Bryde (Bryde JD. Modelling project management performance. Int J Quality Reliab Manage 2003;20(2):229–25) has presented project management performance assessment (PMPA) model. The model proposes six criteria for assessing PM performance; based upon the EFQM business excellence model. This paper examines what is the level of impact of these criteria over the project management performance (PMP) in Pakistani listed organizations. This paper also examine the scope of the association within different criteria of project management performance assessment (PMPA) model and with project management performance (PMP) in the Pakistani listed organizations and whether this association is significant, furthermore it investigate that to which extent different characteristics of PM performance, correlate with each other and with project management performance (PMP). It is concluded that the PMPA model have a potential use as framework to assess the project management performance, by conducting empirical study and checking the impact, correlation and association of the criteria of PMPA model and PMP.

This paper puts forth the somewhat controversial position that what is needed to improve project management in practice is not more research on what should be done or the frequency and/or use of traditional project management practices. We argue that while a great deal is written about traditional project management we know very little about the “actuality” of project based working and management. This paper formulates a research approach that takes seriously practitioner’s lived experience of projects. We explore the ontological, epistemological and methodological assumptions underlying this kind of research and provide examples of some project management research originating from this perspective. We conclude by summarizing the findings from these studies and providing insights into the map ahead for future such research. In this kind of work the attention is refocused on praxis, on context-dependent judgement, on situational ethics and on reflexivity which enables social actors to see how power actually functions in context.

Projects play an important role in modern enterprises, not only as arenas for corporate renewal and capability integration, but also for the development of leadership capacity. As a consequence, the area of project management is becoming increasingly important for universities and management educators. Previous research and reports, however, have given severe critique to much of the project management education for its lack of relevance and rigor – but offered surprisingly little guidance as to what to do to deal with the problems. In this paper, our aim is to contribute to the current debate about project management education for practicing managers. We draw on more than ten years of experience from two senior-level education programs to show how educational practices can be developed to stimulate knowledge co-production between practitioners and academia. We suggest a model based on a “social twist” of experiential learning theory and discuss six learning modes of how to rejuvenate, stretch and improve project management education.

This paper contributes to the rethinking project management agenda in relation to the information technology (IT) sector. Our analysis of the evolution of thinking and practice among leading IT project managers across four countries elicits nine principles and four personal qualities that constitute the core of a mindset that facilitates rethinking the practice of IT project management. We compare this with the Rethinking Project Management research agenda [Winter M, Smith C, Morris P, Cicmil S. Directions for future research in Project management: the main findings of a UK government-funded research network. Int J Project Manage 2006;24(8):638-649.]. Our contribution is to (1) validate the directions defined in that agenda; (2) identify elements not incorporated in it and (3) provide examples that crystallise the agenda for the domain of IT project management.

This paper addresses perspectives underlying the project management literature. Content analysis of selected textbooks and formal articles revealed that this literature is primarily based on a few perspectives, and that the perspectives emphasized have changed over time. Today the leadership perspective is the dominant one, while the task perspective earlier was the most emphasized. The study also revealed growing application of the leadership and business perspectives.

Are programs just scale-ups of projects, or do they represent something unique? Recent articles stress the difference of project and program management, but do neither show consensus nor precise definitions of program management. Our comparative bibliometric study of 517 program articles and 1164 project articles published in the last 21 years in leading scientific business journals identifies similarities and differences in theoretical foundations, indicated by the sources cited, and themes, indicated by the keywords. We show that programs have several theoretical bases, such as organizational theories, strategy, product development, manufacturing and change. Programs take an open system view and seek change in permanent organizations. Projects, in turn, have product development as the dominant theory basis. We elaborate eleven distinctive characteristics of program and project management research. Our study proposes themes upon which future theories and empirical studies of programs can be established.

Despite the extensive use of simulation in management, the continuous simulation model for cost estimation remains unexploited, especially for construction engineering and management. This study introduces streamlining Monte Carlo simulation procedures with evaluation of stochastic processes and input probability distribution selection via hypothesis testing, and specification of correlations between simulated variates. By using self-developed algorithms and a spreadsheet-add-on program, this investigation uses historical construction projects as case study data to create an early-stage cost distribution for budget allocation. While establishing the applicability of the proposed simulation procedures, this study demonstrates that the simulated cost results present superior simulation accuracy in addition to separating the principal work items and unit price component model. Generally, the precision and absolute error rates fall into acceptable ranges when the proposed systematic simulation procedures are adopted. The cost simulation approach offers a simplified decision tool for fairly assessing construction cost and uncertainties based on the experienced judgment of project managers.

The management of large engineering projects is often a combination of the focus on planning and control, and the ambition to be flexible given the complexity and uncertainties that characterizes these kinds of projects. However, control and flexibility impose contradictory requirements upon the management of these projects. The literature on project management reflects this contradiction. Some authors underline that projects require firm planning and control, thus downplaying the role of flexibility. Others emphasis that projects require flexibility and responsiveness, thus moving away from rigid planning and control. In this contribution, we suggest that in practice project managers acknowledge the weakness of both extremes and therefore strive to combine the two. Moreover, we argue that project success is at risk when project managers do not succeed in meeting the requirements of control and flexibility. To be able to investigate how these competing requirements are dealt with in practice, a framework is developed. The usefulness of the framework is explored by applying the framework to the large engineering project Randstadrail—a light rail project in The Netherlands.