WHERE ARE YOU NOW?

MPM 7008
Capstone Group Project Session 3
27 July 2023
Dr JM Fallon
  Thinking about an overall aim and
objectives
 Recognizing their significance in shaping
the project.

IN THIS SESSION WE WILL…

Any differences in terminology?

Any new journals ?

Stories in the news?

Are you keeping notes?

WHAT HAVE YOU

BEEN READING?
 Follow the guidelines Deciding on your topic
 What makes you think there is a need for
your investigation?
 Part of your degree  Why would I be interested in reading about
 Theoretical content needed- what it?
theories do you know?  What is it about your interpretation that
brings a unique perspective?
 Oftentimes , research can be related
to a business problem  Is there a model that you have used that
could be adapted into a different situation

YOURS IS AN ACADEMIC PROJECT

What is the overall purpose?
What is the focus?
What is your deliverable/
What do you really want to say?

= AIM
OBJECTIVES
 These can fit with the
chapters:
 Surveying literature
 Investigating data
 And connecting this
with the literature with
discussion
 Previous experience/observation
 Linking with literature
 Fits with future aspiration
 Is there a gap/new perspective needed?

WHAT’S YOUR RATIONALE?

You need to assess the existing body of knowledge ( this is
examining the literature)
FIT WITH THE
MARKING SCHEME
You address how this furthers your aim – where is there a
gap in knowledge , what aspect are you trying to grasp
Literature (25 marks)
and
What do you then do with this information?
Main findings (30
marks)
Are you interrogating information in any way?

Think of how you can interrogate data e.g. how do you

compare and contrast and how was your opinion formed?
HTTPS://PREVIEWS.123RF.COM/IMAGES/COMODO777/COM
ODO7771411/COMODO777141100112/33980288-.JPG
ACCESSED 9 MARCH 2022

 ‘Goldilocks Test’

 ( Clough & Nutbrown

2007 cited in Wilson
2022 p39)
 Articles
 Using Principal–Steward Contracting and Scenario  Coping With Institutional Complexity and
Planning to Manage Megaprojects 8 J. Rodney Turner Voids: An Organization Design Perspective for
 How Servant Leadership Drives Project Team Transnational Interorganizational Projects 49
Performance Through Collaborative Culture and Yongcheng Fu, Lihan Zhang, and Yongqiang
Knowledge Sharing 17 Shazia Nauman, Sabeen Hussain Chen
Bhatti, Hassan Imam, and Mohammad Saud Khan
 Documenting the Interactive Effects of Project Manager
 Facilitating Contextual Ambidexterity in a
and Team-Level Communication Behaviors in Integrated Global Operations Expansion Program 67 Virpi
Project Delivery Teams 33 Brian Manata, Vernon D. Turkulainen and Inkeri Ruuska
Miller, Sinem Mollaoglu, and Angelo J. Garcia

PROJECT MANAGEMENT JOURNAL

FEBRUARY 2022
‘Together with other forms of temporary or semi-temporary organizing, project networks
contribute to the development of what has been called a “project society” (Lundin et al.,
2015). While there is still some debate about how exactly to define and conceptualize this
particular organizational form, project managers have always been aware of the following.
In many if not most settings—from construction and creative industries to sciencebased
fields, such as biotech, photonics and smart materials and, of course, project management
research—there is more to managing projects than managing just the temporary’

Thoughtlet Studying the Management of Project Networks: From

Structures to Practices? Jörg Sydow (2022: 3)
See https://doi.org/10.1177/87569728211061814
  The purpose of this paper is to raise awareness of the need to understand the differences between
management and leadership within the project environment
 The premise is that the emphasis needs to be on project leadership to achieve a successful project
 Purpose –. First stage research involved data analysis from forum, workshops, group to one, one to one
 Design/methodology/approach – interviews. Second stage research involves a five-year PhD study undertaken by the author
 Findings –  The paper highlights the need not only to understand the difference between project management
and leadership, but also to use this differentiation in the identification, assessment and development
 Practical implications of project services providers and as an integral part of organisational and people development for all
 Originality/value companies involved in sponsoring, supporting or delivering projects.
 Practical implications – The premise is that the emphasis needs to be on project leadership to
achieve a successful project Originality/value – The paper includes research within a specific
industry based on identification of a market niche.
 Originality/value – The paper includes research within a specific industry based on
identification of a market niche.

