Description
Book SynopsisThis engaging Research Handbook presents a fresh look at how to improve project performance for the project sponsor, client and end user using a number of empirical research studies. Focusing on project performance concepts and methods, the Handbook provides a novel and fresh look at successful project completions, achieving project objectives, on-time or ahead of time project completion or delivering within budget.
With contributions from expert scholars, each chapter highlights a new wave of research and examines how to plan and manage a project as well as handling unexpected changes alongside project risks, unknowns or uncertainties. Key factors enhancing project success are highlighted such as the critical role of the project manager and their effective leadership, the importance of knowledge sharing, effective communication and lessons learnt from past projects. Furthermore, the Handbook reviews new and emerging trends that can have a major impact on project performance.
Combining new insights with original research, the Research Handbook on Project Performance will be an invigorating read for research scholars and graduate students studying project management as well as professional managers engaged in project management.
Trade Review‘For project managers, identifying, selecting and implementing “best” project management practices that can have a major impact on project performance are not easy tasks to conduct. One can ask what is the role of project managers to do so? How can project managers implement and measure project management success? With the collaboration of well-known academics, this book sheds light on the concepts and dimensions on project success and project performance. A must-read to understand the conditions to achieve project success and improve project performance.’ -- Nathalie Drouin, Université du Québec à Montréal (ESG UQAM), Canada
‘A book for every project academic – I can thoroughly recommend it to both researchers and practitioners. It ranges through the entire breadth and lifecycle of a project, from debates about “project success” to project environment issues as diverse as cross-cultural Integration and Industry 4.0, with a practical critical view. It has a considerable international range of authors, bringing a fresh look to conditions for project success.’ -- Terry Williams, University of Hull, UK
Table of ContentsContents: PART I BACKDROP 1 Introduction to Research Handbook on Project Performance 2 Vittal Anantatmula and Chakradhar Iyyunni 2 Project performance measures and metrics framework 11 Riaz Ahmed 3 An alternative to traditional project management: using lean OKRs as a model for value creation for software product companies 23 Bart den Haak 4 Modeling relationships of projects and operations: toward a dynamic framework of performance 39 Pierre A. Daniel PART II TACTICS, STRATEGIES, AND RISKS 5 Construction and demolition waste recycling and reuse clause in standard form contracts: impact on project performance 55 Nurhaizan Mohd Zainudin, Ahmad Amir Hafiz Ahmad, Rahimi A. Rahman, and Fadzida Ismail 6 Project monitoring and data integrity 67 Tracey Richardson and James Marion 7 Don’t ask what makes projects successful, but under what circumstances they work: recalibrating project success factors 75 Lavagnon A. Ika and Jeffrey K. Pinto 8 Understanding the causes and effects of low-risk management: implementation in projects using the DEMATEL algorithm 92 Chia-Kuang Lee, Wen-Nee Wong, Nurhaizan Mohd Zainudin and Ahmad Huzaimi Abd Jamil 9 Managing risk in Indian construction projects 115 Chakradhar Iyyunni and Sunil Kumar 10 Risk analytics for project success 133 Ruchita Gupta, Karuna Jain, and Charu Chandra Gupta 11 Building capability for project success: examining the preparedness of emerging professionals using a university capstone project case study 158 Michelle Turner and Guinevere Gilbert 12 Role of project management maturity in project performance 176 Vittal Anantatmula PART III NEXT PRACTICES 13 Addressing the performance gap with lean-led design 189 Hafsa Chbaly and Maude Brunet 14 Fixed capacity and beyond budgeting: a symbiotic relationship within a scaled agile environment 198 Yvan Petit and Carl Marnewick 15 Cross-cultural integration in the next practices of project management: a qualitative study 216 Dhruv Pratap Singh and Mahesh S. Raisinghani 16 Project management lessons learned: essential safety features 233 Kam Jugdev 17 Projects as vehicles of learning 242 Arthur Shelley 18 Impact of Industry 4.0 on agile project management 256 Vijaya Dixit and Upasna A. Agarwal 19 Performance management in public–private partnership projects: a perspective from the Indian road sector 267 Dhruv Agarwal, Sagar Deshmukh, and Ganesh Devkar Index
