Project management success I-C-E model: a work in progress

Project management in software development has shown high rates of failure since the beginning of computation. Over the last years, several studies have sought and proposed solutions for this problem by focusing, for instance, on success critical aspects and evaluation criteria. Although these efforts have provided a significant evolution in how the work is done, project management success rates are in fact still well below the desirable values. This paper presents a work-inprogress based on an integrated approach to project management success and proposes a model that considers jointly the set of success influencers, project characteristics and evaluation criteria of success, from the initiation of a project until its closure

PMO as a Key Ingredient of Public Sector Projects' Success - Position Paper

The requirements of public administration institutions are increasing and projects becoming progressively challenging. Managing a project is a complex activity, in particular when it involves many people working over long periods of time and many different stakeholders. This increasing complexity requires management practices and tools that assure an efficient use of resources. In this context, a Project Management Office (PMO) can be of great value. In this position paper we discuss several scenarios for PMO implementation in the public administration sector, as a promoter of project success and a key ingredient for a better resources usage.info:eu-repo/semantics/publishedVersio

Success management as a PM knowledge area – work-in-progress

It is a fact that an organization's success is closely linked with its projects’ success. Although there are many studies in literature that focus on different aspects of project success like, for instance, the success factors or the criteria for success assessment, there are only few studies that mention the processes required for success evaluation. Guides and standards, such as the PMBOK 5 or ISO 21500:2012, are not exceptions to this reality. Given the high importance and complexity of the evaluation of the projects’ success, in this work-in-progress the Success Management is proposed as a new knowledge area of project management, as well as a set of processes to be carried out in its scop

The influence of organizational and national culture on new product performance

The authors conduct a meta-analysis on the combined influence of organizational and national culture on new product performance. For this purpose, they refer to the effectiveness of value congruency and develop a conceptual model describing the fit between organizational culture types as suggested by the competing values framework and national culture, as described by Hofstede's cultural dimensions. The meta-analysis is based on 489 effect sizes taken from 123 manuscripts. The findings show that organizations with a market culture show the highest new product performance, while hierarchy-type organizations show the lowest performance. The influence of national culture variables supports the effect of value congruency, and shows that in individualistic cultures the impact of a clan culture decreases, the impact of an adhocracy culture type decreases with uncertainty avoidance, and the influence of a hierarchy culture type increases with power distance. The superior effect of a market culture type can be matched by other organizational orientations, but in particular national cultures only. The combined findings underline the importance for firms that seek to improve the success rate of new products on international markets to consider the fit of a national culture with a firm's organizational culture

More than just trees: Assessing reforestation success in tropical developing countries

Rural communities in many parts of the tropics are dependent of forests for their livelihoods and for environmental services. Forest resources in the tropics have declined rapidly over the past century and therefore many developing countries in the tropics have reforestation programs. Although reforestation is a long-term process with long-term benefits, existing evaluations of the success of these programs tends to focus on short-term establishment success indicators. This paper presents a review of reforestation assessment that highlights the need to not only consider short-term establishment success, but also longer-term growth and maturation success, environmental success and socio-economic success. In addition, we argue that reforestation assessment should not be based on success indicators alone, but should incorporate the drivers of success, which encompasses an array of biophysical, socio-economic, institutional and project characteristics. This is needed in order to understand the reasons why reforestation projects succeed or fail and therefore to design more successful projects in future. The paper presents a conceptual model for reforestation success assessment that links key groups of success indicators and drivers. This conceptual model provides the basis for a more comprehensive evaluation of reforestation success and the basis for the development of predictive systems-based assessment models. These models will be needed to better guide reforestation project planning and policy design and therefore assist rural communities in tropical developing countries to alleviate poverty and achieve a better quality of life

Determinates of Buyer-Supplier Relationships: The Effects of Organizational Culture

Buyer-supplier relationship has been gaining increasing attention in the last few decades. A skilled and loyal supplier base has proved to be a key source of competitive advantage. Despite such attention, most of the research done focus on studying the importance and advantages of buyer-supplier relationships and how they yield operational and financial values. Very little research focus on studying the determinants of such relationship. Only few studies have tried to answer the question, why some organizations tend to build stronger and long-lasting relationships with their suppliers thank others. On the other hand, why some organizations are determined to maintain a competitive relationship with their suppliers despite the negative long-term effects. If we are to encourage more collaborative relationships among buyers and suppliers, researchers and practitioners need to asses the determinants of collaborative buyer-supplier relationships. This paper is an attempt to cover such a gap through empirically investigating organizational culture and its effects on buyer supplier relationships in New Product Development Projects (NPD)

Cooperative Buyer-Supplier Relationships: The Missing Link

At the 55th annual conference of the CORS I gave a presentation titled “Cooperative Buyer-Supplier Relationships: The Missing Link” I also chaired one of the Supply Chain Management sections. My presentation went well and was well accepted by the audience. Several researches indicated interest in the topic and suggested useful (and all positive) comments. Most of the comments were about extensions to the paper and what I can do next. The completion of the A&PDF was extremely important to me. It allowed me to network with my colleagues from other Canadian universities. I was able to present my ideas and thoughts, and more importantly, was able to listen to their ideas and research topics. Several potential research ideas were discussed and I now have a number of ideas to research and pursue further.This study examines organizational culture as a strategic determinant of cooperative buyer–supplier relationships. While historically, organizations sought lowest-bid solutions by having suppliers compete against one another, this short-term strategy has given way to one of enhancing relationships with suppliers in order to achieve competent and loyal supply chains. As a result, many organizations today are aggressively reducing their total number of suppliers, increasing their reliance on the suppliers that remain, and involving suppliers in new product developments. This study uses data from 195 organizations that are involved in developing new products to investigate the cultural determinants of this shift toward cooperative supply-chain management and suggests that organizations that have achieved more cooperative and integrative buyer–supplier relationships have specific cultural dimensions. The study relies on the cultural dimensions suggested by Hofstede when studying the relationship between organizational culture and buyer-supplier relationships