Understanding the Value of Project Management: First Steps on an International Investigation in Search of Value

Abstract

Organizations investing in project management need to be assured of a concrete return. Without the ability to clearly define its value, project management joins the long line of initiatives (i.e., TQM, information systems, training, human resources) struggling to prove their worth to organizations. However, demonstrating a concrete value in organizations has been illusive and even paradoxical. This paper describes the conceptual model underlying a major international research project designed to yield a broad perspective on the value of project management. This model and research design will be of interest to researchers, project managers, professional organizations, and senior executives.

The Determination of the Market Value of Works in Progress with Probability Graphs

“…However, even if we remain within the professional area of Project Management, diverse and numerous ways of interpretation present themselves. In their research project of many years, Thomas and Mullaly were attempting to find the general answer to the question of what the value conveyed by Project Management is [3]. Oliomogbe and her fellow author defined value as the aggregate outcome of all of the profit generated for the project participants [4].…”

Implementation critical success factors (CSFs) for ERP: Do they contribute to implementation success and post-implementation performance?

“…Thomas and Mullaly (2006) claimed that implementation of PM does indeed yield value to organisations; however, its magnitude may vary depending on 11 the project context. The value generated by the use of PM is multidimensional in nature and not limited to monetary returns and it also includes intangible benefits in the form of organisational efficiencies and customer satisfaction (Thomas & Mullaly 2007;Zhai, Xin & Cheng 2009). …”

La formulación y evaluación de proyectos de inversión: una nueva visión para las PYMES de servicio

“…La gestión de proyectos ha evolucionado y madurado en los últimos años; no obstante, su contribución siempre ha sido cuestionada debido a la falta de evidencia empírica, resultando difí-cil de definir y de medir en la realidad (Thomas y Mullaly, 2007). Pese a lo anterior, para las empresas se puede considerar como un activo estratégico (Jugdev, Mathur y Fung, 2007).…”