{"title":"Information Technology Project Management Research: A Review of Works by Influential Pioneers","authors":"X. Wu, J. C. Tsai, Y. Lei","doi":"10.1177/87569728231171056","DOIUrl":"https://doi.org/10.1177/87569728231171056","url":null,"abstract":"Information technology project management practices effectively help organizations achieve IT value. We employed a semistructured review with the practice of jizhuanti by tracing the development of the research intersection of IT and projects through the works of seven influential authors. From the analysis of the review, we build representative models of the intersection and suggest open lines of research. The results unveil stakeholder integration, knowledge management, and risk controls as principal themes for the sampling subset. Future scholars can continue to delve into these areas over more complex systems, consider other categories, or open new directions revealed by practice.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":"61 1","pages":"366 - 391"},"PeriodicalIF":5.0,"publicationDate":"2023-05-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"88964870","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"The Entwinement of Project and Information Technology Research Editorial","authors":"G. Klein","doi":"10.1177/87569728231169415","DOIUrl":"https://doi.org/10.1177/87569728231169415","url":null,"abstract":"I find it difficult to imagine any two management disciplines that are more interwoven than project management and information technology (IT) management. Were it not for project management, fewer technology implementations would have been completed with any degree of success. IT provides project managers with tools and principles to assist in attaining their success, has fundamentally altered practice, and should continue to do so (Steen et al., 2022; Whyte, 2019). Fundamental practices of each hold recognizable similarities, such as the early practices in information system development of structured programming with hierarchy charts and modularization paralleling the use of work packages in work breakdown structures to break larger concepts into manageable units. The waterfall approach to systems development followed from the concepts of planned projects, while agile development crossed from the IT world to be a major force in the management of projects. That’s not to say that the cross-fertilization was always recognized or capitalized upon. Revisiting my days as a consultant and director of a data processing shop (yes, it WAS called that) in the 1970s, I recall the frustrations associated with managing the design, development, and deployment of productive software. At that time, the most common advice was to estimate the time and cost of new software based on expectations of lines of code, then doubling or even quadrupling that estimate to have any realistic chance of meeting expectations. I think it was that frustration, as much as anything else, that led me back to earn my doctorate. Since those early days, I have dedicated most of my instruction and study to the improvement of the IT deployment process by considering and applying principles, practices, and theories of project management. My interest in projects as a critical body of knowledge to improve the process of digitizing organizations has opened many doors of opportunity, including faculty positions, conference organizing, and editorial roles. More importantly, it introduced me to scholars around the world who became coauthors, colleagues, and friends. Many of these individuals are represented in the pages of this special issue through their contributions to the advancement of IT management, project management, or both. In particular, I am grateful to Ralf Müller, friend and co-editor-in-chief of Project Management Journal, who suggested this special issue, and to my good friend and frequent coauthor James Jiang (JJ), who composed this issue. Just as JJ opened this issue with an excellent look forward into the world of digital strategies, I’m going to close with a reflection on our past work in the field of IT project management. A good deal of my colleagues’ and my work has roamed across many topics, theories, levels, and practices but I’ll focus on those related to major project research themes. One of the articles in this issue provides an excellent overview of the topics covere","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":"80 1","pages":"458 - 462"},"PeriodicalIF":5.0,"publicationDate":"2023-05-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80375348","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"From Information Technology Projects to Digital Transformation Programs: Research Pathways","authors":"James J. Jiang","doi":"10.1177/87569728231170261","DOIUrl":"https://doi.org/10.1177/87569728231170261","url":null,"abstract":"I was pleased to compose this special issue at the behest of Dr. Gary Klein, a recently retired co-editor-in-chief of Project Management Journal (PMJ) and Couger Professor of Information Systems at the University of Colorado Colorado Springs. The idea behind collecting articles for this issue was to show the associations between project and program studies and information system research. The included articles are the products of Gary’s coauthors, colleagues, students, and friends and represent research paths that cross frequently and merge