Executive SummaryThe Delphi method is an attractive method for graduate students completing masters and PhD level research. It is a flexible research technique that has been successfully used in our program at the University of Calgary to explore new concepts within and outside of the information systems body of knowledge. The Delphi method is an iterative process to collect and distill the anonymous judgments of experts using a series of data collection and analysis techniques interspersed with feedback. The Delphi method is well suited as a research instrument when there is incomplete knowledge about a problem or phenomenon; however it is not a method for all types of IS research questions. The Delphi method works especially well when the goal is to improve our understanding of problems, opportunities, solutions, or to develop forecasts. In this paper, we provide a brief background of the Classical Delphi followed by a presentation of how it has evolved into a flexible research method appropriate for a wide variety of IS research projects, such as determining the criteria for IS prototyping decisions, ranking technology management issues in new product development projects, and developing a descriptive framework of knowledge manipulation activities. To illustrate the method's flexibility, we summarize distinctive non-IS, IS, and graduate studies Delphi research projects. We end by discussing what we have learned from using the Delphi method in our own research regarding this method's design factors and how it may be applied to those conducting graduate studies research: i) methodological choices such as a qualitative, quantitative or mixed methods approach; ii) initial question degree of focus whether it be broad or narrowly focused; iii) expertise criteria such as technical knowledge and experience, capacity and willingness to participate, sufficient time, and communication skills; vi) number of participants in the heterogeneous or homogeneous sample, v) number of Delphi rounds varying from one to 6, vi) mode of interaction such as through email, online surveys or groupware, vii) methodological rigor and a research audit trail, viii) results analysis, ix) further verification through triangulation or with another sample, and x) publishing of the results. We include an extensive bibliography and an appendix with a wide-ranging list of dissertations that have used the Delphi method (including brief research description, number of rounds and sample size). The Delphi method is a flexible, effective and efficient research method that can be successful used by IS graduate students to answer research questions in information systems and to rigorously advance the IS body of knowledge.

This article investigates the soft competencies by project phase that information systems (IS) project managers require for project success. The authors conducted 33 qualitative interviews to collect data from a sample of 22 IS project managers and business leaders located in Calgary, Alberta, Canada. The authors identified the key competencies for each of the IS project phases (initiation, planning, implementation, and closeout). The competencies were sorted into competency categories: personal attributes (e.g., eye for details), communication (e.g., effective questioning), leadership (e.g., create an effective project environment), negotiations (e.g., consensus building), professionalism (e.g., lifelong learning), social skills (e.g., charisma), and project management competencies (e.g., manage expectations). Each of the most important competencies is discussed and interconnections among competencies identified. How this research can be used by the practitioner and academic communities and the broader implications of this research are examined.

More educators use serious games (e.g., games where the primary objective is learning rather than enjoyment) to enhance learning due to benefits such as improved understanding and engagement. However, using serious games within project management education is not well understood. The aim of this research is to investigate project management serious games in higher education: i) determine the extent of gamification in PMI-accredited project management programs, and ii) survey university students about their experiences playing project management serious games. Two separate mixed-method studies reveal insights about serious games in higher education and where innovations may be leveraged. Traditional statistics were used to analyze quantitative data, and coding was used to analyze the qualitative data. The results from a global survey of ten PMI-accredited university programs suggest that serious games are embryonic but promising. A case study at one university reveals that students enjoy learning through games but caution against using games to formally assess students’ learning. The paper concludes with recommendations for further research and development.

This study explores the type of management styles adopted by construction project managers (PM) in Iran and the relationship between the styles chosen and project success. A sample of 139 project management practitioners participated, and the results were analysed using robust statistical methods. The results show that although most of the PMs tend to take determined approaches, the rate of adoption of this management style slightly differs from that of the other styles. The results also present that the four dimensions of management style, namely interaction, flexible, proactive and external, would lead the projects to achieve better outcomes and increase the likelihood of success. The findings form an insight into the current practice and may be useful for PMs to improve their management abilities and skills.

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