Project manager-to-project allocations in practice: an empirical study of the decision-making practices of a multi-project based organization

Abstract

Empirical studies that examine how managers make project manager-to-project (PM2P) allocation decisions in multi-project settings are currently limited.Such decisions are crucial to organizational success. An empirical study of the PM2P practice, conducted in the context of Botswana, revealed ineffective processes in terms of optimality in decision-making. A conceptual model to guide effective PM2P practices was developed. The focus of this study is on deploying the model as a lens to study the PM2P practices of a large organization, with a view to identify and illustrate strengths and weaknesses. A case study was undertaken in the mining industry, where core activities in terms of projects are underground mineral explorations at identified geographical regions. A semi-structured interview protocol was used to collect data from 15 informants, using an enumeration. Integrated analysis of both data types (using univariate descriptive analysis for the quantitative data, content and thematic analysis for the qualitative data) revealed strengths in PM2P practices, demonstrated by informants' recognition of some important criteria to be considered. The key weaknesses were exemplified by a lack of effective management tools and techniques to match project managers to projects. The findings provide a novel perspective through which improvements in working practices can be made.Keywords: decision-making practices, human resource management, multiproject environment, project. IntroductionSeminal work of researchers such as Pinto and Slevin (1988), Brown and Eisenhardt (1995), Dainty et al. (2003) have demonstrated the importance of choice of project manager as one of the critical project success factors. The seminal work of these researchers has formed a basis upon which other researchers such as Patanakul, expanded on, in relation to PM2P allocation practices and the negative impact on organizational performance. For example, Patanakul et al.'s (2007) empirical study, which expanded on the seminal work of these researchers, was found to be the only relevant study in this area, conducted predominantly in USA high-tech industry and directly applicable to PM2P practices in multi-project environments. The emphasis of the current study is to expand our understanding of PM2P practices in other regions, other than North America.Allocation of project managers-to projects is an important topic because of the significant impact of this decision on organizational strategic value, particularly in a multi-project Research aimThe aim of this study was to increase our understanding of the PM2P practice in other countries and industries (using Botswana as a context). This involved use of the most up to date and comprehensive conceptual model developed in Seboni and Tutesigensi (2014). The absence of empirical studies on PM2P practices of a multi-project setting, conducted in the context of other regions such as Botswana, is considered a knowledge gap. Literature reviewPractitioners in project-based organizations make PM2P allocation...

The Influence of Project Manager’s Age on Project Success

“…Considering the fact that lots of sources used in the literature review have suggested a possible link between project managers' age and project success, these results are startling. Seboni and Tutesigensi (2015) stated that project manager's age was a criteria used in during the selection process. Dulaimi and Langford (1999) noted that performance was impacted by age.…”

“…To do so, we need to distinguish between 'age' and 'experience' (Kulik et al, 2014). However, businesses hesitate about expressing anything about age during the employment process or choosing project team members for projects (Seboni and Tutesigensi, 2015). For instance, age may have an influence in choosing project managers however, it may not be explicitly mentioned because of a potential breach of employment laws and the risk of litigation (Seboni and Tutesigensi, 2015).…”

“…However, businesses hesitate about expressing anything about age during the employment process or choosing project team members for projects (Seboni and Tutesigensi, 2015). For instance, age may have an influence in choosing project managers however, it may not be explicitly mentioned because of a potential breach of employment laws and the risk of litigation (Seboni and Tutesigensi, 2015). Age influences individual's performance because younger project managers focus more on technical aptitude in comparison to older project managers (Dulaimi and Langford, 1999).…”

Human resource management in project-based organizations: revisiting the permanency assumption

“…Thus, selecting and assigning them to the project as an HRM task is crucial for projects, while the role of HR managers in this process is unclear. To investigate how decisions on allocating project managers to projects are made and affect project performance, Seboni and Tutesigensi (2015) address the decision-making process of allocating project managers to projects in a project-based setting. The authors examine Seboni and Tutesigensi (2014) conceptual framework of allocating project managers to projects in Botswana.…”

What influence domestic and overseas developers’ decisions?

“…The developer who controls financial, social and knowledge resources has access to decision power to influence project process, decision and performance. The literature of AHP decision analysis covers a complex project ecology of land and buildings: construction project or risk management (Preece et al , 2016; Seboni and Tutesigensi, 2015; Raisbeck and Tang, 2013; Doloi, 2008; Cheng and Li, 2004); investment, financing and valuation rationales (Wu et al , 2017; Hsieh, 1997); asset facilities management (Chadawada, 2015, Hardie and Newell, 2011); planning policy evaluation (Mosadeghi et al , 2015; Cay and Uyan, 2013; Bahadur and Yuji, 2008); and complex asset, e.g. brownfield, public and heritage evaluation (Wu and Kou, 2016; Wu et al , 2017; Kutut et al , 2014).…”