CLARKE, P.A. (2009), "LEADERSHIP, BEYOND PROJECT MANAGEMENT", INDUSTRIAL AND COMMERCIAL TRAINING, VOL.
41 NO. 4, PP. 187-194  
HTTPS://DOI.ORG/10.1108/00197850910962760
 The project management literature and international standards
have been preoccupied with delivering outputs (artifacts such as a
SPECIAL ISSUES bridge). Accordingly, project management methodologies and
tools are focused on enhancing the efficiency of output delivery
OF JOURNALS — on time, within budget and at specifications. While this
approach is well-founded, a sole focus on efficient delivery of
ARE HELPFUL outputs does not support project effectiveness. Recently, a
wider view of projects has emerged, which recognizes their role in
the creation of strategic value (Shenhar and Dvir, 2007, 
TOO- THIS ONE Zwikael and Smyrk, 2015). Such a view accepts that
organizations invest in projects with the specific objective of
IS ABOUT realizing identified target benefits.
Project
benefits are “the flows of value that arise from a project”
BENEFITS (Zwikael and Smyrk 2012: 11 cited in
Zwikael’s guest editorial ,2016)
 • ‘ In summary, the leadership of project
managers is decisive for project success
(Nixon et al., 2012; Turner and Müller,
2005). In particular, the manager’s
leadership role is salient in motivating the
project team members and in creating an
Vaagaaser et al effective working environment for the
team (Anantatmula, 2012) by adjusting
(2019 p258) the interaction among team members to
the spatial requirements (e.g. in co-
located vs virtual teams) (Chiocchio et al.,
2015; Bourgault and Drouin, 2009).
However, little research is done in this
area’.
 • It is worth noting how the project managers
point to the importance of their autonomy
Vaagaasar et and flexibility regarding where to work and
when. Also, their highly positive attitude
al (2019) toward working in open plan office plans is
noticeable, as there is little research on the
topic.
Nixon, Harrington and
Parker (2012 p205)
• ‘Although leadership has also been the subject of much research
in project management literature, its role in contributing to
project success or failure continues to provoke debate. This
paper therefore seeks to explore leadership performance in the
context of project management outcomes, where leadership is
hypothetically crucial to the success or failure of a project. This
hypothesis is considered in light of leadership performance
theory, empirical studies of leadership performance, and a critical
analysis of the mechanisms through which performance of
leadership impacts on project outcomes. However, the
overwhelming view in the literature is that leadership
performance is significantly important in determining project
outcome. This paradox was concluded in Turner and Mu¨ller’s
literature research by stating further research was necessary to
better understand the impacts and styles of leadership on the
vastly diverse projects and their outcomes. Key performance
questions It is important to establish the project’s key
performance questions (KPQs)’
Exercise (30 minutes)
• Using Metsearch Find a relevant journal article
and highlight a recommendation for future
research
• Take this recommendation and build into a
rationale
• Using your rationale , try to write an aim.
• Take your aim and write 4 objectives
• Present your work – you can write this in the chat
DECIDE ON YOUR
PURPOSES, IDEAS AND
QUESTIONS
 Who else has written on this topic?
 Keep a record of all your searches.
 Plan how you are going to organize
your time to answer your questions
 Where can your find information?
IN THIS SESSION
WE HAVE :
Addressed how to write an aim and
objectives
NB. These can change but shape your early
thinking
References
• Nixon, P; Harrington, M; Parker, D. (2012) Leadership performance is significant to project
success or failure: a critical analysis International Journal of Productivity and Performance Vol
61 Issue 2 pp204-216 DOI:10.1108/17410401211194699
• Sydow, J. (2022). Studying the Management of Project Networks: From Structures to Practices?
Project Management Journal, 53(1), 3–7. https://doi.org/10.1177/87569728211061814
accessed 9 November 22
• Thomas G (2017) How to do your Research project A Guide for Students, London, Sage
• Vaagaasar AL; Müller, R; De Paoli, D (2019). Project managers adjust their leadership: to
workspace and project type International Journal of Managing Projects in Business Vol 13 Iss 2
pp256-276 DOI:10.1108/IJMPB-05-2018-0098
• Wilson J (2022) Understanding Research for Business Students Sage, London
• Zwikael (2016) Guest editorial Special issue https://www-sciencedirectInternational Journal of
Project Management -com.ezproxy.cardiffmet.ac.uk/science/article/pii/S0263786315002100