About this issue

Citation

Walker, D.H.T. (2011), "About this issue", International Journal of Managing Projects in Business, Vol. 4 No. 3. https://doi.org/10.1108/ijmpb.2011.35304caa.001

About this issue

Article Type: From the Editor From: International Journal of Managing Projects in Business, Volume 4, Issue 3

This issue contains three papers forming a special edition section that has been guest edited by Dr Henry Linger, Ms Jill Owen and Associate Professor Andrew Sense. Their guest editorial about the papers follows shortly. We are fortunate to include this special section within this issue. The papers were initially submitted during May/June 2010 for review and accepted in early March 2011.

The issue also contains three regular research papers, a practice note, two research thesis report notes and one book review.

The fourth paper to appear in this issue is entitled “The social reality of organisational project management at the interface between networks and hierarchy” by Monique Aubry. This paper explores, through two case studies, what really happen at the interfaces between the structures and governance modes that result from the prevalence of project-oriented organisations. The theoretical framework is based upon the actor-network theory (ANT) in order to capture networks construction around project management office (PMO) deliverables that cross multiple organisational boundaries. The research looked at politics and the power system within the organisational project management. While previous research projects have identified issues, tensions and conflicts surrounding the management of multiple projects, none has a clear focus on this subject. This ANT framework approach focuses on the construction of networks where issues, tensions and conflicts can be observed while they unfold.

The fifth paper by Annika Andersson and Timothy. Wilson is entitled “Contracted ERP-projects: sequential progress, mutual learning, relationships, control and conflicts”. This paper describes the sequential nature that ERP-projects tend to take. The purpose is to describe how the buyer typically behaves concerning the need for control and learning in and in-between ERP-projects through interviews and an in-depth case study in Sweden. This revealed that managers investing in relationships and learning in an initial project probably suffer in terms of satisfaction and profitability at that stage but could accomplish more effective, satisfying and profitable situations over time. In particular, appreciation of the nature of the sequential project development, mutual control, delivery, and learning in these projects could be useful in understanding the buyer behaviour in ERP-projects. They create and present tables that describe how the gap in the mutual-learning process decreases in between projects in business-to-business projects.

The sixth paper by Yan Ki Fiona Chung and Steve Rowlinson is entitled “Supply chain sustainability: a relationship management approach”. It examined, by means of case studies, the mechanisms by which relationships can be managed and by which communication and cooperation can be enhanced in sustainable supply chains. The research was predicated on the contention that the development of a sustainable supply chain depends, in part, on the transfer of knowledge and capabilities from the larger players in the supply chain. Its original contribution is through the culture/commitment/structure model developed from three separate strands of management thought. This has proved to be a powerful tool for analysing collaboration in supply chains and explaining how and why some supply chains are sustainable, and others are not.

This issue also contains a Practice Note by Kailash Awati entitled “Mapping project dialogues using IBIS: a case study and some reflection”. This practice note describes the use of the issue-based information system (IBIS) notation to map dialogues that occur in project meetings using a case study to illustrate how the technique works. The technique can help improve the quality of communication in projects meetings. The case study highlights how the notation can assist project teams in developing a consensus on contentious issues in a structured yet flexible way. Its originality stems from techniques such as IBIS has not been widely used in project management. This note illustrates its value in helping diverse stakeholders get to a shared understanding of the issues being discussed and a shared commitment to achieving them.

A total of two doctoral Thesis Research Report Notes are also presented in this issue. The first entitled “Exploring infrastructure procurement by Australian State Governments” is written by Warren J. Staples from RMIT University and his PhD supervisor John Dalrymple. Warren J. Staples’s thesis explores how Australian State Government agencies procure infrastructure projects and the extent to which they view the procurement process as an opportunity to deliver more than just a physical facility but to deliver a broader benefit representing value for money. The primary purpose was to understand the practice of construction project procurement by interviewing 37 project managers on behalf of Australian State Government agencies and to explore the creation of public value through procurement on ten case study projects. This thesis presents qualitative data focused on the perspective of procurement professionals, a group who have, hitherto, been somewhat underrepresented in the literature. The second PhD thesis research note is written by Stephen Jonathan Whitty entitled “On a new philosophy of project management: an investigation into the prevalence of modern project management by means of an evolutionary framework”. This PhD was submitted to the University of Queensland in Australia. For those readers familiar with Jon’s work, they will expect something different, a quirky but thoroughly sensible and well thought through perspective on project management. This thesis research paper note is no exception. Besides discussing the main points of his PhD thesis with an engaging account of his PhD journey, he manages to challenge the reader to consider project management in a fresh light.

This issue also contains one book review. The book entitled Talent Management in the Developing World – Adopting a Global Perspective by J.A. Elegbe is reviewed by Derek Walker. It fits in with the overall people-and-society general thrust of this entire issue. In this case, this is a book about selection and retention of scarce skilled talent in today’s global environment – an issue of great interest to the PM community.

We also provide a call for papers for two special issues to be presented in 2012/2013. An update on forthcoming events, conferences and useful PM links is, as usual, provided.

Finally, I would like to thank my guest editors who have generously given time and energy to make this special issue section possible for 2011.

Derek H.T. WalkerSchool of Property, Construction and Project Management, RMIT University, Melbourne, Australia