Explicating the dynamics of project capabilities
Building on the authors’ previous work on project capabilities over a decade ago, the article extends and reconceptualises the notion of project capabilities to apply to a broader variety of domains.
By looking at recent literature on the topic, the authors widen their original definition of project capabilities to include recent developments in research on how organisations adapt to uncertain and rapidly changing conditions.
- Dynamic and operational capabilities
What does the paper cover?
The paper aims to guide future research on project capabilities by providing three contributions to the topic:
- Both innovative and routine project capabilities should be developed to deal with the stable and rapidly changing conditions often facing an organisation.
- The difference between project capabilities at an operational level and dynamic capabilities at a strategic level is distinguished, to show that dynamic capabilities determine when and how a firm should adapt their project capabilities.
- The relationship between dynamic and project capabilities is reciprocal, meaning that the behaviour of project capabilities can predict the future behaviour of dynamic capabilities.
The paper also provides:
- Background and theoretical perspectives on project capabilities;
- A review of the main contributions to dynamic capabilities research since the authors’ original work on project capabilities;
- Suggestions for the concept of project capabilities to be reformulated to include recent advances in research on organisational ambidexterity;
- Several directions for future research on project capabilities.
Other research summaries
Occupational stress and job demand, control and support factors among construction project consultants
This article investigates the relationship between job demands, job control, workplace support factors and occupational stress among South African construction project consultants.
The project benefits of Building Information Modelling (BIM)
This article provides an outlook on the potential use and advantages of BIM in the construction sector for project managers. It has been taken from the International Journal of Project Management.
Does Agile work? - A quantitative analysis of agile project success
This article looks at the benefits, or not, of applying an agile (i.e. flexible) method of project management, as opposed to more traditional methods.
Differences in decision-making criteria towards the return on marketing investment: A project business perspective
This article encourages the use of return on marketing-specific investment (ROMI), paired with client lifetime value (CLV) and programme data sets, as a tool to facilitate dialogue between finance and marketing departments.
Institutional development, divergence and change in the discipline of project management
This article looks at the challenges of developing project management as an academic discipline.
Benefits management: Lost or found in translation
This article looks at the spread of knowledge about benefits management and its adoption by organisations; the global development of benefits management; and translation processes at the organisation level.
The article’s authors undertook literature reviews and drew on their own extensive practical experience.
They used translation theory to analyse the development of benefits management and to draw conclusions about its current use.
Understanding the professional project manager
This paper explores and examines the duality of ‘local’ knowledge (company; sector) and ‘cosmopolitan’ knowledge (specialist skills, often transferable) that project managers have and rely on.
Corruption in public projects and mega projects
This article explores the impact of corruption in large, unique projects such as public projects and megaprojects, as well as the conditions and features that favour such corruption.
Managing change in the delivery of complex projects
This article provides insight into how change is managed in three organisations delivering complex projects – Airbus, CERN and Crossrail – and how those methods are evolving in the era of ‘big data’. It has been taken from the International Journal of Project Management.
Project portfolio management in practice and in context
This research advocates new approaches and perspectives on project portfolio management to deepen understanding of its application in the day-to-day business environment.
Managing change in the delivery of complex projects: Configuration management, asset information and ‘big data’
This article provides insight into how change is managed in three organisations delivering complex projects – Airbus, CERN and Crossrail – and how those methods are evolving in the era of ‘big data’.
It has been taken from the International Journal of Project Management.
Three domains of project organising
This article challenges the belief that project organising is temporary. It argues that most project organising is done by (relatively) permanent forms of organisation. It also argues that the belief of its temporary nature has limited the development of research in this field.
The unsettling of ‘settled science’: The past and future of the management of projects
Professor Peter Morris’ management of projects (MoP) perspective unsettles the norm of project management theory and practice because he criticises standard guidance as being too execution-focused.
Project studies: What it is, where it is going?
This paper proposes a new framework for project research, the project studies framework, containing three levels of analysis and three types of research.
Projectification in western economies: a comparative study of Germany, Norway and Iceland
This paper tests and confirms a common assumption that projectification is increasing in companies, economic sectors and whole economies in the western world. The research presented contributes to making the term ‘projectification’ a fact based on sound empirical evidence.
What practitioners consider to be the skills and behaviours of an effective people project manager
Project managers need to show open and honest concern for and genuine interests in the people they work with, understanding their feelings and emotions. This understanding will help them to predict future behaviours of their team members so they can plan to avoid, for example, people conflicts.
Showing respect for others and what they stand for is a behaviour that carries a lot of weight in effective people management – in any culture. People value being respected for what they are and stand for. It makes them feel good about themselves but also about the person showing the respect.