Project Management Journal
© Project Management Institute, Inc.
Edited By: Hans Georg Gemünden
Impact Factor: 1.143
ISI Journal Citation Reports © Ranking: 2014: 98/185 (Management)
Online ISSN: 1938-9507
Recently Published Issues
Call for Papers: Abstract Deadline December 2015
The Project Management Journal invites authors to submit papers for a special issue focusing on an investigation of megaprojects as symbols. Flyvbjerg identifies fours causes or “sublimes” that seduce decision makers to undertake megaprojects. We would like authors to submit papers about megaprojects that can be considered as symbols in these four sublimes—political, technological, economical, and aesthetic. We also want authors to take an organizational theory perspective in their papers.
Guest Editors: Professor Jonas Söderlund, Department of Leadership and Organizational Behaviour, Norwegian Business School, Oslo, Norway; Professor Shankar Sankaran, Organizational Project Management, School of the Built Environment, University of Technology Sydney, Australia and Dr. Christopher Biesenthal, Senior Lecturer, Construction Project Management, School of the Built Environment, University of Technology Sydney, Australia
Submission Due Date: An extended abstract of 2,000 words, including a tentative title, aim, and nature of the submission (conceptual or empirical) should be submitted to one of the editors by the end of December 2015 for consideration
Project Management Journal recognized in the 2011 Apex Awards for Publishing Excellence
Project Management Journal has been recognized by peers in the publishing industry with an APEX 2011 Award of Excellence in the category of Print: Magazine & Journal.
APEX 2011, the 23rd Annual Awards for Publication Excellence, is an international competition sponsored by the editors of Writing That Works: The Business Communications Report. Since 1988, APEX Awards have recognized outstanding publications throughout the communication and publishing industry.
This year, awards were given in 130 communication categories under 11 main headings, including newsletters; magazines and journals; annual reports; brochures, Web and intranet sites; one-of-a-kind publications and more.
According to the APEX judges, “the awards were based on excellence in graphic design, editorial content and the success of the entry -- in the opinion of the judges -- in achieving overall communications effectiveness and excellence.”
Call for Papers: Proposals Due June 2016
This special issue of Project Management Journal® seeks a wide range of papers that draw on diverse institutional settings, theories, and approaches to understand the different aspects of agile-based process models and methods as applied to project management both within and outside the domain of software development. The following questions are of interest for the special issue:
- Are there contextual conditions, such as the size of the project or nature of the task, that signal a better fit for agile versus traditional project management approaches?
- How are agile principles being applied in large projects and multi-site projects?
- How is the agility concept developed in the context of software projects related to agility concepts developed in other contexts, such as manufacturing agility (Jacobs et al., 2011) or agility in portfolio management of new product development projects (Kester et al., 2011)?
- From an organizational perspective, what are the trade-offs involved in shifting all project management to an agile approach, versus maintaining a mixed portfolio of agile and traditional development?
- To what extent are agile and traditional project management techniques mutually exclusive? Assuming that hybrid methods can aim to extract “the best of both” approaches, what would these methods consist of, when would they be appropriate to use, and what results can be expected from them?
- Are there metrics and standards that can be used for control of agile project progress during execution? Can these be adapted from traditional project management or is there a need for creation of new metrics and standards?
- Are there project management practices that remain constant across traditional, hybrid, and agile approaches (e.g., risk management, stakeholder management, team building)? If not, how do best practices compare across approaches?
- Are there process theory explanations for differentiating better from less successful ways to implement agile techniques?
- Are there variance theory explanations for suggesting circumstances when practitioners are likely to choose agile approaches and for when such approaches are likely to be more successful?
- Are there implications for the observed success of agile to date that reflects on our larger understanding of organizations and their fundamental nature?
These questions are not intended to be exhaustive. Rather they are intended to stimulate thinking about the role of agile practices in project management across levels of analysis—from participants in individual projects through projects, programs,portfolios, organizations, and society at large. We welcome submissions that address questions pertaining to all aspects of the intersection of project management and agile practices.
We are interested in studies using any of the full range of investigative methodologies qualitative and quantitative, laboratory or field settings, with data collected by survey, experiment, interview, observation, analytic analysis, and the like. We welcome the spectrum of philosophical approaches, from interpretivist to positivist. We appreciate theory testing, but because we see this as an emerging area of inquiry, we are particularly interested in theory-building studies.