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Behavioral Issues In Project Management

1932 Words8 Pages

The term “soft”, presented by Crawford & Pollack (2004) defines that valuation of relationships, hereby defined as behavioral issues, must be measured qualitatively since it characterizes the human side of interpersonal relations in project management. Based on graphs and tables presented in this study, it is possible to verify that the peak of publications was in 2009 when compared to previous years as this year had a higher number of publications related to the subject as well as 11.2% in relation to all publications. It is relevant that 2014 had 8.9% out of all publications and being the second highest peak since this subject has been addressed within the field of interest in 1988. In the analysis of journals, the highest number of publications are in International Journal of Project Management with 18.3% of all publications as the Journal of Construction Engineering and Management – ASCE is in second place with 16.6%, followed by Project Management Journal with 8.3%. In fourth, the Journal of Management in Engineering represents 7.7% and in fifth, the IEEE Transactionson Engeneering Management with 6.5%. Based on that, the theme of behavioral issues represents an important role to be developed by these journals since it can be inferred that behavioral issues in project management has taken its path so that the research agenda in project …show more content…

Jugdev & Muller (2005) points out that success in projects is an ambiguous and interchangeable concept throughout the project. For this reason, behavioral issues as effective communication with stakeholders and with project supporters are essential for project success. This differentiated perception of project success is in line with the difference also observed by Hoegl & Gemuenden

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Introduction In all actuality, running projects without great project management is a false economy. It's regularly thought to be a superfluous weight on the financial plan, and there's no uncertainty it can be costly – as much as 20% of the general project spending plan. Be that as it may, would you be able to bear to not have project management? Without it, what holds the group and customer together? What's more, without it, why should left explore through the good and bad times, conflicts and disasters of projects?

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Success varies between projects because they differ in size, complexity, and uniqueness and therefore the criteria used to measure success will vary as well. Individuals and stakeholders may interpret project success in various ways and the industry itself lends further variation on viewpoints about performance (Davis, 2017). The opinions of success, and how important success dimensions are, vary ‘by individual personality, nationality, project type, and contract type’ (Mir & Pinnington, 2015). To accommodate for various projects a high level success framework includes project efficiency, customer impact, team impression, business requirement accomplishment, and planning for the future (Mir & Pinnington, 2015). Determining whether the targeted

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