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The Application of Project Management
Research to Practice
Dr. Edwin J. Andrews
Manager, Research
Leadership Institute
October 5, 2007
Atlanta, GA
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
• Why is Research important?
• PMI Research Department
• Examples of Research Findings
• Summary and Questions
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
PMI’s Core Purpose
To advance the practice, science and
profession of project management.
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
Professions are
Knowledge Based
Professions are specialized fields
supported by an academic base of
knowledge which, itself, expands through
research.
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
Why be concerned with
“academic” research?
• THEORIES
• SOLUTIONS
• PRACTICES
• BEST PRACTICES
• STANDARDS
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
Where did that tool come from?
Gantt Charts:
H. L. Gantt, (1910) Engineering Magazine, NY
Project Charter:
D. P. Slevin and J. K. Pinto (1986) The project
Implementation profile: New Tool for Project Managers,
Project Management Journal 17(4), 57.
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
Where did that method come from?
EVM:
D. R. Fulkerson (1961): A Network Flow Computation for Profit
Cost Curves. Management Science 7(2), 167
Portfolio Management:
M. Radnor and R.D. Neal (1973): The Progress of Management-
Science Activities in Larger US Industrial Corporations.
Operations Research 21(2) 427.
Soft Skills Leadership:
T.R. Davis and F. Luthans (1979): Leadership Reexamined: A
Behavioral Approach, The Academy of Management Review
4(2) 237.
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
Is anyone interested in research?
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This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
Why is it important?
Estimated Value of Worldwide Projects
• The World Bank tracks Gross Fixed Capital Formation
• Latest data is from 2004 (reported in 2005)
• By definition Gross Fixed Capital Formation comprises the
bulk of projects worldwide.
• World Gross Capital Formation has steadily increased
since 1970
• 7.5 Trillion dollars represented World Gross Capital in
2004
Projects account for 21% of the world GDP or
1/5th of the world’s value generation.
PMJ Editorial. Vol. 38(2) p 3-4, 2007
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
Research is important because it defines
the future of project management.
The PMI Research Program is the
acknowledged leader in support of global
PM research, PM knowledge creation and
the application of research to PM practice.
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
PMI Research Department
• Formed in 1997
– Advance knowledge through research
– Share knowledge
– Apply Knowledge
• Only PM Advocacy Organization with a
dedicated research program
• Over $12 Million expended on research
in last 10 years
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
The Community of Knowledge
The Catalyst
Needs Sharing &
Application
TM
Discovery
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
Research Member Advisory Group
• Anne-Marie Frizzi – Texas Instruments, Nice, France
• Brian Hobbs, PhD, PMP – Univ. of Quebec, Canada
• Klaus Brockhoff, PhD - WHU – Otto Beisheim School of
Management, Vallendar, Germany
• Maria Romanova PhD, PMP, IBM, Moscow, Russia
• Terry Williams, PhD, PMP – Southampton Univ., UK
• Ion Drumea, PMP - Bell Canada
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
PMI Research Department Staff
• Edwin J. Andrews, VMD, PhD – Manager
• Jason Dolfi, BS – Manager, Business Development
• Open Position, Market Research Supervisor
• Megan Wilmot, BS – Market Researcher
• Cedric Dickson, BS- Market Researcher
• Charles Petersen, MA, MLS – Market Analyst
• Sallie Youssef, BA – Research Coordinator
• Jean Marie Martin, BA – Research Coordinator
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
Market &
Business
Development
Research Department
• Integrate Market and Business Research
into Development
– Methodologies (needs identification)
– Mathematical Modeling (analysis)
– Data Mining (200 + surveys)
– All Market research for Phase-Gate
initiatives
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
Service Research Department
• Market Research
– Qualitative data and analysis
– Quantitative data and analysis
– Statistical analysis
– Trend analysis & projection
– Mathematical modeling
– Computer modeling
– Web survey software
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
Pulse of the Profession
Survey
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
2006 PMI Pulse of the Profession Survey
• Survey of 1365 non-trainer/non-consultant PMI members
• Response rate of 23%, projectable at +/2.7% at the 95%
confidence level
• Topics
– Centralization of Project Management Within
Organization
– Project Management Maturity
– Project Scope and Success
– Project Manager Qualifications and Professional
Development
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
Centralized Project Management =
Better Project Performance
Project Outcomes by PM Structure
60% 57% Centralized in a single
55% 54%
52% department
50%
* Decentralized
*
40%
30%
20%
12%
9%
10%
0%
On time Within budget Terminated
* Denotes statistical significant differences
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
PMO = Better Project Performance
Project Outcomes by PMO Status
60% 55% 56%
53%
50%
50% Have a PMO
* * No PMO
40%
30%
20%
12% 11%
10%
0%
Finished on time Finished within intial Terminated before
budget completion
* Denotes statistical significant differences
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
Maturity Assessment = Better Project Performance
Project Outcomes by PM Maturity Assessment
70% Conducted assessment
58% 59% No assessment
60%
51%
50% 48%
40% * *
30%
20%
10% 11%
10%
0%
On time Within budget Terminated
* Denotes statistical significant differences
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
Support for Certification =
Better Project Performance
Project Outcomes by Certification Support
60% 57% Support
55%
Does not support
50% 46%
44%
40% *
*
30%
20%
11% 13%
10%
0%
On time Within budget Terminated
* Denotes statistical significant differences
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
Summary
Organizations that are:
• Centralized in project management functions
• Have PMOs to standardize practice
• More mature in project management practices
• Have higher numbers of PMP’s
= Greater project success !
