Research Handbook on Project Performance (Research Handbooks in Business and Management series)

"This engaging Research Handbook presents a fresh look at how to improve project performance for the project sponsor, client and end user using a number of empirical research studies. Focusing on project performance concepts and methods, the Handbook provides a novel and fresh look at successful project completions, achieving project objectives, on-time or ahead of time project completion or delivering within budget. With contributions from expert scholars, each chapter highlights a new wave of research and examines how to plan and manage a project as well as handling unexpected changes alongside project risks, unknowns or uncertainties. Key factors enhancing project success are highlighted such as the critical role of the project manager and their effective leadership, the importance of knowledge sharing, effective communication and lessons learnt from past projects. Furthermore, the Handbook reviews new and emerging trends that can have a major impact on project performance. Combining new insights with original research, the Research Handbook on Project Performance will be an invigorating read for research scholars and graduate students studying project management as well as professional managers engaged in project management"-- Provided by publisher Front Matter Copyright Contents Contributors PART I Backdrop 1. Introduction to Research Handbook on Project Performance 2. Project performance measures and metrics framework 3. An alternative to traditional project management: using lean OKRs as a model for value creation for software product companies 4. Modeling relationships of projects and operations: toward a dynamic framework of performance PART II Tactics, Strategies, and Risks 5. Construction and demolition waste recycling and reuse clause in standard form of contracts: impact on project performance 6. Project monitoring and data integrity 7. Don’t ask what makes projects successful, but under what circumstances they work: recalibrating project success factors 8. Understanding the causes and effects of low-risk management: implementation in projects using the DEMATEL algorithm 9. Managing risk in Indian construction projects 10. Risk analytics for project success 11. Building capability for project success: examining the preparedness of emerging professionals using a university capstone project case study 12. Role of project management maturity in project performance PART III Next practices 13. Addressing the performance gap with lean-led design 14. Fixed capacity and beyond budgeting: a symbiotic relationship within a scaled agile environment 15. Cross-cultural integration in the next practices of project management: a qualitative study 16. Project management lessons learned: essential safety features 17. Projects as vehicles of learning 18. Impact of Industry 4.0 on agile project management 19. Performance management in public–private partnership projects: a perspective from the Indian road sector Index