Early View Articles

Get an advance look at content from the February/March issue.

PMI.org users can access and review selected academic articles prior to publication in the next issue of Project Management Journal.

  • From the Editors Introducing Teaching Case Studies in Project Management Journal®

    By Gina Vega, Organizational Ergonomics, Windham, New Hampshire, USA | Monique Aubry, Professor, School of Business and Management, Université du Québec à Montréal, Canada Project Management Journal® is an academic journal dedicated to publishing research relevant to researchers, reflective practitioners, and organizations. In this regard, as scholars, we have a…

  • Using Process Theory for Accumulating Project Management Knowledge: A Seven-Category Model

    By Fred Niederman, Saint Louis University, Missouri, USA | Benjamin Müller, Vanderbilt University, Tennessee, USA | Salvatore T. March, The University of Groningen, The Netherlands; Karlsruhe Institute of Technology, Germany Process theory has become an important mechanism for the accumulation of knowledge in a number of disciplines. Process theory focuses on sequences of activities, their durations, and the intervals…

  • Knowledge Contribution as a Factor in Project Selection

    By Shuang Geng, Management Science Department, Management School, Shenzhen University, Shenzhen, China | Kong Bieng Chuah, Systems Engineering and Engineering Management Department, College of Science and Engineering, City University of Hong Kong, Hong Kong | Kris M. Y. Law, Department of Industrial and Systems Engineering, Faculty of Engineering, Hong Kong Polytechnic University, Hong Kong | Che Keung Cheung, Systems Engineering and Engineering Management Department, College of Science and Engineering, City University of Hong Kong, Hong Kong | Y. C. Chau, Systems Engineering and Engineering Management Department, College of Science and Engineering, City University of Hong Kong, Hong Kong | Cao Rui, Crest View Technology Investment Ltd., Shenzhen, China Project selection is a crucial decision-making process in many organizations. By adopting a project-based learning perspective, this study sets out to develop a framework to integrate…

  • Research Focuses, Trends, and Major Findings on Project Complexity: A Bibliometric Network Analysis of 50 Years of Project Complexity Research

    By Leandro Bolzan de Rezende, The University of Manchester, United Kingdom | Paul Blackwell, The University of Manchester, United Kingdom | Marcio Denys Pessanha Gonçalves, The Brazilian Ministry of Defense, Brazil This article analyzes the project complexity research field using bibliometric analysis. The field evolved in three waves (prior to 1985, between 1990 and 2004, and after 2005) from several…

  • Evolutionary Governance for Mega-Event Projects (MEPs): A Case Study of the World Expo 2010 in China

    By Yongkui Li, Department of Construction Management and Real Estate, School of Economics and Management, Shanghai, China | Yujie Lu, Department of Building, School of Design and Environment, National University of Singapore, Singapore | Liang Ma, School of Management, Shanghai University, Shanghai, China | Young Hoon Kwak, Department of Decision Sciences, George Washington University, Washington, DC, USA A mega-event is an open socioeconomic system characterized by massive budget demands and multiple types of subprojects and their complex interrelationships. Although a mega-event is an…

  • Using a Social Capital Lens to Identify the Mechanisms of Top Management Commitment: A Case Study of a Technology Project

    By Kwasi Amoako-Gyampah, University of North Carolina at Greensboro, Greensboro, North Carolina, USA | Jack Meredith, Wake-Forest University, Winston-Salem, North Carolina, USA | Kathy White Loyd, Arkansas State University, Jonesboro, Arkansas, USA The implementation of large-scale technology projects is still fraught with failures resulting in tremendous costs to organizations. One of the factors that is widely recognized as critical for…

  • Protecting American Soldiers: The Development, Testing, and Fielding of the Enhanced Combat Helmet (ECH)

    By Robert F. Mortlock, Naval Postgraduate School’s Graduate School of Business and Public Policy, Monterey, California, USA Current Situation, Summer 2013 Monday Morning Project Management Office Staff Meeting: Chief Engineer, Project Office: “Sir, we have an Enhanced Combat Helmet (ECH) update. We just learned that…

  • Dealing with Uncertainty and Ambiguity in a Complex Project: The Case of Intravenous (IV) Pumps in a Healthcare Center

    By Monique Aubry, School of Business and Management, Université du Québec à Montréal, Montréal, Canada | Madeleine Boulay-Bolduc, Project Manager, retired, McGill University Health Center (MUHC) | Marie-Claire Richer, Associate General Manager, CIUSSS de l’Ouest de l’île de Montréal | Mélanie Lavoie-Tremblay, Ingram School of Nursing, McGill University In 2008, the Quebec government approved a CAD$2.3 billion budget to build a modern academic healthcare facility that would provide state-of-the-art, highly specialized healthcare services to the…