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
Service Research Department
• Global Intelligence and Market Analysis
– Macro environment impacts of global trends
• Economic
• Sociodemographic
• Technological
• Geo-political
– Global market integration for business and
strategic planning
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
Service
Research Department
• Dedicated Research Program web page
– Easily accessible from the PMI home page
• www.pmi.org
Sharing Knowledge
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
SURVEY LINKS
• The Relationship Among Organizational Culture, Project Management Maturity,
and Business Performance.
• The Strategic Maturity of Projects.
• Applying Quality Management to IT Projects.
• Leadership Styles in Project Management: An Analysis Using the Multifactor
Leadership Questionnaire.
• The Influence of Leadership Behaviors on Virtual Team Member Motivation in
New Product Development.
• Influences on Organizational Alignment in the Execution of Projects According
to Business Strategy.
• Innovate, Don’t Alienate: How Componential Factors and Constraints Enhance
Creativity in New Product Ideation.
• Trans-cultural Project Leadership.
• Systems Led Organizational Change: Three Decades of the Same Problems.
• Critical Links Between Group Dynamics and Individual Expressions of
Innovativeness.
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
Service
Research Department
Research Community Website (2005)
• Events
• Polls
• Open Discussion & Commentary Forum
• Articles and Presentations
• PM Expert Database
• Link to Research Page of PMI Website
• To participate contact:
research.program@pmi.org
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
Academic
Research Research Department
• Sponsors of:
– Research projects through seed funding
– Biennial Research Conference
– Research Program Working Sessions
• Knowledge Sharing & Delivery
– Research publications
– Case Studies
– Tools
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
Completed Research in publication
• Linking Project Management to Business
Strategy (Released at this Congress !)
Aaron Shenhar, Dragan Milosevic, et al –
Stevens Institute and other institutions
• Human Resource Management in the
Project Oriented Organization: Policies,
Processes and Practices (Q1, 2008)
Rodney Turner, Martina Huemann and Anne
Keegan – ESC Lille, France
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
Active Research Projects
• Exploring the Role of the Executive
Sponsor – Lynn Crawford, Kaye Remington, et al –
University of Technology, Sydney and other universities.
• Understanding the Value of project
Management – Janice Thomas and Mark Mullaly –
Athabasca University, Canada
• Complexity Theory in Project Management
Svetlana Cicmil, Lynn Crawford, et al, University of the
West of England and other universities
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
Active Research Projects
• The Impact on Project Management of
Trends in Allied Disciplines – Frank Anbari
and Young Kwak – George Washington University, USA
• Organizing for PMO Success – Brian Hobbs,
Monique Aubry and Denis Thuillier – University of
Quebec, Canada
– White paper recently published
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
Active Research Projects
• Project Management in China: Establishing a
National Baseline – Huang Jun and William Wells – Graduate
University of the Chinese Academy of Sciences, PRC
• Cost Estimation: Frameworks for Public Project
Development and Estimation –
Terry Williams, Ole Klakegg and Ole Magnusson – Southampton University,
UK and Norwegian Technical University
• Milestone Markets: Software Cost Estimation
through Market Trading -
Donald Berndt and Joni Jones – University of South Florida
FUNDED BY THE COLLEGE OF PERFORMANCE
MANAGEMENT
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
Active Research Projects
• Project Managers as Senior Executives? –
Jean-Pierre Debourse, Russell Archibald, et al – ESC Lille, France
• Project Management in Non-Profit Organizations –
Valérie Lehmann and Laurent Bourgeon – University of Quebec, Canada
• Understanding the Antecedents of Project
Management Best Practice: Lessons to be Learned
from Aid Relief Projects – Derek H. T. Walker and Paul Steinfort –
Royal Melbourne Institute of technology, Australia
• Understanding Decision Making within Distributed
Project Teams – Mario Bourgault and Nathalie Drouin – Ecole
Polytechnique, University of Montreal, Canada
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
Project Review
Understanding the Value of
Implementing Project
Management
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
Goal of the Project
Scope Statement
– To definitively measure, by qualitative
and quantitative means, the value of
PM to organizations; regardless of
industry, size or geographical location.
