Abstract:
‘Project performance’ is the metric of delivering project objectives. This
research is motivated by levels of project failure and the purpose of the
research is to investigate improved project performance. The scientific spectrum
is considered; arguing project management as a sub-field of management
science based in ‘design science’. Despite research since the 1950s, there is no
established community paradigm for project management, illustrated by multiple
‘schools of thought’ failing to stimulate performance improvement. This is
investigated with respect to the changing nature of projects and their
management; application in numerous industrial sectors, across increasing
scope of the product lifecycle (including service projects), and the changing role
of project managers as value adding ‘implementers’ rather than status
‘reporters’.
Methodology examines the community paradigm and identifies the lack of
community paradigm and argues that gap spotting is not appropriate.
Conducting research that fills knowledge gaps does not identify underlying
issues and reinforces fundamental failings. Underlying assumptions are
identified and challenged. Key characteristics are examined in the context of
requirements of the community paradigm. The purpose of theory is to describe,
explain and predict. Some techniques describe and explain. Few, if any, predict.
This locates ‘performance prediction’ as the research issue and suggests it is a
missing function for performance improvement.
The research focus considers single tasks within a project network. A research
model of early stage deviation from plan is developed from the literature on
project pathogens and incubation processes. ‘Deviation lifecycle’ as a project
function is identified as having no previous evidence in literature. This is
developed into a practice model extending the role of failure modes and effects
analysis (FMEA) and integrating weak signals and tipping point theory to test
performance. Case studies examine representative application of the model and
build on the previous cases to illustrate potential for practice. The case studies
were reviewed by industrial experts.
The changing role of project managers to value added implementers implies a
need to improve performance. Research found potential to understand and
predict early stage deviation and develops the deviation lifecycle and research
model. Across the case studies the research model illustrated potential
application.
Practical implications indicate potential contribution of project management
techniques based on prediction rather than traditional reporting. Developing the
community paradigm based on design science is discussed as further work.
The originality of the research challenges the lack of theoretical foundation for
project management by discussion of the community paradigm and proposes
design science as a candidate. The work identifies ‘prediction’ as a relevant but
missing function from the project management ‘toolbox’, and introduces the
concept of the deviation lifecycle and note no previous literature.
The research develops an industrial research model that extends the
application of FMEA to examine ‘performance’ and integrates weak signals and
tipping point analysis to manage the resolution.