This research presents the results of a quantitative study of the interpersonal relationships of 327 project managers and assistant project managers in their workplace. Specifically, the study investigates if the quality of the relationship with particular stakeholders, such as one’s immediate supervisor (boss), peers, or subordinates, drives the individual’s quality of the relationship with other stakeholders.
Contrary to the expectations, in strictly hierarchical organizations (one direct supervisor), there is no significant correlation between the quality of relationships with the boss and the overall quality of the individual’s relationships. However, in the case of matrix organizations (two or three bosses), there are significant correlations between several variables such as the quality of the relationship, perceived importance and the time spent with each stakeholder, as well the inclination of the participant towards leadership actions. The driving relationship in matrix organizations is the one with “the most important peer”.
Project management is the crucial component for managing and mitigating the inherent risks associated with changes in technology and innovation. The procedures to track the schedule, budget, and scope of various projects in the standard worlds of engineering, manufacturing, construction, etc., are essential elements to the success of the project. Cost overruns, schedule changes, and other natural risks must be managed effectively. But what happens when a project manager is tasked with delivering an attraction that needs to withstand harsh weather conditions, and millions of people enjoying it every year, for a company with arguably the highest standards for quality and guest satisfaction? This would describe the project managers at Walt Disney Imagineering (WDI) and the projects they oversee have tight budgets, aggressive schedules and require a bit more pixie dust than other engineering projects. However, the universal truth is that no matter the size or the scope of the endeavor, project management processes are absolutely essential to ensuring that every team member can effectively collaborate to deliver the best product.
The author hypothesized that there are specific practices that, if properly implemented, can lead to instantaneous controls of capital projects. It is also hypothesized that instantaneous project controls pose benefits to project performance. This research aims to find practices and identify benefits and barriers to achieving a real-time mode of control. To achieve these objectives, several lines of inquiry had to be pursued. A panel of 13 industry professionals and three academics collaborated on this research project. Two surveys were completed to map the current state of project control practices and to identify state-of-the-art or ideal processes. Ten case studies were conducted within and outside of the capital projects industry to identify practices for achieving real-time project controls. Also, statistical analyses were completed on retrospective data for completed capital projects in order to quantify the benefits of IPC. In conclusion, this research presents a framework for implementing IPC across the capital projects industry. The ultimate output from this research is procedures and recommendations that improve project controls processes.