Supplemental Readings © 2016 South University SUPPLEMENTAL READINGS: Akhavan, P., & Zahedi, M. R. (2014). Critical success factors in knowledge management among project-based organizations: A multi-case analysis. IUP Journal of KnowledgeManagement, 12(1), 20–38. Bredillet, C. N. (2010). Mapping the dynamics of the project management field: Project management in action (Part 5). Project Management Journal, 41(1), 2–4. Bredillet, C. N. (2010). Mapping the dynamics of the project management field: Project management in action (Part 6). Project Management Journal, 41(2), 2–4. Chipulu, M., Ojiako, U., Ashliegh, M., & Maguire, S. (2011). An analysis of interrelationships between project management and student-experience constructs. Project Management Journal, 42(3), 91–101. Culmsee, P., & Awati, K. (2012). Towards a holding environment: Building shared understanding and commitment in projects. International Journal of Managing Projects in Business, 5(3), 528–548. Fellows, R., & Liu, A. M. M. (2012 August). Managing organizational interfaces in engineering construction projects: Addressing fragmentation and boundary issues across multiple interfaces. Construction Management and Economics, 30, 653–671. Fernandez-Solis, J. L., Porwal, V., Lavy, S., Shafaat, A., Rybkowski, Z. K., Son, K., & Lagoo, N. (2013 April). Survey of motivations, benefits, and implementation challenges of last planner system users. Journal of Construction Engineering and Management, 354–360. Fulk, H. K., Kwun, O., & Alijani, G. S. (2013 November). Scapegoating humans, scapegoating technologies: Examining another side of information system project control. Academy of Information and Management Sciences Journal, 16(2),31–48. Galvin, T., Gibbs, M., Sullivan, J., & Williams, C. (2014). Leadership competencies of project managers: An empirical study of emotional, intellectual, and managerial dimensions. Journal of Economic Development, Management, IT, Finance and Marketing, 6(1), 35–60. 2 Golenko-Ginzburg, D., Ben-Yair, A., & Swid, N. (2013). Methodological aspects of controlling multilevel man-machine organization systems. Informatica Economica, 17(3), 16–27. Ingason, H. T., & Jonasson, H. I. (2009). Contemporary knowledge and skill requirements in project management. Project Management Journal, 40(2), 59–69. Jerbrant, A. (2014). A maturation model for project-based organisations—With uncertainty management as an ever-present multi-project management focus. SAJEMS Special Issue, 17, 33– 51. Kutsch, E., Browning, T. R., & Hall, M. (2014, March-April). Bridging the risk gap: The failure of risk management in information systems projects. Research Technology Management, 26–32. Leybourne, S. A, & Sainter, P.(2012). Advancing project management: Authenticating the shift from process to “nuanced” project-based management in the ambidextrous organization. Project Management Journal, 43(6) 5–15. Muller, R., Gluc ...

1. Supplemental Readings
© 2016 South University
SUPPLEMENTAL READINGS:
Akhavan, P., & Zahedi, M. R. (2014). Critical success factors
in knowledge management among
project-based organizations: A multi-case analysis. IUP Journal
of KnowledgeManagement, 12(1),
20–38.
Bredillet, C. N. (2010). Mapping the dynamics of the project
management field: Project
management in action (Part 5). Project Management Journal,
41(1), 2–4.
Bredillet, C. N. (2010). Mapping the dynamics of the project
management field: Project
management in action (Part 6). Project Management Journal,
41(2), 2–4.
Chipulu, M., Ojiako, U., Ashliegh, M., & Maguire, S. (2011).
An analysis of interrelationships
between project management and student-experience constructs.
Project Management Journal,
42(3), 91–101.
Culmsee, P., & Awati, K. (2012). Towards a holding
environment: Building shared understanding
and commitment in projects. International Journal of Managing
Projects in Business, 5(3), 528–548.

