International Journal of Managing Projects in Business最新文献

{"title":"Relational contracting in Nordic construction – a comparative longitudinal account of institutional field developments","authors":"Anna Kadefors, Kirsi Aaltonen, Stefan Christoffer Gottlieb, Ole Jonny Klakegg, Pertti Lahdenperä, Nils O.E. Olsson, Lilly Rosander, Christian Thuesen","doi":"10.1108/ijmpb-01-2024-0014","DOIUrl":"https://doi.org/10.1108/ijmpb-01-2024-0014","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>Relational contracting is increasingly being applied to complex and uncertain construction projects. However, it has proved hard to achieve stable performance and industry-level learning in this field. This paper employs an institutional perspective to analyze how legitimacy for relational contracting has been produced and challenged in Denmark, Finland, Norway and Sweden, including implications for dissemination and learning.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>A collaborative case study design is used, where longitudinal accounts of the developments in relational contracting over more than 25 years in four Nordic countries were developed by scholars based in each country. The descriptions are underpinned by literature sources from research, practice and policy.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>The countries share similar problem perceptions that have triggered the de-institutionalization of traditional contracting practices. Models and policies developed elsewhere are important sources of knowledge and legitimacy. Most countries have seen pendulum movements, where dissemination of relational contracting is followed by backlashes when projects fail to meet projected outcomes. Before long, however, relational contracting tends to re-emerge under new labels and in slightly new forms. Such a proliferation of concepts presents further obstacles to learning. Successful institutionalization is found to rely on realistic goals in combination with broad competence development at the organizational and industry levels.</p><!--/ Abstract__block -->\u0000<h3>Practical implications</h3>\u0000<p>In seeking inspiration from other countries, policymakers should go beyond contract models to also consider strategies to manage industry-level learning.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>The paper provides a unique longitudinal cross-country perspective on the field of relational contracting. As such, it contributes to the small stream of literature on long-term institutional change in the construction sector.</p><!--/ Abstract__block -->","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":"5 1","pages":""},"PeriodicalIF":2.7,"publicationDate":"2024-04-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140929269","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The nexus of project management approaches in sustainable development: innovative behaviors as a mechanism in the Polish financial industry","authors":"Katarzyna Piwowar-Sulej, Qaisar Iqbal","doi":"10.1108/ijmpb-09-2023-0219","DOIUrl":"https://doi.org/10.1108/ijmpb-09-2023-0219","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>Based on the social exchange theory, the aim of the present study is to examine the effects, both direct and indirect (through sustainability-oriented innovative behaviors [SIBs]), of sustainable project leadership (SPL) on sustainable project performance (SPP). Project management approaches (PMAs) (traditional, hybrid and agile) were examined as conditional factors in the “SPL–SIBs” relationship.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>The study employs structural equation modeling based on data collected from 197 software engineering project team members working in the financial industry in Poland.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>The study revealed that SPL significantly, positively affected SPP. It also provided evidence for the significant mediating impact of SIBs in the relationship between SPL and SPP and the conditional effect of agile and hybrid PMAs on the “SPL–SIBs” relationship.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>The novelty of this work lies in introducing sustainable leadership into project management research, proposing and testing a unique and complex research framework, designing valid scales for measuring SPL and SPP, and suggesting many theoretical and empirical implications.</p><!--/ Abstract__block -->","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":"11 1","pages":""},"PeriodicalIF":2.7,"publicationDate":"2024-03-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140323566","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Challenges of scaling agile in large enterprises and implications for project management","authors":"Ewa Sońta-Drączkowska, Agnieszka Krogulec","doi":"10.1108/ijmpb-11-2023-0244","DOIUrl":"https://doi.org/10.1108/ijmpb-11-2023-0244","url":null,"abstract":"&lt;h3&gt;Purpose&lt;/h3&gt;\u0000&lt;p&gt;This study seeks to illuminate the managerial tensions inherent in implementing scaled agile (on the organizational, top management, middle management and team levels) and to frame these challenges within the broader context of project management.&lt;/p&gt;&lt;!--/ Abstract__block --&gt;\u0000&lt;h3&gt;Design/methodology/approach&lt;/h3&gt;\u0000&lt;p&gt;The study adopts a grounded theory approach and delves into a qualitative dataset sourced from 34 interviews with subject matter experts actively engaged in scaling agile initiatives within large organizations spanning various industries. Additionally, the data have been enriched through a comprehensive literature review of the existing body of knowledge on scaling agile.&lt;/p&gt;&lt;!--/ Abstract__block --&gt;\u0000&lt;h3&gt;Findings&lt;/h3&gt;\u0000&lt;p&gt;As a result of our investigation, we propose a framework of managerial tensions in scaling agile in large corporate settings and a series of research propositions and questions that may contribute significantly to the body of knowledge surrounding the phenomenon of “deprojectification” and propose agenda for the future studies in the field of project management.&lt;/p&gt;&lt;!