Overcoming the ‘use misfit’ of project management practices in collaborative research, development and innovation

Gabriela Fernandes; Guilherme Tassari; Lucas Rocha; José M.R.C.A. Santos; Luís Miguel D.F. Ferreira; Pedro Ribeiro; David O'Sullivan

doi:10.1016/j.plas.2024.100137

Overcoming the ‘use misfit’ of project management practices in collaborative research, development and innovation

Gabriela Fernandes
, Guilherme Tassari
, Lucas Rocha
, José M.R.C.A. Santos
, Luís Miguel D.F. Ferreira
, Pedro Ribeiro
, David O'Sullivan

Computer Science

University of Coimbra, Centre for Mechanical Engineering, Materials and Processes
Instituto Politécnico de Bragança
ICVS/3B's - PT Government Associate Laboratory

Research output: Contribution to a Journal (Peer & Non Peer) › Article › peer-review

4 Citations (Scopus)

Abstract

This paper aims to enhance our understanding of project management (PM) in collaborative Research & Development & Innovation (R&D&I) projects by analysing the fit between the use and usefulness of 35 PM practices. Research results include quantitative data analysis of 465 responses to an online survey questionnaire, complemented by a qualitative data analysis of 12 semi-structured interviews. The study identifies the top-10 ‘most used’ and ‘most useful’ PM practices in collaborative R&D&I, covering the complete PM lifecycle while emphasising the importance of the project ‘Initiation' phase. Furthermore, it identifies a set of ‘must have’ PM practices that exhibit a perfect fit, suggesting that consistent implementation impacts successful project outcomes. The remaining 26 PM practices surveyed present a ‘use misfit’, meaning they are deemed useful but are not frequently used. The paper delves into the causes behind this and explores potential strategies to address it, with leadership emerging as a significant strategy to overcome practice misfits.

Original language	English
Article number	100137
Journal	Project Leadership and Society
Volume	5
DOIs	https://doi.org/10.1016/j.plas.2024.100137
Publication status	Published - Dec 2024

Keywords

Fit
Project management practices
R&D&I projects
Use
Usefulness

Access to Document

10.1016/j.plas.2024.100137

Cite this

@article{80d7110e36934e5684cc1e12085b16d5,

title = "Overcoming the {\textquoteleft}use misfit{\textquoteright} of project management practices in collaborative research, development and innovation",

abstract = "This paper aims to enhance our understanding of project management (PM) in collaborative Research \& Development \& Innovation (R\&D\&I) projects by analysing the fit between the use and usefulness of 35 PM practices. Research results include quantitative data analysis of 465 responses to an online survey questionnaire, complemented by a qualitative data analysis of 12 semi-structured interviews. The study identifies the top-10 {\textquoteleft}most used{\textquoteright} and {\textquoteleft}most useful{\textquoteright} PM practices in collaborative R\&D\&I, covering the complete PM lifecycle while emphasising the importance of the project {\textquoteleft}Initiation' phase. Furthermore, it identifies a set of {\textquoteleft}must have{\textquoteright} PM practices that exhibit a perfect fit, suggesting that consistent implementation impacts successful project outcomes. The remaining 26 PM practices surveyed present a {\textquoteleft}use misfit{\textquoteright}, meaning they are deemed useful but are not frequently used. The paper delves into the causes behind this and explores potential strategies to address it, with leadership emerging as a significant strategy to overcome practice misfits.",

keywords = "Fit, Project management practices, R\&D\&I projects, Use, Usefulness",

author = "Gabriela Fernandes and Guilherme Tassari and Lucas Rocha and Santos, \{Jos{\'e} M.R.C.A.\} and Ferreira, \{Lu{\'i}s Miguel D.F.\} and Pedro Ribeiro and David O'Sullivan",

note = "Publisher Copyright: {\textcopyright} 2024 The Authors",

year = "2024",

month = dec,

doi = "10.1016/j.plas.2024.100137",

language = "English",

volume = "5",

journal = "Project Leadership and Society",

issn = "2666-7215",

publisher = "Elsevier Ltd",

}

TY - JOUR

T1 - Overcoming the ‘use misfit’ of project management practices in collaborative research, development and innovation

AU - Fernandes, Gabriela

AU - Tassari, Guilherme

AU - Rocha, Lucas

AU - Santos, José M.R.C.A.

AU - Ferreira, Luís Miguel D.F.

AU - Ribeiro, Pedro

AU - O'Sullivan, David

PY - 2024/12

Y1 - 2024/12

N2 - This paper aims to enhance our understanding of project management (PM) in collaborative Research & Development & Innovation (R&D&I) projects by analysing the fit between the use and usefulness of 35 PM practices. Research results include quantitative data analysis of 465 responses to an online survey questionnaire, complemented by a qualitative data analysis of 12 semi-structured interviews. The study identifies the top-10 ‘most used’ and ‘most useful’ PM practices in collaborative R&D&I, covering the complete PM lifecycle while emphasising the importance of the project ‘Initiation' phase. Furthermore, it identifies a set of ‘must have’ PM practices that exhibit a perfect fit, suggesting that consistent implementation impacts successful project outcomes. The remaining 26 PM practices surveyed present a ‘use misfit’, meaning they are deemed useful but are not frequently used. The paper delves into the causes behind this and explores potential strategies to address it, with leadership emerging as a significant strategy to overcome practice misfits.

AB - This paper aims to enhance our understanding of project management (PM) in collaborative Research & Development & Innovation (R&D&I) projects by analysing the fit between the use and usefulness of 35 PM practices. Research results include quantitative data analysis of 465 responses to an online survey questionnaire, complemented by a qualitative data analysis of 12 semi-structured interviews. The study identifies the top-10 ‘most used’ and ‘most useful’ PM practices in collaborative R&D&I, covering the complete PM lifecycle while emphasising the importance of the project ‘Initiation' phase. Furthermore, it identifies a set of ‘must have’ PM practices that exhibit a perfect fit, suggesting that consistent implementation impacts successful project outcomes. The remaining 26 PM practices surveyed present a ‘use misfit’, meaning they are deemed useful but are not frequently used. The paper delves into the causes behind this and explores potential strategies to address it, with leadership emerging as a significant strategy to overcome practice misfits.

KW - Fit

KW - Project management practices

KW - R&D&I projects

KW - Use

KW - Usefulness

UR - https://www.scopus.com/pages/publications/85196808865

U2 - 10.1016/j.plas.2024.100137

DO - 10.1016/j.plas.2024.100137

M3 - Article

AN - SCOPUS:85196808865

SN - 2666-7215

VL - 5

JO - Project Leadership and Society

JF - Project Leadership and Society

M1 - 100137

ER -

Overcoming the ‘use misfit’ of project management practices in collaborative research, development and innovation

Abstract

Keywords

Access to Document

Other files and links

Fingerprint

Cite this