct 2012, Volume 43, Issue 5

Mistarihi. (2012). Competency Requirements for Managing Public Private Partnerships (PPPs): The Case of Infrastructure Projects in Jordan; Mistarihi, Ali M ; Al Refai, Mohammad S; Al Qaid, Bader Ayed; Qeed, Marzouq A. International Journal of Business and Management 7.12  (2012): 60-73.

Müller. (2013). Project Management Knowledge Flows in Networks of Project Managers and Project Management Offices: A Case Study in the Pharmaceutical Industry (pages 4–19); Ralf

Müller, Johannes Glückler, Monique Aubry and Jingting Shao, Project Management Journal, April 2013, Volume 44, Issue 2

Müller. (2013b). A Relational Typology of Project Management Offices (pages 59–76); Ralf

Müller, Johannes Glückler and Monique Aubry, Project Management Journal, Feb 2013, Volume 44, Issue 1

Ortiz-Marcos. (2013). Competency Training for Managing International Cooperation Engineering Projects(pages 88–97); Isabel Ortiz-Marcos, José Ramón Cobo Benita, Carlos Mataix Aldeanueva and Ángel Uruburu Colsa, Project Management Journal, April 2013, Volume 44, Issue 2

Papadopoulo. (2012). The criticality of risk factors in customer relationship management projects (pages 65–76); Thanos Papadopoulos, Udechukwu Ojiako, Maxwell Chipulu and Kwangwook Lee, Project Management Journal, Feb 2012, Volume 43, Issue 1

Patanakul. (2012). What project strategy really is: The fundamental building block in strategic project management (pages 4–20); Peerasit Patanakul and Aaron J. Shenhar, Project Management Journal, Feb 2012, Volume 43, Issue 1

Patel. (2012). Applying Project Management Approaches To Achieve Value Creation In Post - Acquisition Integration; Patel, Reena. The ISM Journal of International Business1.4 (Oct 2012):

Piperca. (2012). A typology of unexpected events in complex projects; Piperca, Sorin; Serghei Floricel. International Journal of Managing Projects in Business 5.2 (2012): 248-265.

Pollard. (2012). Lessons Learned from Client Projects in an Undergraduate Project Management Course; Pollard, Carol E . Journal of Information Systems Education 23.3  (Fall 2012): 271-282.

Ritson. (2012). Successful programs wanted: Exploring the impact of alignment (pages 21–36). Graeme Ritson, Eric Johansen and Allan Osborne, Project Management Journal, Feb 2012, Volume 43, Issue 1

Rwelamila. (2012). Project Management Trilogy Challenges in Africa—Where to From Here? (pages 5–13); P. D. Rwelamila and Neha Purushottam, Project Management Journal, Aug 2012, Volume 43, Issue 4

Ryynänen. (2013). Supplier's Internal Communication Network During the Project Sales Process(pages 5–20); Harri Ryynänen, Anne Jalkala and Risto T. Salminen, Project Management Journal, June 2013, Volume 44, Issue 3

Sadvandi. (2012). Management from a Systemic Perspective; Sadvandi, Sara. The ISM Journal of International Business1.4 (Oct 2012):

Sarmad. (2012). Optimizing Product Development Projects - IFI Inc.: a Case Study in the Food and Beverage Industry; Sarmad, Fashad. The ISM Journal of International Business1.4 (Oct 2012):

Schroeder. (2013). POST PROJECT ASSESSMENT: AN ART AND SCIENCE APPROACH; Schroeder, Harold. Academy of Information and Management Sciences Journal 16.1 (2013): 37-45.

Sergi. (2012). Bounded becoming: insights from understanding projects in situation; Sergi, Viviane. International Journal of Managing Projects in Business 5.3  (2012): 345-363.

Shao. (2012). Measuring program success (pages 37–49); Jingting Shao, Ralf Müller and J. Rodney Turner, Project Management Journal, Feb 2012, Volume 43, Issue 1

Shelley. (2012). Metaphor Interactions to Develop Team Relationships and Robustness Enhance Project Outcomes (pages 88–96); Arthur Shelley, Project Management Journal, Dec 2012, Volume 43, Issue 6

Shiferaw. (2012). Linking Policies to Projects: The Key to Identifying the Right Public Investment Projects (pages 14–26); Asmamaw Tadege Shiferaw and Ole Jonny Klakegg, Project Management Journal, Aug 2012, Volume 43, Issue 4

Shiferaw. (2012). Governance of Public Investment Projects in Ethiopia (pages 52–69); Asmamaw Tadege Shiferaw, Ole Jonny Klakegg and Tore Haavaldsen, Project Management Journal, Aug 2012, Volume 43, Issue 4

Sicotte. (2012). Marketing and technology strategies for innovative performance; Sicotte, Hélène ; Drouin, Nathalie; Delerue, Hélène . International Journal of Managing Projects in Business 5.2  (2012): 195-215.

Smits. (2012). Chaperoning: practices of collaboration in the Panama Canal Expansion Program; Smits, Karen; Alfons van Marrewijk. International Journal of Managing Projects in Business 5.3  (2012): 440-456.