--/ Abstract__block --&gt;\u0000&lt;h3&gt;Research limitations/implications&lt;/h3&gt;\u0000&lt;p&gt;The study also carries significant managerial implications. Firstly, based on the insights from the practice of scaling agile in large corporate setting, management can build awareness of the challenges inherent of transitioning to agile practices. This may help to anticipate the possible problems and proactively develop strategies how to address them. Secondly, management can be instructed about contingencies inherent in scaling agile, along with the potential disfunctions and side effects (unintended outcomes) that may emerge during the transition process. Thirdly, project management practitioners can gain insights on how scaling agile may cause shifts in the approach to managing projects, project team management and competencies that need to be developed to cope with environments where various approaches to managing projects coexist.&lt;/p&gt;&lt;!--/ Abstract__block --&gt;\u0000&lt;h3&gt;Practical implications&lt;/h3&gt;\u0000&lt;p&gt;These insights can aid in the agile transition process, beginning with directing managerial attention toward contextual factors and progressing through potential challenges at the organizational, top management, middle management and team levels. Furthermore, the study highlights possible dysfunctionalities and side effects of scaling agile, shedding light on the “dark side” of agile.&lt;/p&gt;&lt;!--/ Abstract__block --&gt;\u0000&lt;h3&gt;Originality/value&lt;/h3&gt;\u0000&lt;p&gt;The study contributes to the expansion of the empirical database on the implementation of agile practices in large organizational settings. It plays a role in defining and delineating the phenomenon of scaling agile within the context of project management and outlines a research agenda for future project management studies. Additionally, our study adds to the ongoing discourse surrounding the “deprojectification” effect that can occu","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":"10 1","pages":""},"PeriodicalIF":2.7,"publicationDate":"2024-03-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140323681","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Using simulations in project management education – impact on awareness and ability to navigate projects in a sustainable way","authors":"Helgi Thor Ingason, Pernille Eskerod","doi":"10.1108/ijmpb-08-2023-0179","DOIUrl":"https://doi.org/10.1108/ijmpb-08-2023-0179","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>Existing literature points out that conventional educational modes are not sufficiently motivational for students. Concurrently, the contemporary society requires awareness of sustainability within project management. The purpose of this paper is to investigate how the use of simulations in project management education can positively impact students’ awareness of sustainability and enhance their ability to navigate projects in a sustainable way.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>Experiment where 26 experienced professionals with different backgrounds engaged in three extensive project management simulations with sustainable aspects and participated in pre- and post-assessments.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>Our research shows that simulations have a high potential for enhancing learning on project management with sustainable aspects. We conclude that simulations can significantly contribute to enhancing student awareness of sustainability. This is through directly confronting them with three areas in which sustainability impacts project management, that is the management of environmental, social, and economic aspects; through handling opportunities, complexities, and adaptability; and by assuming responsibility for sustainable development in the simulation case.</p><!--/ Abstract__block -->\u0000<h3>Practical implications</h3>\u0000<p>We have shown that simulations – as a part of project management education – are highly likely to augment students' capacity to navigate their projects in a sustainable way.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>This paper offers results of an empirical study on simulations as a means to create awareness of ability to navigate projects in a sustainable way. The paper provides extensive qualitative statements from participants, and thereby gives the reader insights into the raw data leading to insightful conclusions for the field of project management education.</p><!--/ Abstract__block -->","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":"70 1","pages":""},"PeriodicalIF":2.7,"publicationDate":"2024-03-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140168724","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Project managers: old, grumpy and suspicious or just “once bitten, twice shy?”","authors":"James Prater, Konstantinos Kirytopoulos","doi":"10.1108/ijmpb-02-2023-0036","DOIUrl":"https://doi.org/10.1108/ijmpb-02-2023-0036","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>This research aspires to contribute in the area of exploration of the psychological traits evolving by practitioners within the project management profession. Specifically, it investigates whether there is any difference in optimism levels among experienced project management practitioners and newcomers in the profession.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>The research used the life orientation test-revised (LOTR) (Scheier <em>et al.</em>, 1994) to calculate respondents’ optimism scores. With these scores at hand, the researchers could then apply inferential statistics in order to deduce any differences observed among optimism score and the respondents’ characteristics (age, years of experience etc.).</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>Based on the results of this research, several demographic variables were shown to be statistically significant with optimism. These were (1) the number of years of experience the respondent had in managing projects, (2) working in a government organisation and (3) possessing specific project management certifications, all of which were found to adversely affect the respondent’s optimism score.