Dissertation Review

Abstract:

This research article provides valuable insights for practicing engineering managers on improving a firm's performance by applying a knowledge management (KM) based approach to quality management (QM). Traditional quality management systems do not provide sufficient knowledge management and knowledge creation opportunities for manufacturing firms to stay competitive in today's fast paced, unpredictable, complex, and rapidly changing global business environment. The world's body of knowledge does not include a quality management strategy where KM is integrated in QM, and where the effectiveness of such a KM/QM strategy is determined through quantitative empirical research over a defined time frame, thus omitting important performance improvement opportunities for manufacturing firms. The objective in addressing this research topic is to present a KM/QM strategy and to demonstrate its effectiveness. Engineering management areas, such as knowledge management and quality management, are leveraged throughout this research. Systems engineering aspects, such as operational efficiency improvement and system performance, are leveraged by integrating knowledge management and quality management to form an enhanced quality management system. The research demonstrates that a company with a KM/QM strategy is more effective than a company which does not have a KM/QM strategy, that the implementation of a KM/QM strategy contributes to product quality improvements over KM/QM strategy application time, and presents a framework that can be applied by practicing engineering managers.     

Exploring the Relationship Between Multi-Dimensional Top Management Support and Project Success: An International Study

Abstract

The role of top management support in achieving project success has gained much attention in research and practice. A number of studies on single dimensional top management support have been conducted. In the engineering management literature, top management support has rarely been studied as a multi-dimensional construct. This research examines the relationship between multiple dimensions of top management support and project success. Different data analysis methods were employed to test the research hypotheses and to validate the multi-dimensionality of top management support. Findings indicate a significant and positive relationship between multi-dimensional top management support and project success.     

Local Embeddedness and Knowledge Management Strategies for Project-Based Multi-National Firms

Abstract:

Multinational, project-based organizations are faced with competing challenges of adapting to a local marketplace and integrating various offices globally. Case studies with 14 multinational real estate development, general contracting, and engineering firms revealed types of knowledge required for international operations, knowledge management strategies, and the level of embeddedness within the local project area. Eighty-nine interviews were recorded, transcribed, and imported into qualitative coding software. Analysis of the data built propositions regarding different levels of local project embeddedness and the relationship between embeddedness and knowledge management strategies. The findings indicate that firms with a low level of local embeddedness have more formal knowledge management platforms to share local knowledge, whereas firms with a high level of embeddedness, which require the most local knowledge, lack formal knowledge management strategies to share their knowledge across projects.     

Project Governance,Project Performance,and the Mediating Role of Project Quality and Project Management Risk: An Agency Theory Perspective

Abstract

Although project governance has garnered the attention of academicians, the area remains underdeveloped. This study measures the influence of project governance on project performance directly as well as through the mediation of project management risk and project quality and with moderation of project leadership. The survey yielded 354 responses from 132 Pakistani software firms, while SEM was applied using AMOS-21 for data analysis. This study finds that project governance has a significant positive influence on project performance directly and through mediation, whereas the moderation is insignificant. The findings will help not only Pakistan’s software firms but also those in developing countries to improve their projects’ performance through effective project governance.     

Project Manager Skill Development: A Survey of Programs and Practitioners

Abstract:

This article reviews project management education, from graduate and certificate programs to organizational programs. It includes survey results of current practitioners with regard to project management training. It has been found that there are both graduate and certificate programs that cover the recommended project knowledge areas. Less than half of the organizations in the survey had any type of project management training program and 41% of project managers felt their organizations prepared them for their role. From those project managers who had been trained, 73% felt the training prepared them for their role. Recommendations are provided for employees, employers, and academia to help bridge the gap between current training and skills necessary for project managers. An overview of one program that has been developed is provided.     

Role of Organizational Project Management Maturity Factors on Project Success

The importance of projects has resulted in increased international standards, academic research, and education and training on project management concepts. However, studies show that the number of successful projects has not changed significantly. As conventional wisdom emphasizes organizational project management maturity, the aim of this research effort is to study the relations between project success and project performance factors, and organizational project management maturity.The results of this study suggest that having a project portfolio management function within the organization improves the likelihood of assigning priority for projects and meeting quality expectations and project objectives. The presence of formalized project management processes may influence the assigning of project priority and the use of project planning tools and techniques. Furthermore, organizations with project policies and procedures in place are more likely to require project managers to have their PMP certification. Results show that customer satisfaction is considered the most important project success factor and more so for organizations with portfolio management in place.     

Measuring Project Management Performance: Case of Construction Industry

This study develops construction-specific determinants and indicators of project management performance based on the 14 knowledge areas of the project management body of knowledge guide. Interrelations among the knowledge areas and influence of these factors on performance are investigated. Data collected from 121 construction projects are analyzed using structural equation modeling. Research findings suggest that project integration, communications, safety, risk, human resources, financial, and cost management have a direct impact, whereas scope and time management have an indirect effect on performance. The findings reported in this study are expected to help construction project managers devise and implement strategies and develop actions to improve project success. An engineering manager can use the framework developed in this research to define the underlying factors of efficient project management practices.     

