International Journal of Managing Projects in Business: Volume 11 Issue 2

An integrated model for allocation and leveling of human resources in IT projects

Roberto Celkevicius, Rosaria F.S.M. Russo

The purpose of this paper is to propose an integrated model for allocation and leveling of human resources in IT projects.

Proposed framework for estimating effort in design projects

Henrique Benedetto, Maurício Moreira e Silva Bernardes, Darli Vieira

The purpose of this paper is to propose a framework to assist in the estimation of effort for projects in the field of design. The study first seeks supporting material to outline…

The importance of hard project management and team motivation for construction project performance

Johan Larsson, Per Erik Eriksson, Ossi Pesämaa

Hard project management practices, based on strict planning and control, are traditionally applied in construction projects, although research frequently promotes the importance…

Business user impact on information system projects

Bradford Eichhorn, Oya Tukel

There are differing views and results in the literature regarding whether the user’s participation has a positive or negative impact, if any, on the success of an information…

Ranking the risk categories in international projects using the TOPSIS method

Rahul Dandage, Shankar S. Mantha, Santosh B. Rane

The purpose of this paper is to review the risk categories which are predominant in international projects and to rank them according to their effect on project success.

Managing project success using project risk and green supply chain management: A survey of automotive industry

Yudi Fernando, Tim Walters, Mohamad Norris Ismail, Yong Won Seo, Masatoshi Kaimasu

The implementation of the risk management in the development of new car models can contribute to the improvement of the project management performance and project success. The…

Developing generic competencies for infrastructure managers in India

Mona N. Shah, Anand Prakash

The purpose of this paper is to develop a model for generic competencies based on lifecycle orientation of projects to support infrastructure managers (IMs) in India.

Relationship between contractual flexibility and contractor’s cooperative behavior: The mediating effect of justice perception

Haoyang Song, Fangwei Zhu, Ole Jonny Klakegg, Peng Wang

Due to the increasing risk and uncertainty of construction projects, contractual flexibility has been considered as an effective tool to cope with emergences and to promote…

Developing the capability to terminate IT projects when they can no longer deliver business value: A discussion of key insights from practitioners

Clare Victoria Thornley, Catherine Anne Crowley

The purpose of this paper is to address the problem of ensuring that the capabilities are in place to identify when a project can no longer deliver value and to take appropriate…

Linking trust and collaboration in project teams to project management success

Taryn Jane Bond-Barnard, Lizelle Fletcher, Herman Steyn

The purpose of this paper is to emphasise the importance of high levels of trust and collaboration for increasing the likelihood of project management (PM) success. However, the…

The texture of tension: complexity, uncertainty and equivocality

Thommie Burström, Timothy L. Wilson

The premise of this paper is that tension exists among participants and parties engaged in projects. The uniqueness of development virtually assures this. The purpose of this…

Allocating human resources to projects and services in dynamic project environments

Khadijeh Momeni, Miia Maarit Martinsuo

Resource allocation is challenged by dynamic environments where changes are frequent. The purpose of this paper is to identify resource allocation challenges and practices in…

“Superfast!” managing the urgent: case study of telecommunications infrastructure project in Algeria

Youcef J-T. Zidane, Ole Jonny Klakegg, Bjorn Andersen, Bassam Hussein

With the aim of furthering the understanding of project speed and how to manage the urgent project, the purpose of this paper is to investigate the management challenges involved…

What is the Iron Triangle, and how has it changed?

Julien Pollack, Jane Helm, Daniel Adler

The Iron Triangle, also called the Triple Constraint, is a central concept to project management research and practice, representing the relationship between key performance…

Integrating Project Delivery

Derek Walker