Project Management Journal

This paper analyzes how multiproject management can build up and develop a low-end disruptive strategy. It is based on a deep longitudinal analysis of a case within the automotive industry, namely, the Logan case developed by the Renault group. The results bring new insights into both the multiproject management and innovation strategy fields. On the project organizing side, it characterizes the complex and in some way ambiguous relations between the firm governance and the pilot project initiating the disruptive strategy. The case also formalizes project-lineage management as a way to expand the initial move into a diversified range of products and a multi-continent deployment, while keeping the key specificities of the pilot project. On the innovation strategy side, it demonstrates how disruptive strategy and organizational ambidexterity research fields can benefit from input from the project organizing domain.

This research addresses the competencies organizations use through project manager job advertisements. We develop a list of project manager job competencies; break down the competency components into knowledge, skills, and abilities; and conduct a comparative analysis of the use of these competencies. We examine the online contents of project manager job advertisements in the public domain. Analysis shows that industry job advertisements emphasize “soft skills” and competencies in a manner different than that in the literature. Additionally, differences are found across countries and between industries. Implications from the findings highlight the incongruent dissemination of project manager competencies, regional and industrial demands, and the recruitment of project managers.

In this paper, we attempt to provide an overview of the full extent of early warning detection approaches, which are directly or indirectly addressed in the literature. These approaches can aid project managers in taking corrective actions timely enough for preventing failures. The study is based on a review of the current literature within the field of early warning in project management and our own experiences gained from practice. An analysis of the strengths and weaknesses of each approach and their applications in different contexts are also performed. We conclude that the choice of the most effective approach is arguably dependent on the type of project, organizational culture, and the project environment.

International projects involve both uncertainties raised domestically and external risks in international transactions. Through a questionnaire survey and case studies among architectural, engineering, and construction (AEC) firms operating in the Gulf, this study found 36.5% external risk factors that should be contemplated before the award of contracts and 53.9% afterward to ensure smooth running. An external risk breakdown structure (E-RBS) and a framework for foreign AEC firms operating in Gulf Cooperation Council (GCC) states were developed for users to identify and respond to external risks in a more systematic manner. International firms outside Malaysia are strongly advised to use the framework for risk forecasting and mitigation when operating in the Gulf.

This inductive case study research examines the sales cycle of eight information systems (IS) providers situated in Australia, Hong Kong, Europe, and the United States. The study found that the IS sales cycle provides a restrictive covenant for ensuing projects with contractual constraints, having consequences for fundamental project factors such as benefits, scope, and cost. The process also impedes solution design, schedule, extent of customizations, and training. There are many implications for improvements to practice, in particular there should be more focus placed upon business benefits and increased awareness of life cycle cost during the sales process.