Evaluating a project management methodology to improve project performance

Abstract

PurposeProject management as a field of practice and research is characterized by impressive amounts of normative literature and extensive collections of best practices promising to improve project performance. On the other hand, research proving the effectiveness and efficiency of the proposed tools is limited. Project management methodology (PMM) evaluation is important but complicated and scarce. This paper evaluates a specific PMM designed to improve project performance.Design/methodology/approachBased on a multiple, embedded and comparative case study the paper evaluates 71 projects within and across 17 organizations.FindingsThe paper identifies conflicting indicators of PMM failure and success in terms of project speed and impact, and the results indicate the complexity, contextuality and challenge inherent in PMM evaluation.Originality/valueContributions include empirical evidence and contextual knowledge on the effectiveness and efficiency of a specific PMM, as well as a new conceptual model and a novel methodological design for PMM evaluation.