occasionally. I’ll introduce these articles at the end of this editorial, but first I will fulfill a request to describe the current information technology (IT) practice of digital transformation (DT) and how research addresses aspects of DT. DT introduces digital technology into the existing enterprise management structure to promote a systematic remodeling of information structures, management methods, operating mechanisms, and production processes, all of which objectively require enterprises to break with traditional industrialized management. DT changes the original logic of enterprise management thinking and drives enterprise production management to become more intelligent; enterprise marketing management to be more precise; and enterprise resource management to be more efficient, thus bringing about disruptive innovations in management paradigms and management systems. DT evolved from early systems providing data support of operations toward enablement of organizational strategy—from collecting and reporting information toward capitalizing on emerging technology that modifies or realizes strategic intent. While organizations managed early system developments as projects, DTs are too massive and complex, requiring a programmanagement approach (Davies & Kopcho, 2021). Research on managing IT initiatives parallels that evolution, initially striving to overcome high rates of IT implementation failure but lately more focused on concerns that 70% of DTs fail to achieve promised results (Forth et al., 2020). I’ll present a little about DT program management based on limited studies and early results from our ongoing studies of the Midea Group.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":"318 1","pages":"327 - 333"},"PeriodicalIF":5.0,"publicationDate":"2023-05-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80166093","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Understanding the Phoenix Phenomenon: Can a Project Be Both a Failure and a Success?","authors":"C. Midler, Marc Alochet","doi":"10.1177/87569728231171825","DOIUrl":"https://doi.org/10.1177/87569728231171825","url":null,"abstract":"While the concept of project success remains largely open nowadays, we introduce here the Phoenix phenomenon, namely a project being both a success and a failure. Our analysis of an automotive vanguard project exhibits key characteristics of a Phoenix phenomenon: the very innovative and ambitious nature of the project; a project management approach that hybridizes causal innovative project development and effectual approaches; the strategic and operational capacity of the company to recover and valorize after the initial failure; and the learnings from and the achievements of the project in renewed scenarios. We conclude that project evaluation must now combine retrospective and prospective assessments methods to evaluate both achieved outcomes and potentialities of a project.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":"5 1","pages":""},"PeriodicalIF":5.0,"publicationDate":"2023-05-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"90539809","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
N. Benschop, A. Nuijten, M. Keil, Kristinka Wilmink, H. Commandeur
{"title":"The Effect of Project Names on Escalation of Commitment in Information Systems Projects","authors":"N. Benschop, A. Nuijten, M. Keil, Kristinka Wilmink, H. Commandeur","doi":"10.1177/87569728231166925","DOIUrl":"https://doi.org/10.1177/87569728231166925","url":null,"abstract":"This study explores how project names may influence the tendency to escalate commitment through two experiments. Our findings from Experiment 1 show that a positive project name evokes positive affective reactions to the project. These, in turn, are associated with a greater willingness to continue a failing project. Results from Experiment 2 show that a technological project name can similarly evoke more positive affective reactions and a greater willingness to continue but only for decision makers with high technology readiness. For decision makers with low technology readiness the effect was reversed.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":"39 1","pages":"349 - 365"},"PeriodicalIF":5.0,"publicationDate":"2023-05-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80739277","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"The Effects of Transformational and Adaptive Leadership on Dynamic Capabilities: Digital Transformation Projects","authors":"Judy Y. H. Huang, Randi Jiang, J. Chang","doi":"10.1177/87569728231165896","DOIUrl":"https://doi.org/10.1177/87569728231165896","url":null,"abstract":"Leadership must be leveraged at the management level to develop the capabilities needed to succeed in digital transformation projects, where complications arise due to technological novelty and environmental dynamics. Transformational leadership (TRL) and adaptive leadership (ADL) are proposed as successful approaches for managing changing behaviors and faster adaptation to new circumstances. Survey results demonstrate the positive influence of TRL on the three project dynamic capabilities. However, its impact on adaptive capability is weak. An interview study was conducted to explore the link between ADL and adaptive capability, providing an additional understanding of insignificant effects on innovative and absorptive capabilities.