Project Management Journal^®

Self-Plagiarism in Project Studies

• Self-Plagiarism in Project Studies

  By Joana Geraldi This is part of a series of editorials designed to guide future submissions to PMJ^® and inform project scholars about relevant topics related to the craft of research.

• Work Outcomes of Job Crafting among the Different Ranks of Project Teams

  By Rafal Haffer, Joanna Haffer, and Donna Lynne Morrow This study examined the effects of job crafting on the work meaningfulness and work engagement of project participants of different ranks.

• The Changes in Team Cognition and Cognitive Artifact Use During Agile Software Development Project Management

  By Meghann L. Drury-Grogan This study examines changing team cognition and cognitive artifact use as agile software development iterations progress to better understand team member interactions.

• Agile, Traditional, and Hybrid Approaches to Project Success

  By Andrew Gemino, Blaize Horner Reich, and Pedro M. Serrador Analysis suggested that hybrid and agile approaches significantly increase stakeholder success over traditional approaches while achieving the same budget, time, scope, and quality outcomes.

• Executives' Decision Processes at the Front End of Major Projects

  By Denise Chenger and Jaana Woiceshyn The front end of projects is strategically important; yet, how project concepts are identified, evaluated, and selected at the pre-project stage is poorly understood.

• Interruption in Agile Software Development Teams

  By Manuel Wiesche Agile approaches help software development project teams to better meet user needs and ensure flexibility in uncertain environments.

• Impact of Risk Attitude on Risk, Opportunity, and Performance Assessment of Construction Projects

  By Abroon Qazi, Abdelkader Daghfous, and M. Sajid Kahn This article explores the impact of risk attitude on the assessment of project uncertainty encompassing both risk and opportunity and expected project performance.