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
Deliverables
• Extensive literature review
• International workshops with 30+ academic and
practitioner SMEs
• 70+ detailed case studies (global)
• Annual presentations and publications of data
• Reliable and credible guidelines to organizations
to evaluate ROI for their PM implementation
• Statistical benchmarks for organizational
comparisons
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
Major Activities
• Phase 1- “In Search of Value” - Completed
– Define Constructs and Data Collection Strategy
– Conduct Pilot Studies to Test Strategy
• Phase 2- “Calculating Value” 50% Complete
– Conduct Case Studies
– Analyze and Generalize Data
– Conduct Survey (if appropriate)
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
Case Study Objectives
• Obtain deep, rich data of individual
organizations
• Provide comprehensive understanding of:
– The context of the organization
– What has been implemented as project management
– The value that has been realized by the organization
• Promote broad participation to ensure
comparability and defensibility of results
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
Case Study Criteria
• Geographic distribution
– Representation from North America, Europe, Latin
America and Asia-Pacific
• Project Type distribution
– Internal – projects conducted to improve internal
capabilities and operations
– Product Development – projects conducted to
develop products for sale
– Customer – projects conducted on behalf of
customers – the project is the service
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
Key Dates.
• Workshop #3 held in August 2007, Esbjerg,
Denmark
• Completion of minimum 60 and up to 78
cases by February 2008
• Analytical Team findings March 2008
• Final workshop June 2008
• Completion and delivery of the final report
by August 4, 2008
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
PMO Research
• Dr. Brain Hobbs, Univ. Quebec
• Recent white paper on global state of PMOs
based on 500 cases globally
• Its all about context !
– No two are alike
– Each must fit the milieu of its parent
organization
– The PM culture of the org. and its executive
support of PM are key!
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
PMO Research
• Looked at 4 elements;
– Value of PMO to org.
– Organizational context
– Form & structure
– Roles & functions
• The common “polarities”:
– Number of PMs in PMO or no PMs
– Authority vs. purely supportive
– Org. maturity vs. non-maturity
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
PMO Research
• Common functions (not all orgs., but many)
– Monitoring & controlling project performance
– Development of PM competencies & methods
– Multi-project management
– Strategic management
– Organizational learning
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
PMO Research
• High performing PMOs had certain
characteristics
– Percent of projects in PMO
– Percent of PMs in PMO
– Decision making authority of PMO
– Supportive organizational culture
– PM maturity of the org.
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
PMO Research
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
PMOs – Next Steps
• Additional PMO research in 2008
– Understanding the role of executive support
– Benchmarking successful implementation
across industries and geographies
– Benchmarking best practices of successful
PMOs
• Possible issuance of a Technical Report to
aid orgs in establishing and maintaining
successful PMOs
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
Academic
Research Research Department
• Sponsors of:
– Research projects through seed funding
– Biennial Research Conference
– Research Program Working Sessions
• Knowledge Sharing & Delivery
– Research publications
– Case Studies
– Tools
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
Academic
Research
Biennial Research Conferences
• To convene thought leaders from academe and
organizations
– Present and discuss new research and directions
– Exchange knowledge and needs
– Guide the future of profession and PM research
– Apply what is learned
Theories → Solutions → Practices → Best Practices → Standards
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
Program Highlights
• 400 registrants
• 7 plenary speakers
• 68 peer reviewed papers
• 4 tracks daily x 3 days
• Awards ceremony and reception
• Gala dinner
• Multiple sponsorship opportunities
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
RC 2008 Plenary Speakers
• Herman Aguinis PhD, Editor Organizational Research
Methods
• Dov Dvir PhD, Ben Gurion University
• Martin Hoegl PhD, Beisheim School of Management,
Germany
• Shaopei Lin PhD, Shanghai Jiao Tong University, P.R.C.
