A mathematical model for allocating project managers to projects

In multi-project environments, the decision of which project manager to allocate to which project directly affects organizational performance and therefore, it needs to be taken in a fair, robust and consistent manner. We argue that such a manner can be facilitated by a mathematical model that brings together all the relevant factors in an effective way. Content and thematic analyses of extant literature on optimization modelling were conducted to identify the major issues related to formulating a relevant mathematical model. A total of 200 articles covering the period 1959 to 2015 were reviewed. A deterministic integer programming model was formulated and implemented in OpenSolver. The utility of the model was demonstrated with an illustrative example to optimize the allocation of six project managers to six projects. The results indicate that the model is capable of making optimal allocations in less than one second, with a solution precision of 99%. These results compare well with some intuitive verification checks on certain expectations. For example, the most competent project manager was allocated to the highest priority project while the least competent project manager was allocated to the lowest priority project. Through this study, we have proposed a comprehensive and balanced approach by incorporating both hard and soft issues in our mathematical modelling, to address gaps in existing project manager-to-project (PM2P) allocation models as well as extending applications of mathematical modelling of the PM2P allocation problem to a “new” country and industry, with a view to complement managerial intuition. In an attempt to address gaps in existing mathematical models associated with challenges related to acceptance by industry practitioners, future work includes developing a graphical user interface to separate the model base and optimization software details from users, as part of a complete product to be validated as an industry application

Management challenges within multiple project environments: lessons for developing countries

In the construction industry, multiple project environments (MPE) exist where more than one project is managed simultaneously. The driving force behind MPEs is the pragmatic allocation of resources encumbered by uncertain economic times. However, MPEs create management challenges that need to be addressed. For that reason, this paper aims to investigate the challenges in respect to managing MPEs within the construction industry. It essentially reviews state-of-art knowledge in respect to MPEs identifying the rationale behind their development. At this stage it would appear that the interdependency and uncertainty within inputs, processes and outputs are major contributing factors to the MPE problem. It is of note that the majority of these findings were based within the context of developed countries. Hence, this review sets out to inform practitioners from developing countries in respect to lessons learned within more developed countries. This review is expected to lead to further investigations on MPEs and their inherent challenges.Noor Ismah Hashim, Nicholas Chileshe, Bassam Baroud

Management Challenges within Multiple Project Environments: Lessons for Developing Countries

In the construction industry, multiple project environments (MPE) exist where more than one project is managed simultaneously. The driving force behind MPEs is the pragmatic allocation of resources encumbered by uncertain economic times. However, MPEs create management challenges that need to be addressed. For that reason, this paper aims to investigate the challenges in respect to managing MPEs within the construction industry. It essentially reviews state-of-art knowledge in respect to MPEs identifying the rationale behind their development. At this stage it would appear that the interdependency and uncertainty within inputs, processes and outputs are major contributing factors to the MPE problem. It is of note that the majority of these findings were based within the context of developed countries. Hence, this review sets out to inform practitioners from developing countries in respect to lessons learned within more developed countries. This review is expected to lead to further investigations on MPEs and their inherent challenges

Internal Versus External Recruitment – The Story of Three Consecutive Project Managers in an IT Project

As project managers (PMs) play an important role in project success, assigning PMs with appropriate skills and personalities to projects is a crucial task. Nevertheless, empirical research on skill requirements for information technology (IT) PMs is limited and little information systems literature focuses on the role of internally recruited IT PMs. This paper presents a case study of a troubled IT project led by three consecutive PMs, with a range of backgrounds, skills, and personality types. Across subjects, IT project management was found to be a necessity of project success. Additionally, it was observed that internally recruited PMs showed advantages in understanding organisational culture and business processes. Lessons learned from the three PMs confirm the importance of particular skills previously described in the literature, and the need for an additional focus on how an IT PM’s personality facilitates or inhibits IT project outcomes

Technology management as a profession and the challenges ahead

This paper is aimed at current and future managers in the field of technology management (TM), and those who train and educate them. After briefly describing TM as a management discipline, the potential challenges likely to rise in the field are introduced according to three processes given in the TM framework: innovation, operation and strategy. Then, a set of propositions are developed regarding the potential impact of those challenges on TM professionals. Concentrating on a long term perspective provides TM professionals with the opportunity to consider their existing knowledge and skill base so that they can prepare for the challenges they will face in the future. The paper ends with implications for professionals and educators.This is the author accepted manuscript. The final version is available from Elsevier via http://dx.doi.org/10.1016/j.jengtecman.2016.05.00

A Decision Support Model for Project Manager Assignments

The question, How to assign projects to project managers? is considered to be one of the most important questions in project management. Nevertheless, methods to answer this question have not yet been sufficiently addressed in the literature. In practice, even though the question is rather common, practitioners still seek an effective project assignment methodology - especially, for the assignments of project managers of multiple concurrent projects, such as a project manager of new product development projects in typical high-technology industries. To respond to this question, we performed an inductive study to develop a theoretical framework for project assignments, including some significant assignment criteria and processes. We found that to be effective in project assignments, management should consider strategic elements of the organization in project prioritization, project requirements and competencies of project managers in project manager-to-project matching, and some organizational/personal limitations regarding the assignment. An optimization model was developed to apply this framework. This model can assist in assigning projects to project managers for the better performances of projects, project managers, and the organization

