From the Editor: Project Management Journal ® Has an Increasing Impact!
6 August/September 2017 ■ Project Management Journal
these projects in the forms of new designs, technology, and
materials. Other recent articles (Davies, Macaulay, DeBarro,
& Thurston, 2015) are starting to show how construction
projects can be managed to successfully incorporate innovation; we will continue to see these practices become more
common as the low carbon emission transformation of the
economy continues, as it must.
The last two articles in this issue deal with project success
in public-private partnerships (PPP) but in very different perspectives. The topic is more than welcome, as many governments are in search of means to increasing the success rates
of their projects (Davies, Dodgson, & Gann, 2016; Flyvbjerg,
2017; Williams, 2016). A PPP strategy of engaging the private
sector seems to be a promising approach. Both articles make
significant contributions to calling attention to some specific
success criteria and success factors. In a global contingency
perspective, Robert Osei-Kyei and Albert P. Chan in their
article, “Comparative Analysis of the Success Criteria for
Public–Private Partnership Projects in Ghana and Hong
Kong” suggest that success criteria will differ depending
on different contexts, that is in developing versus developed countries. For example, findings show that in Ghana,
higher importance is given to disputes minimization, social,
and economic developments associated with PPP projects,
whereas in Hong Kong they directly relate to efficiency in the
cost and service delivery of PPP projects.
The article by Khalid Almarri and Halim Boussabaine,
“The Influence of Critical Success Factors on Value for
Money Viability Analysis in Public–Private Partnership
Projects” aims to rehabilitate the potential of PPP based on
value for money viability analysis in the context of the United
Kingdom. In a quantitative methodology, they formalize
the construct of value for money in three components: economical, financial, and commercial. While the findings show
complexity in interaction between variables, the authors
identified five key critical success factors: government guarantees, macroeconomic conditions, shared authority between
the public and private sectors, social support, and transparent
3. Call-for-Papers Special Issue: “Exploratory
Special issue editors: Sylvain Lenfle, Christophe Midler, and
Deadline for paper submission: February 2018
The strategic roles of innovation and exploration in today’s
competitive environment have given birth to a research
stream in the management of exploration projects for which
neither the goals nor the means to attaining them are clearly
defined from the outset. This work bridges the project,
innovation, entrepreneurship, and discovery management
literature and has led to a new approach to projects as
experimental learning processes for which new management
principles, such as selectionism and sequential learning,
have been defined. From the same perspective, this literature
underlines the need to differentiate between the management
processes for exploratory projects, since the traditional stage-
gate approach generally leads to failure, and to design new
evaluation methods adapted to their “expansive” nature. We
are only at the beginning of the research; thus, the goal of this
special issue is to continue to develop the research on explor-
atory projects. More precisely, we welcome contributions in
the following areas:
1. Research that sheds new light on the actor’s practices in
2. The validity of the management principles proposed in the
3. The functions and roles of the actors in teams involved in
4. The relationship between the project and its parent
5. The role of exploratory projects in creation of the ecosystem.
6. The types of cognitive processes used during these types of
Cicmil, S., Williams, T., Thomas, J., & Hodgson, D. (2006).
Rethinking project management: Researching the actuality of
projects. International Journal of Project Management, 24( 8),
Crevani, L., Lindgren, M., & Packendorff, J. (2007). Shared
leadership: A post-heroic perspective on leadership as a
collective construction. International Journal of Leadership
Studies, 3( 1), 40–67.
Crevani, L., Lindgren, M., & Packendorff, J. (2010). Leadership,
not leaders: On the study of leadership as practices and
interactions. Scandinavian Journal of Management, 26( 8), 77–86.
Davies, A., Dodgson, M., & Gann, D. (2016). Dynamic
capabilities in complex projects: The case of London Heathrow
Terminal 5. Project Management Journal, 47( 2), 26–46.
Davies, A., Macaulay, S., DeBarro, & Thurston, M (2015).
Making innovation happen in a megaproject: London’s
Crossrail suburban railway system. Project Management
Journal, 45(6), 25–37.
Figueres, C., Schellnhuber, H., Whiteman, G., Rockstrom, J.,
Hobley, A., & Rahmstrof, S. (2017). Three years to safeguard
our climate. Nature, 546, 593–595.
Flyvbjerg, B. (Ed.) (2017). The Oxford handbook of megaproject
management. Oxford, UK: Oxford University Press.
Hodgson, D., & Cicmil, S. (2006). Making projects critical.
Basingstoke, UK: Palgrave MacMillan.