Current Surveys

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Jennifer Salters - American College of Education

Relationships between Construction Project Managers’ Leadership Styles and Critical Success Factors of a Project’s Outcome: A Quantitative Correlational Study

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The purpose of this study is to learn more about construction project management success and if there is a statistically significant difference between leadership styles and construction project outcomes. The potential benefits of this study will aid the construction project management industry in developing tools to improve leadership and project success.

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Study participants who are eligible need to be the following:

• a member of the Project Management Institute,
• have at least 3 years of construction project experience,
• at least age 25 years or older,
• work with a team of five or more people.

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Survey

1. Complete a 5-minute Demographic survey that describes your current role, organization, and construction projects completed in New Jersey or Bogotá, Columbia in the past 12 months.
2. Complete a 10-minute Project Implementation Plan that describes the last project that you have completed.
3. Complete a 15-minute Multifactor Leadership Questionnaire Leader Form (5X-Short) that describes your current supervisor or manager.
4. Compensatioin is not provided.

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Survey Link

Dr Te Wu - Montclair and Dr Thomas Lechler - Stevens Institute

Calling all PMINJ members who work as project portfolio management professionals! If you are a project management professional, this one-of-a-kind study may interest you.  As you surely know already, there is limited resources and knowledge in this discipline. Some of the key reasons include:

• portfolio management is relatively new;
• most organizations are still struggling with project management so there is no time for portfolio management;
• a significant gap between academic research, standards, and practice.

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This study builds a more fundamental understanding of how portfolio management is practiced. This way, future research can be better aligned with the application. For portfolio management professionals, findings here can help them shape their own portfolios.

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Project portfolio management is one of the latest frontiers in project management, both in research and in practice. PMI studies have shown that organizations who practices portfolio management competently achieve greater value. Yet, advancement has been tediously slow. The reasons are many, but one of the core problems is the disconnect between research and practice.

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Academic papers are dense, narrowly focused, and often written in an abstract language that can be difficult to understand.  On the other side, practitioner studies are often anecdotal, which can be interesting but lack rigor.  This study strives to close this gap by focusing on getting input from professionals in a more rigorous questionnaire.  Just as important, this study focuses on exploring the landscape of project portfolio management. The focus on landscape is foundational to the understanding of this discipline as it would encourage researchers to design studies that are more applicable to the real world. For portfolio management professionals working in the field, they can use the findings from this study to serve as benchmark as they build and improve their practices.

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Currently, our research received over 130 valid responses from project portfolio management professionals from a variety of industries, geographies, organization sizes, and level of portfolios.  The findings to date reveal a complicated practice of project portfolio management, showing a complex and varied landscape. Here are just three interesting findings out of nearly twenty:

1. Only a quarter of portfolio managers are fully dedicated to managing portfolios. Most portfolio management professionals, nearly 55%, spent less than 50% of their time on portfolio management activities.
2. Portfolios can exist at all levels of their organization, even though they are more popular at the enterprise level (versus departmental, product, or team levels).
3. Less than 20% of portfolio managers are fully accountable for their portfolio’s performance. Equal percentage of portfolio managers, at 40% each, plays supportive or semi-accountable roles.

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The two investigators of this study are Dr. Te Wu from Montclair State University and Dr. Thomas Lechler from Stevens Institute of Technology.  Even though our sample of 130 valid responses are “good enough”, we are hoping to have more inputs to improve the robustness and richness of our findings.

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Survey

Help us and help yourself by completing this questionnaire by August 30, 2022:

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Survey Link

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This study is confidential, and it does not ask for your information. Participants (or anyone who is interested) can request a copy of the study (target to be completed by early 2023) and also to receive a coupon of 20% off for PMO Advisory’s bootcamps for PfMP and PgMP by completing a separate form.