Project Management Journal
Project Management Journal (PMJ) Mission Statement
The Project Management Journal’s mission is to shape world thinking on the need for and impact of managing projects by publishing cutting-edge research to advance theory and evidence-based practice.
Projects represent a growing proportion of human activity in large, small, private or public organizations. Projects are used to execute and sustain today’s organizational activities. They play a fundamental role as the engine of tomorrow’s innovation, value creation, and strategic change. However, projects too often fail to deliver their promise.
PMJ addresses these multiple challenges and opportunities by encouraging the development and application of novel theories, concepts, frameworks, research methods, and designs. PMJ embraces contributions both from within and beyond project management to augment and transform theory and practice.
The Journal welcomes articles on projects, programs, project portfolios; megaprojects; project-based organizations, project networks, project business, and the projectification of society.
It welcomes the following topics, but not limited to: governance; strategy; innovation and entrepreneurship; organizational change, learning, capabilities, routines, information systems and technology; complexity and uncertainty; ethics; leadership; teams; and stakeholder management in a wide range of contexts.
Project Management Journal Editors and Departments
Hans Georg Gemünden – Berlin Institute of Technology, DE, Editor-in-Chief
The Human Side of Projects, Project Management and Project-based Organizations
Monique Aubry – University of Quebec at Montreal, CA
François Chiocchio – Telfer School of Management, University of Ottawa, CA
Ralf Müller – BI Norwegian Business School, NO
Jonas Söderlund – BI Norwegian Business School, NO
ICT as a Facilitator of Project Management and the Management of ICT Projects
Cecil Eng Huang Chua – University of Auckland, Business School, NZ
Gary Klein – University of Colorado, Colorado Springs, USA
Fred Niederman – Saint Louis University, USA
Project Business and Project Networks
Andrew Davies – University College London, UK
Jaakko Kujala – University of Oulu, FI
John Steen – University of Queensland Business School, AU
Innovation through Projects, Programs, and Portfolios
Tim Brady – University of Brighton, UK
Catherine Killen – University of Technology, Sydney, AU
Alexander Kock – TU Darmstadt, Law and Economics, DE
Christophe Midler – École Polytechnique, FR
Submitting to the Project Management Journal
Articles submitted to the Journal are double-blind reviewed. Please see the Project Management Journal editorial guidelines for further information. PMJ is a journal to disseminate and discuss project management research. It is not a platform to discuss the content or quality of PMI standards, credentials or certifications, and those of other standard-setting organizations.
Project Management Journal is published by Wiley in partnership with PMI Publications and PMI Academic Resources. The Journal publishes six times per year and occasionally features special issues on select topics: February/March, April/May, June/July, August/September, October/November, and December/January.
Impact Factor: 1.143
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In the current issue of PMJ
Project Decision Chain
Multi-Level Efficacy Evidence of a Combined Interprofessional Collaboration and Project Management Training Program for Healthcare Project Teams
Bundling and Unbundling in Public–Private Partnerships: Implications for Risk Sharing in Urban Transport Projects
Project Management Learning: A Comparative Study Between Engineering Students’ Experiences in South Africa and the United Kingdom
Exploring the Relationship Between Rework Projects and Risk Indicators
Addressing Risks in Green Retrofit Projects: The Case of Singapore
Employing Grounded Theory to Uncover Behavioral Competencies of Information Technology Project
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