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El. knyga: Project Management Methodologies, Governance and Success: Insight from Traditional and Transformative Research

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With all signs pointing to an increased use of and interest in project-based work in modern organizations, the better scholars are able to make sense of the current state of the field through theory development and empirical investigation, the more successful projects promise to become. This book is a welcome addition to our field and will be, I am sure, an important work and source for future reference well into the future. Dr. Jeffrey Pinto, Pennsylvania State University

The goal of practicing project managers and scholars alike lies in solving the puzzle of how to manage projects toward successful completion. However, understanding what comprises project "success"seemingly such an innocent questionhas come to represent one of the most challenging problems for project managers and scholars. Who determines success? At what point in time is success best measured? How do diverse stakeholders define success? What happens when their perspectives collide? What is the difference between project success and project management success? These are surprisingly complex problems. For every principle or rule posited, a brief investigation reveals that there are numerous exceptions, muddying the waters and making these ideas increasingly opaque. Project Management Methodologies, Governance and Success addresses this challenge head-on, putting into proper context the critical issues that shape our understanding of the project management research process.

Employing a concept referred to as "philosophical triangulation," the book shows how to overcome the weaknesses or intrinsic biases that disrupt and minimize the impact of so much organizational research. It places organizational governance and success within their proper context allowing scholars to identify the best methods for investigating project-based work. It links together in a cogent manner the diverse themes of research theory and design, projects and project success, and organizational governance. In effect, this book demonstrates that to fully understand how to undertake research in projects, theory and method are inextricably interwoven.
Contents vii
List of Figures
xv
List of Tables
xvii
Foreword xix
Preface xxiii
Acknowledgments xxv
About the Author xxvii
Chapter 1 Introduction
1(10)
1.1 Background and Research Context
1(5)
1.1.1 Need for New Research Methods
1(1)
1.1.2 Project Failure Rates and the Need for Effective PMMs
2(2)
1.1.3 Governance (Project Governance) as an Environmental Variable
4(1)
1.1.4 Subjective Nature of Project Success
5(1)
1.2 Research Focus
6(2)
1.2.1 Aim and Objectives
6(1)
1.2.2 Research Questions
7(1)
1.2.3 Delimitations
8(1)
1.3 Structure of the Book
8(3)
Chapter 2 Use of Comparatives---The Basis for the Natural-Science to Social-Science Comparative
11(6)
2.1 Key Concepts
11(6)
2.1.1 Comparatives
11(1)
2.2.2 Natural-to Social-Science Comparatives
12(1)
2.2.3 The Comparative Model
13(4)
Chapter 3 Project Management Methodologies, Project Success, Project Governance, Contingency Theory, Agency Theory, and Stewardship Theory
17(14)
3.1 Project Success
17(3)
3.2 Project Management Methodologies (PMMs)
20(3)
3.2.1 Customization
21(1)
3.2.2 Standardization
21(1)
3.2.3 Combination of Standardization and Customization
22(1)
3.3 Project Governance
23(4)
3.4 Contingency Theory---Theoretical Lens for the Prestudy and First Two Parts of the Main Study
27(2)
3.5 Agency Theory and Stewardship Theory---Theoretical Lens for the Third Part of the Main Study
29(2)
Chapter 4 Research Methodology
31(22)
4.1 Research Philosophy
31(2)
4.1.1 Paradigms as World Views
32(1)
4.1.2 Paradigms as Epistemological Stances
33(1)
4.1.3 Paradigms as Shared Beliefs in a Research Field
33(1)
4.2 Approach, Strategy, and Choices
33(2)
4.2.1 Approaches
33(1)
4.2.2 Strategies
34(1)
4.2.3 Choices
34(1)
4.3 Research Process Sequence
35(1)
