The PMI Sponsored Research Program funds new research each year that advances the project management body of knowledge. The white papers available here to all PMITeach.org users are products of some of those research inquiries, exploring topics including interorganizational projects, product development, program management, virtual teams, and more.
This white paper presents research on change and resistance in an interorganizational project (IOP) in the utility sector. By Alfons van Marrewijk & Leonore van den Ende Vrije Universiteit Amsterdam Department of Organization Sciences.
Organizational ambidexterity is the ability of an organization to simultaneously explore the market and the surrounding environment, and exploit one’s own knowledge base and resources to improve performance through sustainability. This paper aims to understand it in further detail - what drives it and what could influence it. By Yacoub Petro, PhD, CEng, PMP.
What is sound management practice for incremental innovation—where speed, cycle time, and quick cash recovery are primary objectives—might actually hamper the radical innovation’s progress. This study seeks to better understand project management practices that promote innovative product development. By Antonie Jetter.
Expert judgment is a major source of information that can provide vital input to project managers. Too often, however, companies lack detailed processes for finding and consulting with experts. In Expert Judgment in Project Management: Narrowing the Theory-Practice Gap, Paul S. Szwed provides research that will help project managers become more adept at using expert judgment effectively.
This report aims to contribute to our understanding of virtual teams and project management by surveying the project management population to see if it is possible, using physical and soft attributes of virtual teams (defined from the academic literature), to empirically identify virtual project team typologies. By Ann Ledwith.
A multimethod study was conducted involving academic medical center research. Project management processes were among the top critical factors found for scientific teams, but project management tools were not well utilized and not equally implemented at all stages of the project management life cycle. Alix Valenti, PhD, JD, LLM, Dorothy M. Kirkman, PhD, and Kevin C. Wooten, PhD investigate this further.
Software cost estimation remains a difficult challenge, despite decades of attention from both researchers and practitioners. Predictions are often inaccurate and characterized by very wide confidence intervals. This white paper proposes the use of project management markets to continually aggregate the individual estimates of diverse software project stakeholders. By Donald Berndt and Joni Jones.