An Empirical Study of Large-Sized Companies With Knowledge Work Teams and Their Impacts on Project Team Performance

Abstract:

This article contributes to how teams comprised mainly of knowledge workers influence project team performance. This article highlights the need to examine knowledge work and knowledge worker teams' impact on performance. Three large-sized companies were investigated through their projects, knowledge work, team environment, and team success. Results showed that the percentage of knowledge workers on a project team and project objectives had positive associations on performance. Exploratory analyses revealed that project team responsibility influenced knowledge worker project team performance as defined by projects schedule, cost, and scope.     

Intergroup Conflict Management Framework for Hong Kong's Manufacturing Industry

Abstract

An examination of 28 project leaders' and managers' opinions on conflict and conflict management practice in Hong Kong found that intergroup conflict is the most commonly experienced type of conflict, as more Hong Kong–based companies adopt a matrix or pseudo-matrix organizational structure. Although nearly 80% of the interviewees were not familiar with modern conflict management theory and practice as presented in contemporary literature, they tended to use what classic scholars in conflict management would call the “confrontation” mode in handling task-oriented conflict, and the “withdrawal” or “forcing” mode in handling emotion-oriented conflict. Short product development cycle time was found to have a very significant influence on the conflict management practices of contemporary project managers and project support personnel working in Hong Kong's manufacturing industry. We propose a conflict management framework based on our findings, and we discuss the concept of “cognitive-affective conflict.”     

PLM Software Selection Model for Project Management Using Hierarchical Decision Modeling With Criteria From PMBOK® Knowledge Areas

Abstract:

This article presents a methodology for product lifecycle management (PLM) software selection utilizing the nine knowledge areas of the Project Management Body of Knowledge (PMBOK®) (A Guide to the Project Management Body of Knowledge (PMBOK® Guide, 2008). The methodology utilizes a five-process gate approach where the PLM offerings are researched, sorted, paired down, evaluated, and implemented. The primary decision model utilizes hierarchical decision modeling (HDM). Prioritizations are assigned to the PMBOK® knowledge areas utilizing a pair-wise comparison survey and then assessed across the different PLM system offerings. The proposed decision methodology is meant to serve only as a guide to assist with selection of PLM software from a project management perspective. To validate the model, several applications are presented that apply the selection methodology to different industries: semiconductor, information technology (IT), and automotive supply.     

Addressing Challenges of Transferring Explicit Knowledge,Information, and Data in Large Heterogeneous Organizations: A Case Example from a Data-Rich Integration Project at the U.S. Army Test and Evaluation Command

Abstract:

We contribute reflective case studies on development and implementation of common data engineering architectures addressing the engineering and technology management challenge of integrating heterogeneous information systems. In data-rich integration projects, the role of data as a critical resource requires applying managed data engineering addressing the aligned information exchange between systems in support of business/operational processes in organizations and the enterprise. The recommended data engineering architecture comprises standards, methods, and tools that contribute part-solution for process modeling, data resources documentation, metadata modeling, and data modeling. We show how alignment by engineering and project managers ensures efficient and effective solutions.     

An Examination of Engineering Personnel Assignment Policies in the Multi-Project,Capacity Constrained Situation

Abstract:

Engineering management is often done in a multiproject setting where projects arrive dynamically, engineering human resources are overloaded, and preemption is allowed. In this simulation research, factors of that setting are varied to identify ideal resource assignment policies associated with personnel capacity loading and the use of personnel preemption. The experimental factors include resource overloading, learning rate, and the frequency and length of preemption. The performance measures are project set flow time, resource utilization, and mean project duration. The best situation is one where preemption is not allowed but where engineering resources are overloaded to 200% of capacity. The results of this research are important for engineering resource utilization and for the timely project completion, and have the additional benefit of recommending a best practice for project initiation and engineering project portfolio management.     

Project Risk Management Using the Project Risk FMEA

Abstract:

Identifying and mitigating project risks are crucial steps in managing successful projects. This article proposes the extension of the Failure Mode and Effects Analysis (FMEA) format to quantify and analyze project risks. The new technique is labeled the project risk FMEA (RFMEA). The RFMEA is a modification of the well-known process, product, and service FMEA technique. In order to use the FMEA format for projects, the detection value of the standard FMEA is modified slightly for use in the project environment. The new approach is illustrated in a case study from the electronics industry. By adding the detection value to the risk quantification process, another measure beyond the typical risk score is made available to the project team. The benefits of the RFMEA include an increased focus on the most imminent risks, prioritizing risk contingency planning, improved team participation in the risk management process, and development of improved risk controls.     

