What’s in a name: Project or programme?

Pellegrinelli, Sergio

doi:10.1016/j.ijproman.2010.02.009

Cited by 127 publications

(99 citation statements)

References 34 publications

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“…The community and its object of study receives a variety of names, representing different perspectives on projects (Jacobsson et al 2015), schools of thought (Söderlund 2011;Bredillet 2010), methodologies (Crawford, Pollack, et al 2006;Smyth & Morris 2007), and paradigms (Pollack 2007;Williams 2005;van der Hoorn & Whitty 2015). Names matter (Pellegrinelli 2011;Geraldi & Teerikangas 2009), but what connects us matter too. Indeed, together, we form the scholars with a strong interest in and dedication to studying projects.…”

Section: Introductionmentioning

confidence: 99%

Project studies and engaged scholarship

Geraldi

Söderlund

2016

IJMPB

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Purpose: A decade has passed since the 'Rethinking Project Management' Network called for a paradigm shift in project research, and proposed five research directions. This paper reflects on the past decade and purports to rejuvenate these research directions. Approach:We conceptualise and study 'project studies'. We approach our research as a social process embedded in research communities, and contemporary Zeitgeist. In this regard, the 'Rethinking Project Management' Network acts as a case of researchers and practitioners who took an active role in shaping the research direction of our community. Findings:Based on Sandberg's interpretive approach to the fit between work and works (in this case research-researcher) and Habermas' three types of human interests: technical, practical and emancipatory, we develop a conceptual framework circumscribing three types of project research, which are used to craft future research directions, in the lines proposed by . Implications:We conclude by proposing a sixth direction on the practice of theorising, and call for engaged and ambidextrous scholars, who's 'job' goes beyond the writing of articles and research applications, and includes shaping discourses of project research, nurturing new project scholars, contributing to project practice and carefully considering the legacy of projects and project studies in society.Originality: This essay positions research as a social process, and the role of researchers as actors shaping research.

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Section: Introductionmentioning

confidence: 99%

Project studies and engaged scholarship

Geraldi

Söderlund

2016

IJMPB

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“…While the field of PM research is theoretically pluralist (Gauthier and Ika, 2012;Pellegrinelli, 2011), it is apparent that research into project failure/success is usually regarded as belonging to a narrowly managerialist, functionalist-positivist mode of enquiry, principally research within the Factors School. Söderlund (2011: 160) explains how Factors School analysis centres on the use of empirical data (usually cross-sectional surveys and more infrequently in-depth case studies) to produce descriptive statistics on the criteria and factors of project success and failure (see also the "Success School" of project management in Turner et al, 2013)).…”

Section: Introductionmentioning

confidence: 99%

A critical argument in favor of theoretical pluralism: Project failure and the many and varied limitations of project management

Sage

Dainty

Brookes

2014

International Journal of Project Management

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In project management, failure is often assumed to be evidence of deficient management: a problem that can be overcome by better management. Drawing on qualitative research within UK construction projects we examine how four different theoretical approaches (positivism, structural Marxism, interpretivism and actor-network theory) all challenge this managerial assumption. Each theoretical perspective enables a specific analysis of empirical data that critiques the notion that project failures are easily, simply, or largely, associated with the failure of project management. In so doing, our pluralist analysis reveals the social and political contextualization of performance in project management. We thus conclude by proposing that practitioner and scholarly concerns with project failure (and success), can actively contribute to attempts to reflect upon various matters of political concern as developed within the Making Projects Critical community, and by extension Critical Management Studies. Thus, we propose greater interaction between critical and mainstream project research communities.

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“…Rijke, Herk, Zevenbergen, Ashley, Hertogh and Heuvelhof (2014) justify that the separation between projects and programs must occur because the relationship of the program to its projects is different from the relationship of the project to its deliveries and work packages. Pellegrinelli (2011) states that, organized within a program, projects can become islands of order, with relative stability and predictability and focused on the delivery of their objectives, although distinct, but well defined and directed by an integrating management. Thiry (2010) states that there exist four main intrinsic elements to programs that are enough for maintaining their sustainability, maturity and excellence: the management of decisions, the management of benefits, the management of stakeholders and the program governance.…”

Section: Project Management Offices In New Product Developmentmentioning

confidence: 99%

Benefits Management as a Path for Project Management Offices Contribute to Programs and Influence on Project Performance

Carvalho¹,

Barbalho²,

Silva³

et al. 2018

BMS

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This paper analyses the relationships between the Project Management Offices (PMOs) functions and the results of performance indicators of product development projects, considering the triple constraint: time, cost, quality. A survey was conducted on a sample of 35 Brazilian manufacturing companies, which have a Product Development Process and a support of PMO for product projects. Although the surveyś results pointed out the presence of Project Management Offices on companies' structure, it does not guarantee the success on project´s triple constraints, the benefits management was a PMO function correlated to cost performance. It suggests that if a company structure projects as programs, an effort to guarantee the focus on benefits rather than only on project's results can drive good performance on costs.

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What’s in a name: Project or programme?

Cited by 127 publications

References 34 publications

Project studies and engaged scholarship

Project studies and engaged scholarship

A critical argument in favor of theoretical pluralism: Project failure and the many and varied limitations of project management

Benefits Management as a Path for Project Management Offices Contribute to Programs and Influence on Project Performance

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