Project Management Journal®
Read the October 2020 Issue Online
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Current Impact Factor - 2.506
5 Year Impact Factor - 3.519
Special Issue: Project Transitions - Navigating Across Strategy, Delivery, Use, and Decommissioning
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A Strategic Approach to Mitigating Operational Failure Across Transitions
This study explores how an infrastructure client made quality a strategic and project delivery necessity by undertaking research to analyze operational failure.
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Evolution of Governance in a Collaborative University-Industry Program
This article presents the emergence and evolution of actors and institutions in a collaborative program from the strategic planning to the execution and delivery phase.
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Transition and Temporalities: Spanning Temporal Boundaries as Projects End and Operations Begin
As projects end and operations begin, we argue that transition involves boundary-spanning work to ensure continuity across changing forms of organizing.
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Re-Creating Organizational Routines to Transition Through the Project Life Cycle: A Case Study of the Reconstruction of London’s Bank Underground Station
This article provides new insights into the project life cycle by proposing an alternative image to the predefined time boundary between life cycle stages.
Regular Articles
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How Do Relational Contracting Norms Affect IPD Teamwork Effectiveness? A Social Capital Perspective
As a typical relational contracting (RC) method, integrated project delivery (IPD) attaches importance to key contracting parties’ teamwork effectiveness.
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Facilitating Efficiency and Flexibility Ambidexterity in Project-Based Organizations: An Exploratory Study of Organizational Antecedents
Through an exploratory multiple-case study in the context of project-based organizations in China, this study aims to identify the antecedents that facilitate three prevalent types of ambidexterity,…
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