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.

One of the most important organizational developments in recent years has been the significant growth in project work across different sectors and industries. Academic research confirms this development and recent industry reports also highlight the growing importance of project, programme and portfolio management practices to organizations. Moreover, whilst different industry surveys continue to highlight the familiar problems of product quality, missed deadlines and budget overruns, the same surveys also highlight the need for a more strategic approach towards the management of projects and a greater focus on the value and benefits that projects and programmes contribute to organizations. Within the project management literature however, the product creation view of projects still prevails and there is now a need to augment this view with other relevant perspectives linked to the developing world of 21st century projects. Against this background, this paper presents a new perspective on projects and programmes as value creation processes, a much broader perspective than the classical view of temporary production. Based on the work of the late Richard Normann, the core ideas are presented in the form of a conceptual framework and these are then illustrated in relation to recent practice within a large integrated food group in the UK. A number of conclusions are then drawn including some practical suggestions on how the framework might be used in practice.

Project complexity is ever growing and needs to be understood and measured better to assist modern project management. The overall ambition of this paper is therefore to define a measure of project complexity in order to assist decision-making. A synthesised literature review on existing complexity measures is proposed in order to highlight their limitations. Then, we identify the multiple aspects of project complexity. We then propose a multi-criteria approach to project complexity evaluation, through the use of the Analytic Hierarchy Process. In the end, it permits to define a relative project complexity measure. Complexity scales and subscales are defined in order to highlight the most complex alternatives and their principal sources of complexity within the set of criteria and sub-criteria which exist in the hierarchical structure. Finally, a case study within a start-up firm in the entertainment industry is performed. Conclusions and research perspectives are given in the end.