Taylor. (2012). Information technology project risk management: bridging the gap between research and practice; Taylor, Hazel ; Artman, Edward; Woelfer, Jill Palzkill . Journal of Information Technology 27.1  (Mar 2012): 17-34.

Teller. (2013). Portfolio Risk Management and Its Contribution to Project Portfolio Success: An Investigation of Organization, Process, and Culture (pages 36–51); Juliane Teller, Project Management Journal, April 2013, Volume 44, Issue 2

Thamhain. (2013). Managing Risks in Complex Projects (pages 20–35); Hans Thamhain, Project Management Journal, April 2013, Volume 44, Issue 2

Thilmany. (2013). PROFESSIONAL NETWORKING; Thilmany, Jean . Mechanical Engineering 135.1  (Jan 2013): 41-45.

Thomas. (2012). Re-situating expert project managers' praxis within multiple logics of practice; Thomas, Janice ; Stella, George; Pamela Buckle Henning. International Journal of Managing Projects in Business 5.3  (2012): 377-399.

Thomas. (2012). Learning From Project Management Implementation by Applying a Management Innovation Lens (pages 70–87); Janice L. Thomas, Svetlana Cicmil and Stella George, Project Management Journal, Dec 2012, Volume 43, Issue 6

Turner. (2012). Project management in small to medium-sized enterprises; Turner, Rodney; Ledwith, Ann ; Kelly, John . Management Decision 50.5  (2012): 942-957.

Turner. (2012b) Forecasting Success on Large Projects: Developing Reliable Scales to Predict Multiple Perspectives by Multiple Stakeholders Over Multiple Time Frames (pages 87–99); Rodney Turner and Roxanne Zolin, Project Management Journal, Oct 2012, Volume 43, Issue 5

Wang. (2012). The Effect of Project Environment on the Relationship between Knowledge Sharing and Team Creativity in the Software Development Context; Wang, Mei-Hsiang; Huang, Chen-Fen; Yang, Tarng-Yao. International Journal of Business and Information 7.1  (Jun 2012): 59-80.

Waters. (2012). An Empirical Study of Large-Sized Companies With Knowledge Work Teams and Their Impacts on Project Team Performance; Waters, Natalie M ; Beruvides, Mario G, PE . Engineering Management Journal 24.2  (Jun 2012): 54-62.

Wells. (2012). How Effective Are Project Management Methodologies? An Explorative Evaluation of Their Benefits in Practice (pages 43–58); Hany Wells, Project Management Journal, Dec 2012, Volume 43, Issue 6

Wickramasinghe. (2013). Effects of High Performance Work Practices on Job Performance in Project-Based Organizations (pages 64–77); Vathsala Wickramasinghe and Suyama Liyanage Project Management Journal, June 2013, Volume 44, Issue 3

Williams. (2012). Identifying and Acting on Early Warning Signs in Complex Projects (pages 37–53); Terry Williams, Ole Jonny Klakegg, Derek H. T. Walker, Bjørn Andersen and Ole Morten Magnussen, Project Management Journal, April 2012, Volume 43, Issue 2
Yang. (2013). An Empirical Study of Schedule Delay Causes Based on Taiwan's Litigation Cases (pages 21–31); Jyh-Bin Yang, Mei-Yi Chu and Kuei-Mei Huang, Project Management Journal, June 2013, Volume 44, Issue 3

Yau. (2012). Factors Causing Design Schedule Delays in Turnkey Projects in Taiwan: An Empirical Study of Power Distribution Substation Projects (pages 50–61); Nie-Jia Yau and Jyh-Bin Yang, Project Management Journal, June 2012, Volume 43, Issue 3

Yu. (2013). RISK DYNAMICS THROUGHOUT THE SYSTEM DEVELOPMENT LIFE CYCLE; Yu, Chia-Ing; Chen, Houn-Gee; Klein, Gary; Jiang, James J. The Journal of Computer Information Systems53.3 (Spring 2013): 28-37

Yüksel. (2012). Evaluation of the Success of Six Sigma Projects by Data Envelopment Analysis; Yüksel, Hilmi. International Journal of Business and Management 7.13  (2012): 75-84.

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Zdravko; Samarzija, Luka. International Business Research 5.12  (Dec 2012): 99-111.

Zhang. (2012). Managing Political Risks of Chinese Contracted Projects in Libya (pages 42–51); Juan Zhang and William X. Wei, Project Management Journal, Aug 2012, Volume 43, Issue 4

The Author

Eric Tse is an international recognized expert/consultant in Enterprise Access and Identity Management Architecture Design and Implementation. He has been working with international renowned experts in information technology in many prestigious companies.  He also pursues research interests in project management, financial models, application/enterprise/solution architectures, compilation technology and philosophy of science.

About Project Perfect

Project Perfect is a project management software consulting and training organisation based in Sydney Australia.  Their focus is to provide organisations with the project infrastructure they need to successfully manage projects.
Project Perfect sell “Project Administrator” software, which is a tool to assist organisations better manage project risks, issues, budgets, scope, documentation planning and scheduling.  They also created a technique for gathering requirements called “Method H”ä, and sell software to support the technique.  For more information on Project tools or Project Management visit www.projectperfect.com.au

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