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|کد مقاله||سال انتشار||مقاله انگلیسی||ترجمه فارسی||تعداد کلمات|
|3033||2005||12 صفحه PDF||سفارش دهید||محاسبه نشده|
Publisher : Elsevier - Science Direct (الزویر - ساینس دایرکت)
Journal : International Journal of Project Management, Volume 23, Issue 3, April 2005, Pages 181–192
Companies frequently opt to implement standardized project management (SPM), which can be defined as a standardized set of project management practices. These companies expect that such an approach will carry significant potential for improving project performance. To investigate this potential, we undertook an exploratory study into the impact of SPM on project performance in development projects in high-velocity industries. Our research started with the qualitative method using case study research to identify the major factors in SPM efforts on the organizational project management level (as opposed to the individual project level). Then, we developed hypotheses based on these factors and performed hypothesis testing to identify factors that impact project success. In addition, we conducted the follow-up interviews to enrich and refine our findings. Three major findings came out of this study. First, the variables of SPM tools, leadership skills, and process showed themselves to be of higher interest to standardization than the other independent variables because they may impact project success; second, these variables of higher interest are typically customized to fit the strategic purpose of the company; and third, companies tend to standardize project management practices only to a certain level.
According to multiple empirical studies, a company’s effectiveness partly depends on the success of its projects  and . Consequently, many researchers have investigated those factors affecting project success, including product definition, quality of execution, and even project management techniques ,  and . Common to these studies are that they are done on the individual project level and they tend to see these success factors as fitting all project situations . In addition, the studies are not specifically conducted for projects in high-velocity industries. Some companies in high-velocity industries have recognized standardized project management (SPM, see Table 1 for acronyms in this paper) as a strategy for managing development projects. For example, Brown and Eisenhardt  suggested that critical success factors can hinge on the degree of standardization of project practices. Recently, the Project Management Institute (PMI) issued a new standard, the Organizational Project Management Maturity Model (OPM3) , which suggests SPM as a major strategy. These references suggest that SPM may have a significant place in many companies’ approach to PM. Given the significance of SPM in the industry, it comes as a surprise that empirical research on the topic remains sparse, especially on the organizational project management (OPM) level. Prompted by this paucity of research, we designed an exploratory study into SPM. In particular, this study aims to identify and then get a better understanding of the factors that may impact project success and, thus, be of interest in future research related to SPM efforts in development projects in high-velocity industries. Specifically, the goal is to address two research questions: What are the major factors in SPM efforts on the OPM level? And, what SPM factors on the OPM level are of interest because they may impact project success?
نتیجه گیری انگلیسی
Significant results and lessons of this exploratory study can be organized around its two research questions. First, what are the major factors in SPM efforts on the OPM level? Second research question, what SPM factors on the OPM level are of interest because they may impact project success? We uncovered the seven factors that may have a role in SPM efforts. These include standardized PM tools, leadership, and process; and standardized PM organization, information management system, metrics and culture on OPM level. Testing of our hypotheses indicated that the first three factors are of higher interest, the remaining four may be of lower interest. These lessons learned underscore that major contributions of this research are the identification of critical factors on OPM level, and the finding that companies tend to standardize PM only to a certain level (inflection point), while maintaining a certain level of flexibility. A further step in comprehending the evolving nature of SPM on the OPM level would include more research to validate that these SPM factors are critical. Also, more empirical testing is necessary to learn more about the correlation of standardized enterprise project organization, information management systems, and project culture and project success. Light should be also shed on how an organization’s competitive strategy influences the architecture of its SPM. Finally, studying companies’ strategies for deploying SPM factors would be another high-value research topic.