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":"50 1","pages":"428 - 446"},"PeriodicalIF":5.0,"publicationDate":"2023-05-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"82756865","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Practitioner Application of Ethics in Ethical Decision-Making Within Projects: A Process Theory View","authors":"E. Baker, F. Niederman","doi":"10.1177/87569728231166917","DOIUrl":"https://doi.org/10.1177/87569728231166917","url":null,"abstract":"This study examines the approach and range of thinking project management practitioners apply when dealing with issues that have ethical considerations. This article presents a nuanced view of processual engagement with ethics rather than a narrower decision model-based approach based on responses to various ethically challenging scenarios that may confront project managers. Based on qualitative data from a more extensive study we find that practitioner considerations regarding specific ethical decisions range from precursors to the development of a situation as a problem through particular actions and decisions, to potential ways that adverse outcomes can be remediated, and positive ones enhanced. We find that these concerns arise in addition to ethical decision-making considering all three core ethical views collectively, though not necessarily by each individual. The findings suggest broadening the investigation of ethical behavior from making better judgments to structuring the environment where such choices are made, laying solid foundations for ensuring positive choices, and working with even poor choices when they are still the best available to mitigate and control consequences.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":"22 1","pages":"334 - 348"},"PeriodicalIF":5.0,"publicationDate":"2023-05-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"78683726","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Valuing Theory and Practice: Using a Portfolio Lens to Publish Research on Projects","authors":"A. Davies, Sam Macaulay","doi":"10.1177/87569728231173647","DOIUrl":"https://doi.org/10.1177/87569728231173647","url":null,"abstract":"This article maps the contributions project scholars can make in management journals. Research on projects cuts across disciplinary boundaries, with scholars working in institutions with different norms, epistemologies, rewards, and selection environments. But this diversity can make it hard to know where to publish. We hope our map of the publication landscape—the “V diagram”—will help project scholars better understand and respect one another’s diverse contributions and make conversations across the field flourish.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":"39 1","pages":"211 - 218"},"PeriodicalIF":5.0,"publicationDate":"2023-05-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"81548021","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Nigel Blampied, Robert Buttrick, George Jucan, C. Piney, Chris Stevens, David L. Violette, R. Max Wideman
{"title":"In Search of Project Management Principles","authors":"Nigel Blampied, Robert Buttrick, George Jucan, C. Piney, Chris Stevens, David L. Violette, R. Max Wideman","doi":"10.1177/87569728231158261","DOIUrl":"https://doi.org/10.1177/87569728231158261","url":null,"abstract":"The objective of this article is to determine whether a set of project management principles can be identified to serve as a common framework for developers and publishers of project management standards and guides. Twenty-two project management standards and other consensus documents were reviewed, revealing a common understanding across the globe of the requirements for effective project management. Potential statements of principles were extracted and clustered into four categories. The validated principles identified in each category were rewritten in a prespecified, consistent form. The resulting set of 12 principles should serve as a common basis for future standards and guides.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":"9 1","pages":""},"PeriodicalIF":5.0,"publicationDate":"2023-05-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"74921392","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"On the Road to Digital Transformation: A Literature Review of IT Program Management","authors":"X. Wu, G. Klein, James J. Jiang","doi":"10.1177/87569728231166846","DOIUrl":"https://doi.org/10.1177/87569728231166846","url":null,"abstract":"Program management continues to gain traction as an approach to managing the development and implementation of advanced information technology (IT). The guidance and structure provided by program principles and processes enhance an organization’s ability to achieve the benefits of a large-scale IT deployment. However, realizing the benefits of contemporary IT to support organizational strategy is proving problematic. In this study, we conduct a conceptual and critical review of the IT program management literature to determine the current research in achieving success and develop frameworks that encourage coordinated studies to address further benefits from IT programs with differing strategic purposes.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":"57 1","pages":"409 - 427"},"PeriodicalIF":5.0,"publicationDate":"2023-05-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"77653873","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}