Project management effectiveness as a construct: A conceptual study

Abstract

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.

The impact of organizational culture on project management in matrix organizations

“…This study set out to empirically examine if a relationship exists between organizational culture and the effectiveness of project management practices in an organization. Two constructs had been conceptually developed by Morrison & Brown (2004) and by Morrison, et al (2006) to use as variables for comparing the relative effectiveness of project management against varying profiles of organizational culture.…”

“…The operationalization of this project management effectiveness construct and the process of verifying the items chosen to measure the concept of project management effectiveness are addressed in Morrison and Brown (2004).…”

“…Tests of this nature require much larger samples (Kerlinger, 1986:593). However, because of the theoretically-grounded ways both constructs had been developed (Morrison & Brown, 2004;Morrison, et al, 2006), a fair argument can be made out for content validity.…”

Effective Project Management Principles and Strategies in Transportation Infrastructure Projects

“…In 2004, Morrison and Brown [23] presented the following factors that are needed to improve the effectiveness of project management: (1) clarity of project objectives, (2) alignment of project objectives, (3) effective consultation with the client, (4) effective consultation with the end-user, (5) effective project leadership, (6) sufficient qualified human resources, (7) availability of resources, (8) adoption of a novel and systematic project management approach, and (9) an effective project organization and authority structure.…”

Παράγοντες Που Επηρεάζουν Την Επιτυχία Στρατηγικών Αλλαγών

“…Υπάρχει σε γενικές γραμμές συμφωνία ότι η επιτυχία ενός έργου διαπερνά τα θέματα αυτά (Baccarini, 1999;Morrison & Brown, 2004;Munns & Bjeirmi, 1996;Shenhar, Dvir, Levy, & Maltz, 2001;Shenhar, Levy, & Dvir, 1997). Στην πράξη η επιτυχία της διοίκησης του έργου είναι διαφορετική έννοια από την επιτυχία του ίδιου του έργου (Baccarini, 1999;Morrison & Brown, 2004;Shenhar et al, 1997).…”