Vartenie Aramali, George Edward Gibson, Hala Sanboskani, Mounir El Asmar
{"title":"提高项目成功率：社会技术整合对使用挣值管理系统进行项目和计划管理的影响","authors":"Vartenie Aramali, George Edward Gibson, Hala Sanboskani, Mounir El Asmar","doi":"10.1108/ijmpb-07-2023-0160","DOIUrl":null,"url":null,"abstract":"<h3>Purpose</h3>\n<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 -->\n<h3>Design/methodology/approach</h3>\n<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 -->\n<h3>Findings</h3>\n<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 -->\n<h3>Originality/value</h3>\n<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":2.3000,"publicationDate":"2024-02-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"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\":null,\"url\":null,\"abstract\":\"<h3>Purpose</h3>\\n<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 -->\\n<h3>Design/methodology/approach</h3>\\n<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. 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Enhancing project success: the impact of sociotechnical integration on project and program management using earned value management systems
Purpose
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.
Design/methodology/approach
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.
Findings
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.
Originality/value
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.
期刊介绍：
The International Journal of Managing Projects in Business seeks to advance the theory, research and practice of all aspects of project management. IJMPB is looking for top quality theoretical and empirical research with the aims of: promoting the understanding of project management and; encouraging the publication of novel project management insights using multidisciplinary approaches rooted in social sciences. The journal provides a much-needed resource involved in project management by exploring new avenues not often addressed in the field of project management.
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