The implication is that industries or firms where project orientation is central—perhaps the film and construction industries—maturity may have a different look and feel relative to those in which projects are more incremental—perhaps healthcare and manufacturing.In any event, the article produces interesting observations regarding how we look at maturity and what the possibilities are for more thoroughly engaging with the concept. The third article by Jordy Batselier and Mario Vanhoucke: “Practical Application and Empirical Evaluation of Reference Class Forecasting for Project Management,” addresses the estimation of project cost and duration, which is a persistent challenge in project management.In order for academic research to be helpful in providing those in practice with reliable and helpful knowledge regarding this area of concern, it is critical to ensure that our understanding of the domain and its terminology are clear so that our accumulation of knowledge is also clear in terms of its application.In this article, Albrecht and Spang provide a detailed examination of two separate but interconnected dimensions of maturity as a broad concept.
In the first case, such a project is clearly a temporary organization.This means that in an interconnected world of open innovation, an increasing share of value creation will be organized in the form of a project network. gratis dating plattform Solingen Project management research does not yet reflect this increasing importance of value creation by project networks.I have also invited Robert De Fillippi and Jörg Sydow to write an invited article as a guiding contribution for this special issue.The article from Robert De Fillippi and Jörg Sydow on “Project Networks: Governance Choices and Paradoxical Tensions” is the first article in this issue.
However, this article is not the end of our discourse; rather it is intended to open it.I recommend this very insightfully written article to all our readers and also to all authors writing on projects as networks.We are living in an interconnected world and this has clear implications for project management.A recent trend study from Schoper, Gemünden, and Nguyen (2016) showed that experienced practitioners and academic researchers participating in this survey expected an increase in globally dispersed project teams until 2025, using new means for their virtual communication, and requiring a higher level of interpersonal and intercultural skills.The authors focus on the relative scarcity of knowledge about one of these dimensions, strategic project management infrastructure, and stress the importance of the role of project management within the organization.