Processes and measurement of knowledge management in supply chains: an integrative systematic literature review

During the last 10 years, important contributions about knowledge management (KM) issues in supply chain management (SCM) have been published. The current paper aims to build upon previous literature reviews focused on KM in supply chains (SCs) from an integrative perspective, particularly recognising the studies conducted by Bhosale and Kant (2016. “Metadata Analysis of Knowledge Management in Supply Chain: Investigating the Past and Predicting the Future.” Business Process Management Journal 22 (1): 140–172) and Cerchione and Esposito (2016. “A Systematic Review of Supply Chain Knowledge Management Research: State of the Art and Research Opportunities.” International Journal of Production Economics 182: 276–292) as an effort to discuss the evolution of KM in the SC field. To this end, a systematic literature review including 210 papers is conducted over the period 2008–2017 from three positions previously not addressed jointly within the supply chain (SC) context: research methods employed by the authors; KM processes applied in the business processes across the SC; and intra and inter- organisational performance metrics linked with KM initiatives. Results exhibited that: (i) ‘Survey’ and ‘Case study’ are the two research methodologies mostly employed by authors (ii) the knowledge transfer is discussed in the majority of the studies reviewed, (iii) 114 intra and inter-organisational performance metrics are reported within the SC context from an empirical data approach. Findings concerning previous identified gap analysis and future lines of research are described.     

Early Prediction of Project Duration: A Longitudinal Study

Using earned value management (EVM) protocols, numerous innovative models for the critical task of predicting project duration have been proposed in recent years. Due to the nature of EVM, these models, however, appear to be useful only after the project’s construction phase begins. The objective of this study is to examine the longitudinal relationships between completed project time and project variables’ performance prior to the construction phase and to model those useful relationships to predict completed project duration. The research results confirm the significance of scope, team, communication, risk, and innovation performance prior to the construction phase and reveal reasonable estimation accuracy and a relatively small difference in prediction rates between in-sample (88.13%) and out-of-sample (85.49%) data.     

Owner’s Risk Allocation and Contractor’s Role Behavior in a Project: A Parallel-mediation Model

Risk allocation decisions are of critical importance in project management. The present study proposes an explanation for how risk allocation in a contract motivates a contractor to cooperate with a project owner. Theories of risk allocation and trust were used to motivate the research. Using a survey methodology, we collected data concerning 124 construction projects in China. We found that risk allocation influenced the contractor’s role behavior through the contractor’s feeling of being trusted but not the contractor’s trust in the owner. Feeling of being trusted partially mediated the effect of risk allocation on the contractor’s in-role (i.e., contractual) behavior and fully mediated the effect on extra-role behavior. The study introduces a social and psychological view of the impacts of risk allocation to the project and engineering management literature. We contribute to theory by arguing and demonstrating the mediating effect of trust on the relationship between risk allocation and contractor behavior. From a practical standpoint, we conclude that contractual risk allocation has a significant impact on building a trusting relationship between owners and contractors and that contractors who feel trusted perform both contractually mandated actions and actions external to the contract more diligently, resulting in the likelihood of improved outcomes for both parties.     

Uncertainty Analysis and Resource Allocation in Construction Project Management

Abstract

The premise of dealing with uncertainty in this article is to figure out the impact of uncertainties on project performance. This article proposes a framework for quantitative analysis that combines a fuzzy mathematics approach with system dynamics theory. Simulations generated using a model based on the framework show that uncertainties affect project performance by changing project parameters, and the mechanisms involved depend on the sources of the uncertainties. Furthermore, while technical and financial uncertainties mainly influence project costs, uncertainties related to markets, regulations, and organizational structures affect both project duration and cost. Finally, strategies for coping with uncertainties in a resource allocation perspective are presented.     

Content and Trends in Engineering Management Literature

Abstract

Analysis investigating subject content and trends in engineering management literature from 1993 to 2000 is reported. 479 articles from Engineering Management Journal and IEEE Transactions in Engineering Management were analyzed using content analysis of article subject classifications. Results indicate a consistent effort by engineering management researchers to apply technical skills in the larger context of answering the leadership and management questions facing technical organizations today. The preponderance of engineering management research in the manufacturing and services industry sectors was confirmed. These trends were identified: decreasing research attention in the subject of strategic planning; increasing research attention in the services industrial sector; and increase in the subject of innovation. Varying emphasis on the subject of total quality/quality assurance was seen throughout the time period of this research.     

Towards a conceptual model of procedural knowledge degradation

Research has derived a dynamic range of theories associated with the acquisition of knowledge. In contrast, the current research seeks mechanisms by which acquired knowledge degrades, as well as mechanisms that could be computationally modelled. For procedural tasks, such as product assembly or supervisory control, variables including interference can inhibit the ability to retrieve procedural knowledge in different ways than the retrieval of declarative knowledge like phone numbers. High consequence tasks, such as air traffic control or maintenance on nuclear weapons, require proficiency to be maintained. Thus, an understanding of mechanisms that might complicate effective performance could improve approaches to job design. To explore theoretical underpinnings for procedural knowledge degradation, three areas of literature were explored. The areas included theoretical, computational, and ecological research. The literature serves as input for a conceptual model of procedural knowledge degradation.