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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Project Management Journal

February-March 2016

Member Content

In the current issue of PMJ

Enabling Shared Leadership in Virtual Project Teams: A Practitioners’ Guide
Martin Hoegl and Miriam Muethel

Upper Echelons and Executive Profiles in the Construction Value Chain: Evidence from Italy
Gianpaolo Abatecola and Matteo Cristofaro

Iterative Project Processes Within Temporary Multi-Organizations in Construction: The Self-, Eco-, Re-Organizing Projects
Michel de Blois, Gonzalo Lizarralde, and Pierre De Coninck

Differences Between Clients’ and Vendors’ Perceptions of IT Outsourcing Risks: Project Partnering as the Mitigation Approach
Julie Yu-Chih Liu and Asri Rizki Yuliani

Multiphase Assessment of Project Risk Interdependencies: Evidence from a University ISD Project in Taiwan
Wenli Hwang, Bo Hsiao, Houn-Gee Chen, and Ching-Chin Chern

Situational Project Management for Collaborative Research Projects
Sonia Lippe and Jan vom Brocke

Identifying Success Factors in Construction Projects: A Case Study
Terry Williams

Enablers for Organizational Project Management in the Chinese Context
Qi Wen and Maoshan Qiang

Index of 2015 Papers and Authors

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