4.4 Research Models
36(9)
4.4.1 Prestudy---Derived Model---Research Model 1
36(1)
4.4.2 Qualitative Research Model---Research Model 2
37(1)
4.4.3 Quantitative Research Model 3
38(3)
4.4.4 Quantitative Research Model 4
41(1)
4.4.5 Integrated Research Models 1, 2, 3, 4
42(1)
4.4.6 Philosophical Triangulation
43(2)
4.5 Prestudy (Study 1)
45(1)
4.5.1 Data Collection Instrument Development
45(1)
4.5.2 Validity and Reliability
45(1)
4.5.3 Limitations of the Research
46(1)
4.6 Main Study---Qualitative Research (Study 2)
46(2)
4.6.1 Data Collection Instrument (Semistructured Interviews)
46(1)
4.6.2 Sampling Approach
46(1)
4.6.3 Data Collection
46(1)
4.6.4 Data Analysis Method
47(1)
4.6.5 Validity and Reliability
48(1)
4.7 Main Study---Quantitative Research (Studies 3 & 4)
48(5)
4.7.1 Data Collection Instrument
48(1)
4.7.2 Sampling Approach
48(1)
4.7.3 Data Collection
49(2)
4.7.4 Data Analysis Method
51(1)
4.7.5 Validity
52(1)
4.7.6 Reliability
52(1)
Chapter 5 New Insights into Project Management Research: A Natural Sciences Comparative (Coauthored with Ralf Muller)
53(30)
5.1 Introduction
53(2)
5.2 Literature Review
55(5)
5.2.1 Comparatives
55(4)
5.2.2 Complex Adaptive Systems
59(1)
5.3 Introducing the Comparative Model
60(3)
5.4 Characteristics of a Natural-Science Perspective
63(7)
5.4.1 Complexity
63(1)
5.4.2 Replicator
64(1)
5.4.3 Universal Darwinism
64(1)
5.4.4 The Comparative Model
64(6)
5.5 Theory Building
70(4)
5.6 Application of the Comparative
74(5)
5.6.1 Lessons Intentionally Not Learned
78(1)
5.6.2 Bricolage of Competing Methodology Subelements (Units of Knowledge)
78(1)
5.7 Discussion
79(2)
5.8 Conclusion
81(2)
5.8.1 Future Research
81(2)
Chapter 6 The Impact of Project Methodologies on Project Success in Different Project Environments (Coauthored with Ralf Muller)
83(28)
6.1 Introduction
83(2)
6.2 Literature Review
85(6)
6.2.1 Project Success
86(1)
6.2.2 Project Methodologies
87(2)
6.2.3 Project Environment's Moderating Effect on Project Methodology and Project Success
89(1)
6.2.4 Contingency Theory and the Theoretical Perspective
90(1)
6.3 Research Methodology
91(3)
6.3.1 Development of Data Collection Instrument
91(2)
6.3.2 Sampling
93(1)
6.3.3 Data Collection
93(1)
6.3.4 Data Analysis Method
94(1)
6.3.5 Validity and Reliability
94(1)
6.4 Analysis and Results
94(7)
6.4.1 Findings Relating to Proposition 1
94(2)
6.4.2 Findings Relating to Proposition 2
96(5)
6.5 Discussion
101(3)
6.6 Conclusions
104(3)
6.6.1 The Practical Implications
104(1)
6.6.2 The Theoretical Implications
105(1)
6.6.3 Strengths and Limitations
105(1)
6.6.4 Future Research
105(1)
6.6.5 Contributions to Knowledge
106(1)
Appendix 6A Interview Protocol
107(4)
Chapter 7 Relationships Between a Project Management Methodology and Project Success in Different Project Governance Contexts (Coauthored with Ralf Muller)
111(30)
7.1 Introduction
111(3)
7.2 Literature Review and Hypotheses
114(2)
7.2.1 Project Success
114(2)
7.3 Project Management Methodologies (PMMs)
116(8)
7.3.1 Project Governance as a Context Factor
120(3)
7.3.2 Contingency Theory as a Theoretical Perspective
123(1)
7.4 Research Methodology
124(7)
7.4.1 Questionnaire Development
124(2)
7.4.2 Data Collection
126(1)
7.4.3 Data Analysis Methods
126(3)
7.4.4 Validity and Reliability
129(1)
7.4.5 Preparation for Operationalization of Variables
129(2)
7.5 Results
131(4)
7.5.1 Impact of PMM Elements on Project Success
131(3)
7.5.2 Moderating Effect of Governance on Relationship Between Elements of a PMM and Project Success
134(1)
7.5.3 Exploring the Impact of Project Governance on a PMM
134(1)
7.5.4 Other Findings
135(1)
7.6 Discussion
135(1)
7.7 Conclusions
136(5)
7.7.1 Practical Implications
137(1)
7.7.2 Theoretical Implications
138(1)
7.7.3 Further Research
139(1)
7.7.4 Strengths and Limitations
139(1)
7.7.5 Contributions to Knowledge
139(2)
Chapter 8 The Relationship Between Project Governance and Project Success (Coauthored with Ralf Muller)
141(30)
8.1 Introduction
141(2)
8.2 Literature Review and Hypotheses
143(9)
8.2.1 Governance as a Success Factor on Projects
143(1)