• Andrew Pettigrew PhD, Dean, School of Management, Univ.,
Bath, UK
• Janice Thomas PhD, Athabasca University, Canada and Mark
Mullaly, Interthink Consulting, Canada
• Velimir Srica, Ph.D.Professor of Bus. & Econ. and Vice Dean,
University of Zagreb, Croatia
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
Academic
Research Research Department
• Sponsors of:
– Research projects through seed funding
– Biennial Research Conference
– Research Program Working Sessions
• Knowledge Sharing & Delivery
– Research publications
– Case Studies
– Tools
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
Academic
Research
Research Program Working Sessions
Purpose:
• Obtain feedback from the Profession
• Expose PMI Research to a wider audience
• Build the Research Community
• Understand regional project management needs
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
EMEA 2007 Working Session
“THE IMPLEMENTATION OF PROJECT MANAGEMENT
IN CENTRAL AND EAST EUROPEAN MARKETS"
• A Business – Academic Roundtable
• Session Moderator: Maria Romanova, PhD, PMP, RMAG Member. IBM Moscow.
• Svetlana Cicmil, Ph.D., University of the West of England, Bristol.
• Inna Halminen, IIL, Finland
• Carlos Garcia, Independent Consultant
• Prof. Roland Gareis, Vienna University of Economics and Business Administration
• Prof. dr. Mladen Radujkovic, University of Zagreb, Croatia
• Alex Lukassen, IBM, Germany
The Practical Application of Research to Project Management
• Decision Making in Projectized Environments, Manon Deguire, Valense Ltd., United Kingdom
• Synergies in PM Research and PM Practice: The Case Study of Project Orientation [International].
Eva Fuessinger, Vienna University of Economics and Business Administration, Austria
• Projects as Complex Responsive Processes of Relating: An insight into ambiguity, unpredictability and project
management skills. Svetlana Cicmil Ph.D., University of the West of England.
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
NA Working Session – Sunday, Oct. 6th
FIXING PROJECTS WHEN TIME AND BUDGET GO HAYWIRE: DECISION TRAPS AND
SOLUTIONS FROM CURRENT RESEARCH.
An interactive workshop with learning and solutions to practical decision making problems, facilitated by
faculty from The Goizueta Business School, Emory University, Atlanta, GA.
Patrick S. Noonan, Ph.D., Associate Professor in the Practice of Decision and Information Analysis
Elliot Bendoly, Ph.D., Associate Professor, Decision and Information Analysis
Dominic M. Thomas, Ph.D., Visiting Assistant Professor, Decision and Information Analysis.
COMPLEXITY IN PROJECT MANAGEMENT
AND
THE MANAGEMENT OF COMPLEX PROJECTS.
AN ACADEMIC – BUSINESS ROUNDTABLE DISCUSSION AND WORKSHOP
Terry Cooke-Davies, PhD., Executive Chairman, Human Systems International, UK
Gerald Mulenburg, Ph.D., PMP, Assoc. Prof. of Proj. Mgmt., Golden Gate Univ., San Francisco, CA
John Patton, President and CEO, Cadence Management Corporation, Portland OR
Frederick C. Payne, Director, Program Management, BAE Systems, Inc., Rockville, MD
Terry Williams, Ph.D., PMP, Professor of Management Science, University of Southampton, UK
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
Topics of Interest - For PMI To Address
Project estimation
Managing small projects
Leadership in PM
Program mgmt.
Virtual team
PMOs
Interpersonal skills
Project auditing
Portfolio mgmt.
Industry specific info
Rapid prototyping
Legal/ethical issues
0 10 20 30 40 50 60
%
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
Topics of Interest - For PMI To Address
Project estimation
Managing small projects
Leadership in PM
Program mgmt.
Virtual team
PMOs
Interpersonal skills
Project auditing
Portfolio mgmt.
