Original Research
Project management effectiveness as a construct: A conceptual study
South African Journal of Business Management | Vol 35, No 4 | a670 |
DOI: https://doi.org/10.4102/sajbm.v35i4.670
| © 2018 J. Morrison, C. Brown
| This work is licensed under CC Attribution 4.0
Submitted: 11 October 2018 | Published: 31 December 2004
Submitted: 11 October 2018 | Published: 31 December 2004
About the author(s)
J. Morrison, Graduate School of Business, University of Stellenbosch, South AfricaC. Brown, Graduate School of Business, University of Stellenbosch, South Africa
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Project management has grown from being mainly a tool for large single projects, to being used by organizations for running multiple smaller projects on an ongoing basis. Since this trend has caused scholarly attention to expand from studying the project itself, to focusing on the organization’s project management capability, the absence of a coherent proposition of effective project management becomes evident. This study addresses and conceptually explores this shortcoming by blending success concepts in project management with the theory of organizational effectiveness, to propose a framework of project management effectiveness. The result is a multi-dimensional construct that has substantial support from the project management success literature and that compares well with the open systems thinking of organizational effectiveness. A selected group of project management experts gave strong support to the list of variables established to define the domain of such a construct.
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