8.2.2 Project Success
144(1)
8.2.3 Project Governance
145(7)
8.3 Research Methodology
152(5)
8.3.1 Step
1. Questionnaire Development
153(1)
8.3.2 Step
2. Data Collection
153(1)
8.3.3 Step
3. Analysis Methods
154(1)
8.3.4 Validity and Reliability
154(3)
8.4 Data Analysis and Results
157(6)
8.4.1 Correlation Between Project Governance on Project Success
157(6)
8.5 Discussion
163(2)
8.6 Conclusions
165(6)
8.6.1 Practical Implications
166(1)
8.6.2 Theoretical Implications
166(2)
8.6.3 Strengths and Limitations
168(1)
8.6.4 Further Research
168(3)
Chapter 9 Using Philosophical and Methodological Triangulation to Identify Interesting Phenomena (Coauthored with Ralf Muller)
171(20)
9.1 Introduction
171(2)
9.2 Literature Review and Hypotheses
173(6)
9.2.1 Limitations of Current Research Approaches
174(1)
9.2.2 Triangulation
175(1)
9.2.3 Types of Triangulation
175(4)
9.2.4 Disadvantage and Criticism of Triangulation
179(1)
9.3 Applying Philosophical Triangulation
179(6)
9.3.1 Background of the Three Related Studies
179(1)
9.3.2 Explanation of the Natural-Science to Social-Science Comparative
180(1)
9.3.3 Findings from the Three-Point Philosophical Triangulation
181(3)
9.3.4 Summary of Findings
184(1)
9.4 Discussion
185(1)
9.5 Conclusions
186(2)
Appendix 9A Observed Phenomena Across the Three Theoretical Perspectives (Triangulation
188(3)
Chapter 10 Analysis and Theory Building
191(26)
10.1 Construct of Project Success
191(1)
10.2 Construct of PMM Elements
192(2)
10.3 Construct of Project Governance
194(1)
10.4 Hypothesis Testing
195(6)
10.4.1 Research Model 3 in Study 3
195(5)
10.4.2 Research Model 4 in Study 4
200(1)
10.5 Overarching Analysis and Discussion
201(16)
10.5.1 Dynamic Set of PMM Elements
201(1)
10.5.2 PMM-Related Success Factors
202(2)
10.5.3 Core Makeup of a Project
204(1)
10.5.4 Comprehensive PMMs Lead to Greater Project Success Rates
204(1)
10.5.5 The Meaning of Standardized or Customized Methodologies
205(1)
10.5.6 PMM's Influence on Project Success
205(1)
10.5.7 Environmental Factors' Influences on the Relationship Between PMM and Project Success
206(2)
10.5.8 Project Governance Impact on the Completeness of a PMM
208(1)
10.5.9 Project Governance Direct Impacts Project Success
209(1)
10.5.10 Necessary and Unnecessary Complexity
210(1)
10.5.11 Contingency Theory---Theoretical Lens for Qualitative Study 2 and Quantitative Study 3
210(1)
10.5.12 Agency Theory, Stewardship Theory---Theoretical Lens for Quantitative Study 4
211(2)
10.5.13 Theory Building
213(4)
Chapter 11 Theoretical and Practical Implications
217(12)
11.1 Summary of the Research Process
217(9)
11.1.1 Overview of the Research Findings
219(1)
11.1.2 Hypothesis Testing
220(3)
11.1.3 Answers to Research Questions
223(2)
11.1.4 Theoretical Implications
225(1)
11.1.5 Managerial Implications
226(1)
11.2 Strengths and Limitations
226(1)
11.3 Recommendations for Future Research
227(2)
11.3.1 Natural-Science Comparative
227(1)
11.3.2 Main Study
228(1)
References 229(28)
Further Reading 257(2)
Index 259
Robert Joslin PhD, IPMO-M, IPMO-E, PMP, PgMP, PfMP, CEng, MIEEE, MBCS, is a professor, head of the research advisory board at SBS Swiss Business School, and the founder of AIPMO (Associational of International Project Management Officers). Robert has considerable experience in designing, initiating, and project/ program management delivery of large-scale business transformation, reengineering, infrastructure, and strategy development, having received several awards for ideas and product innovation. Robert presents at conferences as a keynote speaker and publishes books, book chapters, and research papers. Robert is in the process of architecting and co-authoring AIPMOs Body of Knowledge, which comprises several books in the area of PMO and related topics. Previously, he has been a consultant in a wide range of industries including telecom, banking, insurance, manufacturing, and government while working for McKinsey & Co, Logica, and his own consulting and product development companies.
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