Industry specific info
Rapid prototyping
Legal/ethical issues
0 10 20 30 40 50 60
%
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
Academic
Research Research Department
• Sponsors of:
– Research projects through seed funding
– Biennial Research Conference
– Research Program Working Sessions
• Knowledge Sharing & Delivery
– Research project publications
– Case Studies
– Tools and Practices
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
Timely Research Articles…
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
Patterns of Effective Management
of Virtual Projects (published 2006)
Deepak Khazanchi and Ilze Zigurs – University of
Nebraska at Omaha
•Hypothesized that Patterns could be identified.
•Looked at Lean, Hybrid and Extreme Projects
•Found distinct patterns
•Lean projects required Control
•Hybrid projects required Coordination
•Extreme projects required Communication
•Patterns were UNIQUE to project type
•Book lists 32 annotated tools for virtual projects
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
The study concluded with an annotated listing of
32 tools for use in virtual projects.
• The Theory Patterns of virtual projects can be
identified.
• The Solution Validation of a typology
• The Practice Pattern identification
Combine pattern by project type
• Best Practices? and utilize optimum tools?
Why do academic research? Because it works !!!
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
Tomas Blomquist and Ralf Müller, Umeå University
•Impact of organization’s complexity on program and
portfolio management?
•Identify practices, roles and responsibilities of middle
managers in successful organizations
•Global study of 251 project, program and portfolio
managers
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
Maturity Matters!
0,70
Performance
0,60
0,50
0,40
0,30
N on Program Hybrid Portfolio
m anagem ent m anage ment
Organizational Complexity
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
The Roles…
• Project managers focus on the quality aspects of
each stage.
• Program managers are more concerned with the
project’s fit with the organization’s strategic
objectives.
• Portfolio managers are mostly concerned with the
economic assignment of resources across projects.
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
The Learnings…
• Organizational complexity is directly related to the
use program and portfolio management practices.
• High performing organizations more often used
program and portfolio management practices.
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
Terry Williams, Southampton Univ. UK
• Majority of organization do not review
lessons learned
•Mature organizations do take advantage
and learn from lessons learned
•Most difficult aspect of lessons learned is
transfer of knowledge from team to
organization
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
J. Rodney Turner and Ralf Müller – ESC Lille and
Umeå University
Challenged two common perceptions:
•Project Managers are tacticians
•Project Management is universal across
industries and projects
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
Leadership competencies having the
greatest impact on project success..
Emotional Competencies*
• Self-awareness
• Emotional Resilience
• Intuitiveness
• Interpersonal Sensitivity
• Influence
• Motivation
• Conscientiousness
* Dulewicz and Higgs, J. Managerial Psych. 15: 341-368, 2000
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
Examples of Leadership by Project Type
• Engineering projects require
conscientiousness and motivation
• IS projects require communication and self-
awareness
• Medium complexity projects require
emotional resilience and communication
• High complexity projects require sensitivity
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
The Research…
•Dispelled the perception that PMs are
mere tacticians
•Demonstrated that key leadership
competencies are important to specific
project types
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
Allen Amason, Zvi Aronson, Peter Dominick et al., Stevens
Institute of Technology and others
•Transformational
Leadership and Project
Success
•Project Spirit Impact on
Project Success
•Understanding Conflict
management
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
Transformational Leadership
• Influences vs. transactional leadership
– Used in problem solving
– Influences team member loyalty
– Commitment
– Satisfaction
• Can effect project and business outcomes
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
Project Spirit
• Collective attitudes, emotions and behaviors
of project team
– Creating excitement with a project vision
– Creating a culture of rewards through
workshops, symbols, social rituals
• Can have a positive effect on project
success.
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
Understanding Conflict Management
• Affective conflict results in personality conflicts
• Cognitive conflict describes disagreements over
methods, priorities
• Cognitive can spiral into affective if not checked
– Experience in team debates and decision making can
mitigate affective behaviors
– Smaller teams are better to avoid affective behaviors
(less uncertainty, fewer “opinions”, easier to get to
know each other, etc)
– Instilling trust and respect among team members
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
Summary of the Presentation
The PMI Research Department
Market &
Academic
Service Business
Research
Development
Focused on PMI’s long term strategic goal.
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
The Application of Project Management
Research to Practice
Market research provides statistically
significant evidence of the value of project
management to business
Academic research leads to new methods,
tools and better utilization of personnel
resources in project management practice
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
Research is the lifeblood of any profession
• It should be supported and nurtured for its merits
• Its rewards will automatically flow to practice
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
Questions??????
edwin.andrews@pmi.org
+610-356-4600 x 5026
or
research.program@pmi.org
This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
