Terry Williams

Identifying and Acting on Early Warning Signs in Complex Projects

We consider identification of early warning signs (EWS) in projects. Project professionals are not good at detecting or acting on EWS. Barriers that lead to this are identified. The nature of EWS and their detection change with the evolving situation. Project assessments, typically part of gateways, are useful in identifying EWS connected to the formalities of the project. As complexity increases, assessments have more limited use, and the project is increasingly dependent on detecting EWS by informal “gut feeling.” Thus, knowledge, experience, and communication skills are increasingly important in complex situations. We conclude with a list of early warning signs.

A two-echelon inventory model for a deteriorating item with stock-dependent demand, partial backlogging and capacity constraints

This study investigates a two-echelon supply chain model for deteriorating inventory in which the retailer’s warehouse has a limited capacity. The system includes one wholesaler and one retailer and aims to minimise the total cost. The demand rate in retailer is stock-dependent and in case of any shortages, the demand is partially backlogged. The warehouse capacity in the retailer (OW) is limited; therefore the retailer can rent a warehouse (RW) if needed with a higher cost compared to OW. The optimisation is done from both the wholesaler’s and retailer’s perspectives simultaneously. In order to solve the problem a genetic algorithm is devised. After developing a heuristic a numerical example together with sensitivity analysis are presented. Finally, some recommendations for future research are presented.

A Multidimensional Analysis of Project Manager Competences

Projects are important to industry. Project manager (PM) competences are important in project success. Yet, current competence studies largely rely on small-sample, homogenous PM surveys which could suffer from uncontrollable biases and may not be generalizable. Often, the studies disregard industry specificity. We attempt to address these issues by exploring the key competences employers require from PMs across multiple industry sectors. We code the contents of 2306 online project management job advertisements in the U.K., the U.S., Canada, China, India, Hong Kong, Malaysia, and Singapore for frequently occurring keywords. Using three-way multidimensional scaling (MDS), we extract six dimensions of competence present in the coded keywords: 1) industry-specific and generic skills over project management knowledge/expertise; 2) project management knowledge/expertise over industry-specific and generic skills; 3) (senior) managerial skills; 4) (positive) personal traits; 5) project management methodology experience and professional qualifications; and 6) risk management over a project life cycle. We find that typically industry puts more weight on generic skills than project management knowledge/expertise, replicating previous PM survey-based results. We believe, however, that the main contribution is our finding that different industry sectors place significantly different levels of salience on the six dimensions. We discuss the practical implications of the results.

Exploring the impact of cultural values on project performance: The effects of cultural values, age and gender on the perceived importance of project success/failure factors

Purpose – This study aims to explore the impact of cultural values on the importance individuals assign to project success/failure factors (PSFFs). Design/methodology/approach – Themes emerging from 40 interviews of project practitioners based in Brazil, China, Greece, Nigeria, Thailand, the UAE, the UK and the USA are integrated with literature evidence to design a survey instrument. One thousand three hundred and thirteen practitioner survey responses from the eight countries are analysed using multi-group, structural equation modelling. Findings – Ten project success/failure indicators (PSFIs) are found to reduce to two main PSFFs: project control and extra-organisational goals and project team management/development and intra-organisational goals. It is found that the levels of importance individuals assign to both factors are dependent, not only on age and gender, but also cultural values measured as constructs based on Hofstedes individualism, masculinity, power distance and uncertainty avoidance d...

Identifying success factors in construction projects - a case study

Defining “project success” has been of interest for many years, and recent developments combine multiple measurable and psychosocial factors that add to this definition. There has also been research into success factors, but little research into the causal chains through which success emerges. Following the multi-dimensionality of “success,” this article shows how success factors combine in complex interactions; it describes factors contributing to project performance by a company working on two major construction programs and shows how to map and analyze paths from root causes to success criteria. The study also identifies some specific factors—some generic, some context-dependent—none of these is uncommon but here they come together synergistically.

Managing the Social Trajectory: A Practice Perspective on Project Management

This paper responds to recent calls to extend the theoretical perspectives taken on the important organizational activity of managing projects, based on a deeper understanding of the reality of their day-to-day social practice. Drawing on theoretical constructs from sociologist Strauss, we conceptualize projects as a “social trajectory,” whose progress is determined by ongoing interaction between parties with different “world views” seeking to promote their interpretations and interests within a network of organizational power relations. This theoretical framework is used to interpret an 18-month participant-observer ethnographic study of an IT-enabled business change project, seeing the management of the project in terms of intense social interaction seeking alignment between multiple perspectives and interests. From the rich data from the case study, we demonstrate the relationship between the effectiveness of this “alignment-seeking” and the perceived progress of the project trajectory, and develop a model of projects as social trajectories where the trajectory progress is linked to the key characteristics of the “alignment-seeking” process. This model extends current project management theory and points to a different way of thinking about project management, emphasizing management interventions not typically part of mainstream project management methods.

Project Management Learning: A Comparative Study Between Engineering Students’ Experiences in South Africa and the United Kingdom

This study explores how engineering students studying project management perceive their learning experiences. To facilitate an understanding of the constituent components of engineering students’ experiences and to understand how these experiences influence preferred learning styles, a comparative study of university students studying engineering in South Africa and the United Kingdom is conducted. The study finds no significant demographic differences in learning experiences across the two student cohorts. However, the South African cohort reports higher levels of overall experiences. They also report higher usage of online learning materials but lower levels of blended learning and individual critical evaluation skills experiences.

The nature of risk in complex projects

Risk analysis is important for complex projects; however, systemicity makes evaluating risk in real projects difficult. Looking at the causal structure of risks is a start, but causal chains need to include management actions, the motivations of project actors, and sociopolitical project complexities as well as intra-connectedness and feedback. Common practice based upon decomposition-type methods is often shown to point to the wrong risks. A complexity structure is used to identify systemicity and draws lessons about key risks. We describe how to analyze the systemic nature of risk and how the contractor and client can understand the ramifications of their actions.

Heterogeneity and perception congruence of project outcomes

This study examines the impact of project manager and practitioner heterogeneity on congruent perceptions of the outcome of service operations projects. More specifically, the study focuses on congruence in the formation and subsequently revision of project outcome perceptions of service operations. Data were obtained from 1413 project management practitioners and subsequently analysed using multi-layered and combined statistical methods. The results suggest that perception congruence, that is relationships or agreements between different stakeholders, may be impacted by age and role heterogeneity of project managers and practitioners, but not gender.

Building cultural intelligence: insights from project management job advertisements

Abstract This paper examines how organisations that conduct worldwide recruitment of project management professionals can derive insight from the cultural preferences stated within project management job advertisements. Drawing on project management practitioner job advertisements placed by 2040 organisations across seven countries and seven industries, we employ Hofstede’s national cultural framework to categorise cultural preferences which the organisations persistently replicate in their specifications of desired candidate project management practitioner competency. To map global trends and national variations, data analysis is undertaking and utilising exploratory data analysis, Poisson regression and negative binomial regression are used. The paper finds that specific national cultural dimensions – ‘Collectivism’, ‘Uncertainty Avoidance’ and, to a lesser extent, ‘Power Distance’ – are the most salient cultural denominators for advertised project management positions, while this is not the case with ‘Masculinity’ and ‘Individualism’. The findings raise issues about which organisations should seek to become more culturally intelligent, and which relate to the adaptiveness of the cultural preferences that they articulate through their job advertisements, both to project tasks and to cultural contexts for projects.