Project Management Methodologies: A Comparative Analysis

Chin, Christina; Spowage, A.C.; Yap, Eng Hwa

doi:10.37265/japiv.v4i1.102

Cited by 13 publications

(7 citation statements)

References 15 publications

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“…On the other hand, different types of project sectors have different types of project management practices (Besner and Hobbs, 2012). Due to the PM and its practices demands increase, various scholars developed a series of methodologies and guidelines to help corporations improve work performance (Chin et al , 2012). However, to severe rising competition and dramatic PM evolution, organizations still have unintentionally prompted not to gain success in their various organizational projects.…”

Section: Introductionmentioning

confidence: 99%

Assessment of knowledge process capabilities toward project management maturity: an empirical study

Alghail¹,

Yao

Abbas

et al. 2021

JKM

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Purpose The reasons behind the project management failure of higher education institutions (HEIs) have been researched for the past few years. One of the reasons is the lack of tools to integrate their knowledge process capabilities (KPC) with their project management (PM) to measure maturity by assessing these capabilities. Various project management maturity (PMM) models exist. Yet, there is a limited number of empirical studies that support the four integrations of KPC and PMM. Therefore, this study aims to propose a new heretical model, namely, KPC-knowledge management (KM) and evaluates a research model that includes the four KPC as an antecedent to PMM. Design/methodology/approach The suggested research model is assessed by using partial least squares structural equation modeling. Furthermore, the study's hypotheses were examined based on a sample of 352 respondents from the project management departments in 10 public universities in Yemen. Findings Analysis revealed that the derived PMM status could be benchmarked with the project management maturity model. Also, the study found that integrating the KPC into PM enables the institutions to perform critical tasks and value chain activities and enhance the PM maturity level as well. In contrast, if one of the capabilities does not positively impact PMM, it affects the maturity level of the entire project. Research limitations/implications The findings are obtained concerning data collected from public universities and represent the Yemeni context, limiting the generalization on a different geographical area. Also, this proposed model can be evaluated in a practical way like conducting a focus group, a set of interviews with specialists, a case study or action research. The qualitative research will help academics to validate our proposal for future research purposes. Practical implications The proposed approach may be adapted to the characteristics of organizations involved in projects as external performers (project-based organizations) and not just the HEIs projects. This study provides managers and policymakers with insights into assessing PMM and improving their organizational effectiveness when deciding which KPCs to focus on in the future. Social implications This study contributes to the current PM awareness in Yemen and facilitates its success using the knowledge processes capabilities in Yemen's HEIs. It encourages organizations to take this opportunity to revive the projects and achieve a maximum level of maturity. Originality/value This study provides new insights into two domains through the link between knowledge management and PM. To the best of the authors' knowledge, this paper is among the first to empirically study the impact of the four KPC toward PMM. It enriches the theoretical perspective of PM. Also, it contributes to the literature on the success factor of KPC, which can be considered to improve organizational performance.

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Section: Introductionmentioning

confidence: 99%

Assessment of knowledge process capabilities toward project management maturity: an empirical study

Alghail¹,

Yao

Abbas

et al. 2021

JKM

View full text Add to dashboard Cite

show abstract

“…Project management methodologies offer in an orderly manner knowledge that has been recognized by the scientific community and/or practitioners as a recommended practice. Numerous authors (Chin et al, 2012;Głodziński & Marciniak, 2018;Joslin & Muller, 2015;Wells, 2012) agree that an efficient project management is not possible without an appropriate methodology.…”

Section: Literature Reviewmentioning

confidence: 99%

The Use of Project Management Methodologies and Project Risk Management in the Light of Empirical Research

Brzozowski

2021

ZNUPH

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The main purpose of the paper is to examine, on the basis of empirical research, the perceived manner of project management in organizations, as well as to determine the frequency of application of selected project management methodologies, in addition to the assessment of their usefulness for project risk management. The first part of the paper presents - identified on the basis of literature studies - types and examples of project management methodologies along with basic assumptions of the project risk management process, and in the second part - the results of empirical research conducted by recourse to a questionnaire among the participants of projects implemented in various types of organizations. The study showed that in organizations employing respondents, the methodical manner of project management is most often used, while the most popular project management methodologies were PMBoK, Agile and PRINCE2, wherein respondents highly rated the usefulness of selected methodologies for effective project risk management.

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“…La respuesta, como en la mayoría de los casos donde el factor determinante es el humano, es un sonoro "depende", tal y como lo argumentan autores como [49], [50], [51], [52], [53]. Por su parte, Chin [54], [55], en lugar de intentar identificar cuál es la mejor metodología, realizó un análisis para establecer los aspectos comunes entre estas, resaltando que cualquier metodología que se escoja debe:…”

Section: H Comparativa De Las Metodologíasunclassified

Gestión de Proyectos: origen, instituciones, metodologías, estándares y certificaciones

2018

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Resumen-Este trabajo presenta un breve recuento sobre los inicios de la gestión de proyectos como profesión formal, describiendo las diferentes organizaciones alrededor del mundo que la promueven, sus metodologías y estándares, lo mismo que las certifi caciones para su acreditación. También ofrece una comparación entre dichas metodologías, sin la intención de responder a la pregunta de cuál es la mejor, sino con el propósito de que se conozcan y de que cada empresa o institución se oriente por la que más se adecúe a su proyecto. Se da a conocer igualmente, la situación de la gestión de proyectos en Colombia desde el punto de vista académico, señalando los programas de posgrado que orientan su currículo sobre el Gestión de Proyectos: origen, instituciones, metodologías, estándares y certifi caciones 1

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Project Management Methodologies: A Comparative Analysis

Cited by 13 publications

References 15 publications

Assessment of knowledge process capabilities toward project management maturity: an empirical study

Assessment of knowledge process capabilities toward project management maturity: an empirical study

The Use of Project Management Methodologies and Project Risk Management in the Light of Empirical Research

Gestión de Proyectos: origen, instituciones, metodologías, estándares y certificaciones

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