Projects and Project Managers: The Relationship between Project Managers' Personality, Project Types, and Project Success

Dvir, Dov; Sadeh, Arik; Malach‐Pines, Ayala

doi:10.1177/875697280603700505

Cited by 151 publications

(152 citation statements)

References 51 publications

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“…A importância de aspectos relacionados às pessoas envolvidas no projeto também tem sido foco de crescente interesse, salientando-se fatores como a adequação da personalidade do gerente e seu estilo de liderança ao tipo de projeto (DVIR; SADEH; MALACH-PINES, 2006;Prabhakar, 2005;TURNER;. Dvir, Sadeh e Malach-Pines (2006) partiram da teoria da adequação organização-indivíduo e levantaram a hipótese de que um projeto com um perfil particular precisa de um gerente com traços de personalidade que se enquadrem de modo a alcançar o sucesso.…”

Section: Fatores Críticos De Sucesso Em Projetosunclassified

“…No entanto, a articulação da literatura de fatores críticos de sucesso (BELOUT; GAUVREAU, 2004;MIRANDOLA, 2007;COOKE-DAVIES, 2002;DINSMORE, 1998;SADEH;MALACH-PINES, 2006;FORTUNE;WHITE, 2006;GRANOT, 1997;JUDGEV;OBIKUNLE, 2001;MANTEL, 1990;PRESCOTT, 1988;SLEVEN, 1987, 1988, PRABHAKAR, 2005RABECHINI JR. et al, 2002;RUUSKA;VARTIAINEN, 2003;TURNER;UMBLE et al, 2003;WESTERVELD, 2003) com a abordagem contingencial ainda é tênue.…”

Section: Conclusãounclassified

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Innovative Project Management From a Contingency Perspective: Theory-Conceptual Analysis and Model Proposition

Rabechini

Carvalho

2009

RAI

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[Brasil] Resumo A intensificação de atividades inovadoras e não rotineiras nas organizações tem estimulado a busca pelos fatores que influenciam o sucesso de um projeto. No entanto, a premissa de que um conjunto de fatores possa ser aplicável a todos os tipos de projetos tem sido fortemente questionada, dadas às diferenças fundamentais existentes entre eles. Este artigo apresenta uma revisão e análise da literatura de gerenciamento de projetos inovadores a partir de uma perspectiva contingencial. Foram levantados artigos nas bases de dados científicas considerandose duas grandes vertentes: fatores críticos de sucessos e tipologias de projetos. Com base na análise crítica da literatura, realizou-se uma proposição de abordagem contingencial para gestão de projetos.Palavras-chave: Gestão de projetos, inovação, revisão de literatura, tipos de projetos. RAI -Revista de Administração e Inovação

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Section: Fatores Críticos De Sucesso Em Projetosunclassified

Section: Conclusãounclassified

Innovative Project Management From a Contingency Perspective: Theory-Conceptual Analysis and Model Proposition

Rabechini

Carvalho

2009

RAI

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“…Greater uncertainty exists as the project manager and team have minimal experience using new technologies (Dvir, Sadeh & Malach-Pines 2006;Tatikonda & Rosenthal 2000). For example, enterprise resource planning projects are often implemented to replace current systems and employ a vast amount of new technologies which work in tandem to create a fully integrated organisational ICT system.…”

Section: Project Typesmentioning

confidence: 99%

Conceptualising a multidimensional model of information communication and technology project complexity

Joseph

2017

S. Afr. j. inf. manag.

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Background: Information communication and technology (ICT) projects are different from other projects, such as construction, and require a new perspective to determine their true nature. The lacklustre state of ICT projects has plagued researchers and practitioners for decades as they are yet to understand why ICT projects do not perform. Literature places significant emphasis on success criteria and success factors for determining project success, but this is a unilateral view as the level of complexity involved is underestimated. ICT projects, however, are multifaceted as there are a number of dimensions that influence the management and outcome of a project.Objectives: This article aimed to illuminate how the dimensions are interdependent and interconnected through the construction of a conceptual model of ICT project complexity.Methods: Content analysis was used to identify and understand the various dimensions and facilitated construction of the model.Results: The article identified five dimensions that affect ICT projects, viz. project success, project lifecycle, project complexity, project types and project methods. Each dimension was analysed to understand the key constructs and elements that need to be considered. The dimensions were mapped in a multidimensional model.Conclusion: The multidimensional model of ICT project complexity can be used by ICT project managers to more effectively manage projects as they are provided with a greater understanding of ICT project influences.

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“…Researchers have argued that in this view the human aspects of management are ignored. As a result this traditional view with its focus on top-down control, centralized command and communication, and outputs is now seen as ineffective as it may not be an optimal approach and it may even be counterproductive to overall project performance (Thamhain, 1996(Thamhain, , 2004Shenhar, 2001; The Electronic Journal of Information Systems in Developing Countries www.ejisdc.org Dvir et al, 2006). Studies have identified changes in the roles of project leaders to act more as coaches, facilitators, and coordinators than as supervisors and in addition to enhancing efficacy an important task for the leader is to minimize conflicts among team members and build cohesion and identity (Brown and Gioia, 2002).…”

Section: Pinto Et Al's Modelmentioning

confidence: 99%

Determinants of the Success of Information Techology Project Management in Thailand

Winley

2015

E J Info Sys Dev Countries

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A theoretical model of information technology (IT) project management was formulated based on the results of previous studies incorporating transactional and transformational leadership styles, team diversity, and team culture as determinants of team processes and project outcomes. The study addresses the lack of previous studies of IT projects and is concerned with infrastructure and software projects conducted in cross-functional environments with co-located teams in the context of Thailand. The model was tested and developed to a final model using data collected from a sample of 219 professionals with experience in IT projects in Thailand. The results confirmed several reported effects of leadership styles, team diversity, and culture on team cooperation, cohesion, and conflict and their subsequent effects on performance and psychosocial project outcomes. The findings highlighted results not commonly reported in previous studies of IT project management concerning the role of dominant cultural characteristics of Thai society at the level project teams as well as important direct effects of leadership styles and aspects of team diversity on performance and psychosocial outcomes. Based on the findings practical recommendations for improving IT project outcomes are presented.

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Projects and Project Managers: The Relationship between Project Managers' Personality, Project Types, and Project Success

Cited by 151 publications

References 51 publications

Innovative Project Management From a Contingency Perspective: Theory-Conceptual Analysis and Model Proposition

Innovative Project Management From a Contingency Perspective: Theory-Conceptual Analysis and Model Proposition

Conceptualising a multidimensional model of information communication and technology project complexity

Determinants of the Success of Information Techology Project Management in Thailand

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