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>This research was unique in applying a well-known psychological test instrument (LOTR) to provide insight into the psychological impacts of a career as an information technology (IT) project manager. It is also highly likely that this correlation between the length of time working as a project manager and the adverse impact on their optimism would also apply to not just IT project managers but all experienced project managers.</p><!--/ Abstract__block -->","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":"8 1","pages":""},"PeriodicalIF":2.7,"publicationDate":"2024-03-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140153750","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"How do projects decouple from coercive pressures? A study of decoupling in construction projects","authors":"Thayla Zomer, Andy Neely, Paulo Savaget","doi":"10.1108/ijmpb-08-2023-0194","DOIUrl":"https://doi.org/10.1108/ijmpb-08-2023-0194","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>How organisations interact with and respond to environmental pressures has been a long-term interest of organisational scholars. Still, it remains an under-theorised phenomenon from a project perspective. So far, there is limited understanding of how projects, which are composed by a constellation of organisations, “respond” to institutional pressures that are exerted on them. This research takes the perspective of projects as adopters/implementers of institutional pressures and analyses how they interact with, and respond to, such pressures. More specifically, this research explores how construction projects respond to the pressure of a Building Information Modelling (BIM) mandate.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>Multiple in-depth case studies were conducted to explore the practical implementation of a BIM mandate in the UK and understand how the construction projects responded to the coercive pressures to implement a new policy mandate for process digitalisation. Multiple sources were employed for data collection and the data were analysed inductively. The findings identify a hybrid response comprising four distinct ways that projects might respond to an institutional pressure.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>We find that projects decouple both from the content and from the intended purpose of a policy, i.e. there are two variance of a policy-practice decoupling phenomenon in projects. The findings also reveal the underlying conditions leading to decoupling.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>We advance decoupling literature so that it better applies to the temporary, distributed and interdependent work conducted via projects. Second, we define decoupling in projects as a provisional and fragmented process of wayfinding through heterogeneous institutional spaces, and discuss the potential policy-practice assemblages in projects, influenced by how, if and when project members' activities decouple from the many and often contradicting institutional pressures they face. Third, we discuss how the qualitatively different forms of decoupling that we identified in our work may act as part of a legitimation process in ambiguous situations whereby projects might share a resemblance of conformity with institutional pressures when they are de facto only partially conforming to them.</p><!--/ Abstract__block -->","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":"23 1","pages":""},"PeriodicalIF":2.7,"publicationDate":"2024-02-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140001873","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Enhancing project success: the impact of sociotechnical integration on project and program management using earned value management systems","authors":"Vartenie Aramali, George Edward Gibson, Hala Sanboskani, Mounir El Asmar","doi":"10.1108/ijmpb-07-2023-0160","DOIUrl":"https://doi.org/10.1108/ijmpb-07-2023-0160","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>Earned value management systems (EVMS), also called integrated project and program management systems, have been greatly examined in the literature, which has typically focused on their technical aspects rather than social. This study aims to hypothesize that improving both the technical maturity of EVMS and the social environment elements of EVMS applications together will significantly impact project performance outcomes. For the first time, empirical evidence supports a strong relationship between EVMS maturity and environment.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>Data was collected from 35 projects through four workshops, attended by 31 industry practitioners with an average of 19 years of EVMS experience. These experts, representing 23 organizations, provided over 2,800 data points on sociotechnical integration and performance outcomes, covering projects totaling $21.8 billion. Statistical analyses were performed to derive findings on the impact of technical maturity and social environment on project success.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>The results show statistically significant differences in cost growth, compliance, meeting project objectives and business drivers and customer satisfaction, between projects with high EVMS maturity and environment and projects with poor EVMS maturity and environment. Moreover, the technical and social dimensions were found to be significantly correlated.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>Key contributions include a novel and tested performance-driven framework to support integrated project management using EVMS. The adoption of this detailed assessment framework by government and industry is driving a paradigm shift in project management of some of the largest and most complex projects in the U.S.; specifically transitioning from a project assessment based upon a binary approach for EVMS technical maturity (i.e. compliant/noncompliant to standards) to a wide-ranging scale (i.e. 0–1,000) across two dimensions.</p><!