The Perceived Value and Potential Contribution of Project Management Practices to Project Success

Abstract

This paper contributes to the ongoing work and debate on the value of project management, accomplishing this through an empirical investigation of practitioner perceptions on the relative value of different project management practices and their potential to contribute to improved project performance. This investigation is based on a large-scale survey of 753 project management practitioners. This paper aims to answer four questions relating to the value of project management. By identifying the most valued practices, practitioners and organizations can identify their priorities when developing their project management competencies. This can also guide the profession in selecting priorities for future development. When choosing priorities to develop and implement, organizations can look to the tools that practitioners identify as most valuable, as having the most potential for increased contribution to project performance, and as presently under-utilized. In order to fully understand the nature of project management practices, and the mechanisms through which these create value, researchers must better clarify the distinction between the project phases and project processes. These findings can help project management professionals in selecting priorities for future development.

Evaluation of tools for construction projects management based on PMI fundamentals and experience // Evaluación de herramientas para la gerencia de proyectos de construcción basados en los principios del PMI y la experiencia

“…Besner y Hobbs [6] analizaron los resultados de una encuesta aplicada a 756 gerentes de los cuales un alto porcentaje eran PMP´s (Project Management Profesional) obteniendo como resultado que la mayoría de las herramientas utilizadas tienen impacto en la etapa de planeación y desarrollo, además de esto las herramientas de uso más extensivo no están catalogadas entre las herramientas del PMBOK [4] y son de uso genérico, este estudio permitió identificar que las cuatro con mayor valor intrínseco declarado por los gerentes son:…”

Real World Project Management: Do As I Say, Not As They Teach

“…The researchers in [5] examined a similar set of variables, but their approach was to determine the relative value of the various tools and techniques listed. Respondents specified how often various PM tools and techniques (from a provided list) were used.…”

“…It is commonly known in the information systems industry that much of what is taught during systems design classes as formal processes are actually only used informally or not at all in many firms, and there is anecdotal evidence of the same phenomenon occurring in the management of projects in other industries. This research follows [4,5] as one of the few analyses to inquire into the manner in which industry actually applies these processes to the projects they manage.…”

Editorial - Special Issue: Organisational Project Management

“…In the execution role, enterprises deploy defined projects to achieve specific objectives (Besner & Hobbs 2006). As the external environment is currently dynamic, organisations are required to change internal or external configurations.…”