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https://doi.org/10.2478/otmcj-2018-0014

IDENTIFYING NEW KNOWLEDGE AREAS TO STRENGTHEN THE PROJECT MANAGEMENT INSTITUTE (PMI) FRAMEWORK

K. Chandrashekhar Iyer   ORCID icon orcid.org/0000-0002-5444-3830 ; Indian Institute of Technology Delhi, New Delhi, Delhi INDIA
Partha S. Banerjee ; DEFT Advisory and Research, New Delhi (India)

Puni tekst: engleski, pdf (668 KB) str. 1892-1903 preuzimanja: 186* citiraj
APA 6th Edition
Iyer, K.C. i Banerjee, P.S. (2019). IDENTIFYING NEW KNOWLEDGE AREAS TO STRENGTHEN THE PROJECT MANAGEMENT INSTITUTE (PMI) FRAMEWORK. Organization, technology & management in construction, 11 (1), 1892-1903. https://doi.org/10.2478/otmcj-2018-0014
MLA 8th Edition
Iyer, K. Chandrashekhar i Partha S. Banerjee. "IDENTIFYING NEW KNOWLEDGE AREAS TO STRENGTHEN THE PROJECT MANAGEMENT INSTITUTE (PMI) FRAMEWORK." Organization, technology & management in construction, vol. 11, br. 1, 2019, str. 1892-1903. https://doi.org/10.2478/otmcj-2018-0014. Citirano 15.07.2020.
Chicago 17th Edition
Iyer, K. Chandrashekhar i Partha S. Banerjee. "IDENTIFYING NEW KNOWLEDGE AREAS TO STRENGTHEN THE PROJECT MANAGEMENT INSTITUTE (PMI) FRAMEWORK." Organization, technology & management in construction 11, br. 1 (2019): 1892-1903. https://doi.org/10.2478/otmcj-2018-0014
Harvard
Iyer, K.C., i Banerjee, P.S. (2019). 'IDENTIFYING NEW KNOWLEDGE AREAS TO STRENGTHEN THE PROJECT MANAGEMENT INSTITUTE (PMI) FRAMEWORK', Organization, technology & management in construction, 11(1), str. 1892-1903. https://doi.org/10.2478/otmcj-2018-0014
Vancouver
Iyer KC, Banerjee PS. IDENTIFYING NEW KNOWLEDGE AREAS TO STRENGTHEN THE PROJECT MANAGEMENT INSTITUTE (PMI) FRAMEWORK. Organization, technology & management in construction [Internet]. 2019 [pristupljeno 15.07.2020.];11(1):1892-1903. https://doi.org/10.2478/otmcj-2018-0014
IEEE
K.C. Iyer i P.S. Banerjee, "IDENTIFYING NEW KNOWLEDGE AREAS TO STRENGTHEN THE PROJECT MANAGEMENT INSTITUTE (PMI) FRAMEWORK", Organization, technology & management in construction, vol.11, br. 1, str. 1892-1903, 2019. [Online]. https://doi.org/10.2478/otmcj-2018-0014

Sažetak
In an increasingly volatile, uncertain, complex
and ambiguous (VUCA) world, managers of capital projects
are under relentless pressure to consistently meet
their performance expectations. At the execution stage,
managers have to constantly orchestrate competing
demands on scare resources and, simultaneously, manage
project operations to meet time, costs and quality compliances.
This calls for simple methods to distinguish
factors that could cause execution stage delays and prioritise
their remedial actions. The objective, therefore,
was to propose and test a methodology through empirical
evidence, which could be useful for managers to focus
on the distinguishing factors (rather than on all factors)
to achieve execution excellence. We used a three-stage
methodology leveraging the existing Project Management
Institute (PMI) framework to define variables and then
tested the methodology using case data generated from
projects adopting a grounded theory approach. A settheoretic,
multi-value qualitative comparative analysis
(QCA) tool helped appropriately configure this empirical
case data and a subsequent Boolean minimisation technique
then identified the distinguishing factor(s) that
explained superior project schedule performance. The
results corroborated literature findings. Two contributions
emerged from this study: (a) our methodology enabled
a richer analysis of the case than what would have been
possible by adopting a more conventional approach; and
(b) there is a potential for a domain-specific extension of
the PMI framework to cover technology transfer projects
having their unique knowledge areas.

Ključne riječi
qualitative comparative analysis; grounded theory; causal factors; project performance

Hrčak ID: 224577

URI
https://hrcak.srce.hr/224577

Posjeta: 306 *