--/ Abstract__block -->","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":"10 1","pages":""},"PeriodicalIF":2.7,"publicationDate":"2024-02-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140001657","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Empowering urban sustainability: unveiling the crucial role of project managers in attaining Sustainable Development Goal 11","authors":"Alex Opoku, Kelvin Saddul, Georgios Kapogiannis, Godwin Kugblenu, Judith Amudjie","doi":"10.1108/ijmpb-09-2023-0217","DOIUrl":"https://doi.org/10.1108/ijmpb-09-2023-0217","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>This paper explores project managers' (PMs') role in contributing to and achieving sustainability within construction projects, particularly focusing on Sustainable Development Goal (SDG) 11.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>Semi-structured interviews were conducted with 15 PMs working with construction firms in the UK. Thematic analysis was also performed on the qualitative data retrieved using the NVivo software.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>The study’s findings revealed that PMs working on construction projects considered various sustainable construction processes in attempts to solve problems with traditional construction technology. Furthermore, it was revealed that the PM’s role was key in achieving the SDGs in general and SDG 11 in particular through the process of perfecting the client brief, ensuring the client’s financial stability and creating an environment of teamwork. In terms of specific competencies, sustainability leadership and sustainable innovative capability were revealed to suggest that a PM is the leader of change.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>The study highlights the essential role of the PM in delivering sustainable construction projects as part of the drive to achieve SDG 11. The study impacts the construction industry in developing strategies and training programs that build PMs' competencies and skills for contributing to the world we want.</p><!--/ Abstract__block -->","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":"52 1","pages":""},"PeriodicalIF":2.7,"publicationDate":"2024-02-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139978982","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The information-seeking behaviors of project managers in professional virtual communities","authors":"Thomas P. Kenworthy","doi":"10.1108/ijmpb-08-2023-0176","DOIUrl":"https://doi.org/10.1108/ijmpb-08-2023-0176","url":null,"abstract":"<h3>Purpose</h3>\u0000<p> This research explores project manager (PM) behavior in their professional virtual communities (PVCs), using social identity theory as a theoretical foundation. The purpose is to examine the extent to which PMs seek information on key topics in the Project Management Body of Knowledge Guide (PMBoK).</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p> A text data analytics methodology that uses quantitative and qualitative analysis techniques is followed. The research method reveals relationships in language-based data gathered from six project management forums and blogs.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p> Information related to all the PMBoK topics is sought in the project management virtual communities. People management topics account for a dominant portion of interactions. The findings enhance social identification theorizing for the PM role. From a practical standpoint, the findings shed light on focal areas for greater emphasis in PM PVCs.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p> Our people management finding constructively replicates existing findings via a large, global sample and strengthens calls for increased focus on people management matters in project management. As a result, we call for increased scholarly attention to people management in project management. Finally, we encourage pursuit of several research questions to enhance knowledge of PM information-seeking behavior.</p><!--/ Abstract__block -->","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":"28 1","pages":""},"PeriodicalIF":2.7,"publicationDate":"2024-02-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139678960","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Implementing success management on government-to-government projects: an integrated perspective with the PMBOK guide","authors":"Nilton Takagi, João Varajão, Thiago Ventura","doi":"10.1108/ijmpb-06-2023-0143","DOIUrl":"https://doi.org/10.1108/ijmpb-06-2023-0143","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>As in the private sector, public organizational information systems (IS) development is commonly carried out through projects. One of the alternatives followed by governmental organizations to perform their projects is outsourcing (by hiring other public institutions that have expertise in the IS area of the projects to be developed). However, limited research has been conducted on project success regarding these government-to-government (G2G) contexts. Since achieving success is crucial for public management, this paper proposes a model for Success Management of IS projects in G2G context.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>The research method was design science research (DSR). In the evaluation step of the DSR, IS projects in a G2G environment were the object of case studies.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>This work presents in detail how Success Management activities can be integrated into the processes and process groups of the Project Management Institute's project management guide. The authors also suggest tools and techniques to be used in each Success Management activity.</p><!--/ Abstract__block -->\u0000<h3>Practical implications</h3>\u0000<p>Managing success, particularly addressing success criteria and success factors, can help managers focus their efforts on what will really impact the success of a project. In the context of IS projects in G2G contexts, this contributes to decreasing waste and increasing the chances of providing better services to citizens.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>This work contributes to theory by providing a new model for IS G2G projects that integrates Success Management and project management processes.</p><!--/ Abstract__block -->","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":"58 1","pages":""},"PeriodicalIF":2.7,"publicationDate":"2024-01-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139583510","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}