Improving the existing project manager-to-project practice of a specific organization (organization A) in Botswana

Empirical studies on the project manager-to-project (PM2P) practice in multi-project environments (MPEs) are limited. Little has been done to study existing PM2P practices in Botswana (a new context), despite evidence of the negative impact of existing practices on organizational performance. Approaches to improve PM2P allocation decisions and get them right first time have become necessary to complement intuition, in making effective decisions (Patanakul et al., 2007) that save costs and lost time in rectifying mismatches between project managers and projects (Skabelund, 2005). Researchers have proposed approaches to improve the PM2P practice (Choothian et al., 2009; Patanakul et al., 2007). These approaches, whilst demonstrating the value to be derived from improving the PM2P practice in MPEs, have limitations such as: predominant focus on USA context, lack of comprehensiveness in consideration and modelling of influencing factors, and lack of user-friendliness. This thesis builds on existing best practice and proposes a new approach to improve the existing PM2P practice of a specific organization (organization A) in Botswana, to potentially optimize performance. A mixed methods study involving 109 interviews and questionnaires with practitioners in Botswana was conducted over three fieldwork stages, leading to development of a comprehensive new approach. This new approach was verified and validated to improve organization A’s existing PM2P practice. The new approach combines concepts from four disciplines. It complements intuition and enables practitioners to use it directly for the first time, in improving their existing PM2P allocation decisions. The results from a study of existing PM2P practices in Botswana revealed lack of accountability in decision making, and reliance on intuition. A conceptual framework for understanding effective PM2P practices in MPEs was developed and used to elucidate organization A’s existing PM2P practice. The results showed a lack of consideration of a comprehensive list of factors influencing PM2P allocation decisions, including mismatches between project managers and projects. Validation of the proposed new approach revealed evidence of its value to improve organization A’s existing PM2P practice, in comparison with the status quo. The new approach facilitates a more effective PM2P practice, leading to potential reductions in: mismatches between project managers and projects, time, cost and hence increased organizational performance. Future work is needed to extend the scope to accommodate flexibility of the proposed new approach to different applications and contexts

Enhancing the Quality of Planning of Software Development Projects

As business competition gets tougher, there is much pressure on software development projects to become more productive and efficient. Previous research has shown that quality planning is a key factor in enhancing the success of software development projects. The research method selected for this study was design science research (DSR), and the design science research process (DSRP) model was adopted to conduct the study. This research describes the design and development of the quality of planning (QPLAN) tool and the quality of planning evaluation model (QPEM), which are two innovative artefacts that evaluate the quality of project planning and introduce best planning practices, such as providing references from historical data, suggesting how to manage in an appropriate way and including lessons learnt in the software development process. In particular, the QPEM is based on cognitive maps that represent the project manager’s know-how, project manager’s characteristics and technological expertise, as well as top management support, enterprise environmental factors and the quality of methods and tools in a form that corresponds closely with humans’ perceptions. Data were collected from 66 projects undertaken in 12 organisations from eight types of industries in six countries. The results show that the QPLAN tool has been significantly contributing to enhancing the success rate of projects

Modelling Software Project Management Complexity - An Assessment Model

During the last years, more and more business use projectised organisation as an organisation structure to tackle complex problems needed for the implementation of their strategic objectives. A significant number of these projects were/are challenged or even failed to meet their initial requirements in terms of cost, time and quality. This phenomenon is more intense in software projects due their special characteristics sourcing from the dynamic and continuous changing environment they operate and the nature of the software itself. Most of these failures were attributed to complexity that exists in various forms and levels at all projects. Many studies attempted to identify the sources of project complexity and define an appropriate complexity typology for capturing it. However, most of these studies are theoretical and only a limited number is proposing models capable to evaluate or measure project complexity. This research, acknowledges the endogenous character of complexity in projects but instead of trying to identify complexity dimensions of this complexity in projects, focuses on the complexity in the interfaces between project processes, project management processes and project managers, which consists of the critical point for successful project execution. The proposed framework can be used in order to highlight the most significant complexity areas either organisation specific or project specific, providing in that way the necessary awareness for better, efficient and effective project management. The approach followed in framework design, identifies the variation of perception of complexity between different organisations. Allow organisations to evaluate complexity of projects and provide them with an important information that will assist project selection process. Identifies the significance of peoples’ knowledge and experience and generally the maturity/capabilities of an organisation in management in order to handle complexity, as this was revealed through the findings of this research. Furthermore, considers complexity as variable that can be measured and propose a model for it. To implement this framework, an extended literature review was initially performed, for identifying the complexity factors sourcing from project management aspects. Subsequently, statistical methods for processing and refining the identified factors were used, resulting to the final set of measures used in the framework. Finally, the proposed model was validated through the appliance of case study methodolog