From the Editor

Rad, Parviz F.

doi:10.1177/875697280003100301

Cited by 2 publications

(3 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…It has become the capability to accommodate the running of multiple projects, and to cope with the complexity of sharing and prioritizing resources between projects. This shift in emphasis is addressed by a number of authors, for example, Arenius, Artto, Lahti, and Meklin (2000), Gray and Larson (2000:10), and Rad (2000:3). The use of the term project portfolio management also shows a growing recognition in the literature for studying the simultaneous management of a range of projects (see for example Rad, 2002: 3 andTurner, 1994:4).…”

Section: Changes In Project Managementmentioning

confidence: 99%

Project management effectiveness as a construct: A conceptual study

2004

SAJBM

View full text Add to dashboard Cite

Project management has grown from being mainly a tool for large single projects, to being used by organizations for running multiple smaller projects on an ongoing basis. Since this trend has caused scholarly attention to expand from studying the project itself, to focusing on the organization’s project management capability, the absence of a coherent proposition of effective project management becomes evident. This study addresses and conceptually explores this shortcoming by blending success concepts in project management with the theory of organizational effectiveness, to propose a framework of project management effectiveness. The result is a multi-dimensional construct that has substantial support from the project management success literature and that compares well with the open systems thinking of organizational effectiveness. A selected group of project management experts gave strong support to the list of variables established to define the domain of such a construct.

show abstract

Section: Changes In Project Managementmentioning

confidence: 99%

Project management effectiveness as a construct: A conceptual study

2004

SAJBM

View full text Add to dashboard Cite

show abstract

“…In writing this, my first PMRP editorial, I wanted to achieve many goals and looked for guidance in other "firsts," finding inspiration along many themes as other new editors sought to contextualize their journals. Commenting on the status of the profession and practitioner needs were long-standing themes (Rad 2000;Turner 1994;Walker 2008). Specifying journal ambitions was a natural and common occurrence (Gemunden 2013;Willcocks & Sauer 2004).…”

mentioning

confidence: 99%

“…Specifying journal ambitions was a natural and common occurrence (Gemunden 2013;Willcocks & Sauer 2004). Methodological considerations were described (Bredillet 2004;Rad 2000), and editorial innovations and procedures duly noted (Walker 2008).…”

mentioning

confidence: 99%

Editorial

Pasian

2016

PMRP

View full text Add to dashboard Cite

Conversations about projects and project management are changing. Project Management researchers and practitioners are no longer only focused on the processes and practices, but increasingly looking for ‘some truths’ of project management (Morris, 2016) – truth that can be as likely found when considering values as much as knowledge. And what is considered to be so valuable that a new journal is needed to reveal those truths? Quite simply…a better world where humanity’s problems are alleviated through shared and publicly available innovative projects, and socially responsible project management research and practice. And what is PMRP’s role in this quest? To provide a forum where informed dialogue can occur with project management researchers, practitioners and other stakeholders.

show abstract

From the Editor

Cited by 2 publications

References 0 publications

Project management effectiveness as a construct: A conceptual study

Project management effectiveness as a construct: A conceptual study

Editorial

Contact Info

Product

Resources

About