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  • Article Quality Management, Risk Management, Complexity 1 December 2017

    Project Management Journal

    The Three Secrets of Megaproject Success member content locked

    By Shenhar, Aaron | Holzmann, Vered Past studies have often voiced concern that important megaprojects have repeatedly failed due to extensive overruns, misunderstanding of expectations, or both. In this article, we contend that this…

  • Article Quality Management, Risk Management, Complexity 1 October 2017

    Project Management Journal

    The Successful Delivery of Megaprojects member content locked

    By Locatelli, Giorgio | Mikic, Miljan | Kovacevic, Milos | Brookes, Naomi J. | Ivanisevic, Nenad Megaprojects are often associated with poor delivery performance and poor benefits realization. This article provides a method of identifying, in a quantitative and rigorous manner, the…

  • Article Quality Management, Innovation, Risk Management 1 October 2017

    Project Management Journal

    Innovation Resilience Behavior and Critical Incidents member content locked

    By Oeij, Peter | Dhondt, Steven | Gaspersz, Jeff | Vuuren, Tinka van Project teams carrying out innovation projects are investigated during critical incidents. Earlier, a Team Innovation Resilience Behavior (IRB)-scale was successfully applied to quantitative survey…

  • Article Quality Management, Risk Management 1 August 2017

    Project Management Journal

    Does Real Options Reasoning Support Or Oppose Project Performance? member content locked

    By Jahanshahi, Asghar Afshar | Brem, Alexander There is a consensus among scholars that real options reasoning is crucial for improving project performance but there has been little empirical support thus far; hence, we explore how real options…

  • Article Quality Management, Risk Management, Strategy, Stakeholder Engagement 1 August 2017

    Project Management Journal

    Customer Participation And Project Performance member content locked

    By Yu, Ming-Chuan This article proposes a theoretical model to understanding how and why customer participation can promote project performance. The research model was empirically examined by collecting data from 245…

  • Article Risk Management, Decision Making, Quality Management December 2006

    Project Management Journal

    Managing project risks as knowledge gaps member content locked

    By Regev, Sary | Shtub, Avraham | Ben-Haim, Yakov Successfully developing new technologies--and using these technologies in new applications--involves managing the effort's risks. Achieving this effectively requires an understanding of the…

  • Article Quality Management, Risk Management September 2006

    Project Management Journal

    Project control member content locked

    By Rozenes, Shai | Vitner, Gad | Spraggett, Stuart Although many researchers have studied how project managers can use project control systems to minimize the gap between project planning and project implementation and to realize a product that…

  • Article Quality Management, Risk Management March 1996

    Project Management Journal

    Learning to lead, to create quality, to influence change in projects member content locked

    By Peters, Lee A. | Homer, John L. The use of simulations to enhance professional crafts has a long history. Simulations can be used to accelerate the learning curve, and reduce the risks associated with training. The authors of this…

  • Article Quality Management, Risk Management, Information Technology 1 June 1994

    Project Management Journal

    Avoiding large-scale information systems project failure member content locked

    By Martinez, Erwin V. Inattention to project management fundamental principles can lead to failure in a project. This is amplified in large-scale projects where it is more difficult to recover from mistakes. To avoid…

  • Article Quality Management, Risk Management, Estimating March 1994

    Project Management Journal

    Project budgeting member content locked

    By Scotto, Marie A large number of the problems managers are facing in projects can be traced directly to the use of inappropriate budgeting and management techniques on project efforts. Although the engineering and…

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