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首页> 外文期刊>Engineering Management, IEEE Transactions on >An Alternative Taxonomy of Project Management Structures: Linking Project Management Structures and Project Success
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An Alternative Taxonomy of Project Management Structures: Linking Project Management Structures and Project Success

机译：项目管理结构的替代分类法：将项目管理结构与项目成功联系起来

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摘要

This paper addresses the question of how projects are organized and how these management structures impact project success. Despite its widely accepted managerial importance, empirical studies could not provide significant evidence of a relationship between implemented management structures and project success. A major problem in finding meaningful empirical evidence is the conceptualization of the structure measure, which is derived from a typologist's perspective. In this study, we follow the taxonomists' perspective and empirically develop an alternative taxonomy of project management structures. We empirically compare both approaches, by using two different samples, collected in the United States and Germany, including together over 600 projects. Our empirical findings show that the validity of the widely accepted project organization typology is in question. The use of cluster analyses reveals an alternative taxonomy that encompasses five structural types, differentiated by the entities managing them: project coordinator, supervised project coordinator, autonomous project manager, supervised project manager, and autonomous functional project manager. The results strongly support the widely accepted proposition of a relationship between project organization and project success. The emerging taxonomy of project organization configurations enriches the theoretical and conceptual discussions of organizing projects and unravels the multiple aspects involved in organizing the execution of projects.
机译：本文讨论了如何组织项目以及这些管理结构如何影响项目成功的问题。尽管其广泛的管理重要性，但实证研究无法提供已实施管理结构与项目成功之间关系的重要证据。寻找有意义的经验证据的主要问题是结构度量的概念化，这是从类型学家的角度得出的。在这项研究中，我们遵循分类学家的观点，并根据经验开发了项目管理结构的替代分类法。我们通过使用在美国和德国（包括600多个项目）收集的两个不同样本，对两种方法进行经验比较。我们的经验发现表明，广泛接受的项目组织类型学的有效性尚有疑问。聚类分析的使用揭示了一种替代分类法，其中包含五种结构类型，按管理它们的实体进行区分：项目协调员，受监督项目协调员，自治项目经理，受监督项目经理和自治职能项目经理。结果强烈支持了项目组织与项目成功之间关系的广泛接受的主张。新兴的项目组织配置分类法丰富了组织项目的理论和概念性讨论，并阐明了组织项目执行所涉及的多个方面。

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