2. Fellows, R., & Liu, A. M. M. (2012 August). Managing
organizational interfaces in engineering
construction projects: Addressing fragmentation and boundary
issues across multiple interfaces.
Construction Management and Economics, 30, 653–671.
Fernandez-Solis, J. L., Porwal, V., Lavy, S., Shafaat, A.,
Rybkowski, Z. K., Son, K., & Lagoo, N. (2013
April). Survey of motivations, benefits, and implementation
challenges of last planner system
users. Journal of Construction Engineering and Management,
354–360.
Fulk, H. K., Kwun, O., & Alijani, G. S. (2013 November).
Scapegoating humans, scapegoating
technologies: Examining another side of information system
project control. Academy of
Information and Management Sciences Journal, 16(2),31–48.
Galvin, T., Gibbs, M., Sullivan, J., & Williams, C. (2014).
Leadership competencies of project
managers: An empirical study of emotional, intellectual, and
managerial dimensions. Journal of
Economic Development, Management, IT, Finance and
Marketing, 6(1), 35–60.
2
Golenko-Ginzburg, D., Ben-Yair, A., & Swid, N. (2013).
Methodological aspects of controlling
multilevel man-machine organization systems. Informatica

3. Economica, 17(3), 16–27.
Ingason, H. T., & Jonasson, H. I. (2009). Contemporary
knowledge and skill requirements in project
management. Project Management Journal, 40(2), 59–69.
Jerbrant, A. (2014). A maturation model for project-based
organisations—With uncertainty
management as an ever-present multi-project management
focus. SAJEMS Special Issue, 17, 33–
51.
Kutsch, E., Browning, T. R., & Hall, M. (2014, March-April).
Bridging the risk gap: The failure of risk
management in information systems projects. Research
Technology Management, 26–32.
Leybourne, S. A, & Sainter, P.(2012). Advancing project
management: Authenticating the shift from
process to “nuanced” project-based management in the
ambidextrous organization. Project
Management Journal, 43(6) 5–15.
Muller, R., Gluckler, J., Aubry, M., & Shao, J. (2013). Project
management knowledge flows in
networks of project managers and project management offices:
A case study in the
pharmaceutical industry. Project Management Journal, 44(2), 4–
19.
Nangoli, S., Namagembe, S., Ntayi, J. M., & Ngoma, M. (2012).
Towards building project-
stakeholder commitment: Case study—Citizenship projects in
Uganda. World Journal of
Entrepreneurship, Management and Sustainable Development,
8(4), 233–245.

4. Napier, N. P., Keil, M., & Tan, F.B., (2009). IT project
managers’ construction of successful project
management practice: A repertory grid investigation.
Information Systems Journal, 19, 255–282.
Pressly, T. (2012 July). Linking strategic and project concepts
to enhance management advisory
services. The CPA Journal, 62–67.
Reeves, J. D., Eveleigh, T., Holzer, T. H., & Sarkani, S. (2013).
Risk identification biases and their
impact to space system development project performance.
Engineering Management Journal,
25(2). 3-12.
Schroeder, H., (2013). Post Project Assessment: An art and
science approach. Academy of
Information and Management Sciences Journal, 16(1), 37–45.
Shiferaw, A. T., & Klakegg, O. J. (2012). Linking policies to
projects: The key to identifying the right
public investment projects. Project Management Journal, 43(4),
14–26.
Project Management
©2016 South University

5. 3
Starkweather, J., & Stevenson, D. H. (2011). PMP®
Certification as a core competency: Necessary
but not sufficient. Project Management Journal, 42(1), 31–41.
Thamhain, H. (2013). Managing risks in complex projects.
Project Management Journal, 44(2), 20–
35.
Thomas, J. L., Cicmil, S., & George, S. (2012). Learning from
project management implementation
by applying a management innovation lens. Project Management
Journal, 43(6), 70–87.
Trejo, A. (2014). Emotional intelligence and project outcomes
in technology. International
Management Review, 10(1), 31-42.
Unger, B. N., Gemunden, H. G., & Aubry, M.(2012). The three
roles of a project portfolio
management office: Their impact on portfolio management
execution and success. International
Journal of Project Management, 30, 608–620.

6. Project Management
©2016 South University