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Project Management Tools and Techniques in Predicting Project Management Performance for Strategic Projects.

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
正題名/作者:	Project Management Tools and Techniques in Predicting Project Management Performance for Strategic Projects./
作者:	Li, Xiaoying.
出版者:	Ann Arbor : ProQuest Dissertations & Theses, : 2021,
面頁冊數:	193 p.
附註:	Source: Dissertations Abstracts International, Volume: 82-09, Section: A.
Contained By:	Dissertations Abstracts International82-09A.
標題:	Business administration. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=28317371
ISBN:	9798582501633

Project Management Tools and Techniques in Predicting Project Management Performance for Strategic Projects.
Li, Xiaoying.

Project Management Tools and Techniques in Predicting Project Management Performance for Strategic Projects. - Ann Arbor : ProQuest Dissertations & Theses, 2021 - 193 p.

Source: Dissertations Abstracts International, Volume: 82-09, Section: A.

Thesis (Ph.D.)--Capella University, 2021.

This item must not be sold to any third party vendors.

Project management tools and techniques (PMTTs) widely adopted by project managers do not always positively contribute to the organization's expected long-term objectives. This study sought to analyze the predictive relationship between project management tools and techniques and project performance outcomes in the context of strategic alignment. This dissertation paper presented the results of an empirical evaluation of the predictive relationships between PMTTs and two of the project management performance outcome dimensions—project-level and firm-level performance. The study was conducted with a cross-sectional survey from a sample of 190 project management professionals who have completed strategic projects in the United States within the last two years. Using the linear regression approach, the research investigated the predictive relationship between PMTTs and each project management toolset with different project management performance dimensions. The findings validated that PMTTs, as a whole, contributed positively to project performance outcomes. However, the research also found contributions of each project management toolset varied on different performance outcomes. Out of nine project management toolsets, three toolsets—time, quality, and risk, had a significant relationship with project-level performance. Two of the items—scope and communication, significantly explained firm-level performance. Furthermore, only time and communication had a meaningful effect size (medium to large) explaining the variation in performance outcomes, and the other significant factors only marginally explained the performance variance. The study suggested using PMTTs selectively, particularly for achieving long-term business objectives. Further research on individual toolsets and a larger sample could expand the generalization and application of utilizing PMTTs for strategic alignment.

ISBN: 9798582501633Subjects--Topical Terms:

1148568
Business administration.
Subjects--Index Terms:

Project management tools and techniques

Project Management Tools and Techniques in Predicting Project Management Performance for Strategic Projects.
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500 $a Source: Dissertations Abstracts International, Volume: 82-09, Section: A.
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506 $a This item must not be sold to any third party vendors.
520 $a Project management tools and techniques (PMTTs) widely adopted by project managers do not always positively contribute to the organization's expected long-term objectives. This study sought to analyze the predictive relationship between project management tools and techniques and project performance outcomes in the context of strategic alignment. This dissertation paper presented the results of an empirical evaluation of the predictive relationships between PMTTs and two of the project management performance outcome dimensions—project-level and firm-level performance. The study was conducted with a cross-sectional survey from a sample of 190 project management professionals who have completed strategic projects in the United States within the last two years. Using the linear regression approach, the research investigated the predictive relationship between PMTTs and each project management toolset with different project management performance dimensions. The findings validated that PMTTs, as a whole, contributed positively to project performance outcomes. However, the research also found contributions of each project management toolset varied on different performance outcomes. Out of nine project management toolsets, three toolsets—time, quality, and risk, had a significant relationship with project-level performance. Two of the items—scope and communication, significantly explained firm-level performance. Furthermore, only time and communication had a meaningful effect size (medium to large) explaining the variation in performance outcomes, and the other significant factors only marginally explained the performance variance. The study suggested using PMTTs selectively, particularly for achieving long-term business objectives. Further research on individual toolsets and a larger sample could expand the generalization and application of utilizing PMTTs for strategic alignment.
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