The Impact of the Project Manager in the Process of Project Initiation

1. Introduction

The role of project managers during the project initiation phase is pivotal, setting the direction and determining the success of projects. This thematic literature review critically assesses peer reviewed literature to understand the evolving landscape of project management amid technological advances and global integration. Three central concepts emerge as significantly impacting the role of project managers: Digital Transformation and Cultural Intelligence (Anglani et al., 2023; Kudyba, 2020; Livermore, 2009), Strategic Planning and Temporal Leadership (Siddiquei et al., 2022; Larson et al., 2020), and Information Utilization and Decision-Making (Eweje et al., 2012; Dupont & Eskerod, 2016). These themes encapsulate the multifaceted challenges and skills required in modern project management, particularly during the crucial initiation phase.

2. Thematic Literature Review

2.1 Crossing digital frontiers with cultural intelligence - a new paradigm for project managers. International Journal of Project Management 30 October 2023 (Anglani, Pennetta, Reaiche, & Boyle, 2023).

2.1.1 Digital Transformation in Project Management

The paper illustrates how digital transformation influences project management, emphasizing the necessity for project managers to adapt to digital tools and environments. It aligns with theories such as Kotter’s Change Management Theory, which can be applied to understand how project managers can lead digital changes within their teams during the initiation phase. Further research might include studies like Kudyba (2020) on COVID-19 and digital transformation, highlighting challenges and strategies in transitioning to digital workspaces.

2.1.2 Cultural Intelligence and Project Management

The core of the paper revolves around the importance of cultural intelligence (CQ) in managing international and multicultural project teams. Earley & Ang’s (2003) theory of cultural intelligence provides a framework to understand how project managers can improve their effectiveness in diverse environments. This theme can be enriched by exploring additional research such as Livermore (2009), which delves into the components of cultural intelligence and their relevance in global settings.

2.1.3 Project Initiation Practices

The paper provides insights into adapting project initiation practices to accommodate digital and cultural shifts. It ties into the Project Management Body of Knowledge (PMBOK) standards and methodologies that outline the initiation phase's best practices. Exploring additional literature such as PMI (2017) can deepen understanding of these practices' evolution in response to global changes.

2.1.4 Leadership in Multicultural Environments

Leadership styles and their effectiveness in different cultural settings are crucial for project initiation. The paper’s discussion on multicultural leadership can be compared with theories such as Hofstede's Cultural Dimensions Theory, which categorizes national cultures and can inform project managers’ approaches to leadership. Additional resources might include House et al.’s (2004) Globe Study, providing a broader perspective on leadership across cultures.

Figure 1 Proposed Project Professionals Ability Framework for the 21st Century- source authors (Anglani, Pennetta, Reaiche, & Boyle, 2023)

2.1.5 Integration of Technology in Project Management

The paper highlights the integration of technology as vital in modern project management. This can be linked to the Technology Acceptance Model (TAM) by Davis (1989), which explains how users come to accept and use technology. Literature such as Döhring et al. (2021) could explore the accelerated digitalization due to the pandemic and its implications for project management practices.

2.2 Temporal leadership, team processes, and project team task performance International Journal of Project Management 10 August 2022 (Siddiquei, Fisher, & Hrivnak, 2022). 

2.2.1 Temporal Leadership in Project Management

The paper discussed the concept of temporal leadership and its significance in project management, emphasizing the strategic management of time to enhance team performance. Refer to Mohammed and Nadkarni's (2011) original conceptualization of temporal leadership and its impact on project team processes and performance. Explore how temporal planning and reminders by leaders, at different stages of the project, contribute to team success. Further research might involve Kozlowski et al. (2009) on the dynamism of leadership and how temporal aspects can be integrated into existing leadership models.

2.2.2 Team Processes and Performance

The paper discussed the relationship between team processes—transition and action processes— and project performance. Reference Marks et al.'s (2001) recurring phase model that outlines how teams operate in different phases of a project. Examine how temporal leadership behaviors 6influence these team processes. Additional literature, such as Mathieu and Rapp (2009), could be considered to understand how early project planning (transition processes) and mid-project execution (action processes) impact overall team performance.

Figure 2 Conceptual model (Siddiquei, Fisher, & Hrivnak, 2022)

2.2.3 Temporal Planning and Project Initiation

The paper detailed how temporal planning is crucial during the project initiation phase. Explain how it sets the foundation for project success by structuring timelines and setting clear objectives. Dive into the literature on the importance of initial planning in projects, referencing the work of Larson et al. (2020) on planning's impacts on subsequent project phases. Discuss how planning can mitigate common project pitfalls, as evidenced by Gersick (1988) in the theory of punctuated equilibrium.  

2.2.4 Temporal Reminders and Project Execution:

The paper analyzed the role of temporal reminders during the project execution phase. Discuss how these reminders help maintain the pace of work and ensure adherence to the project timeline, thereby facilitating action processes. Review studies like Gevers et al. (2006) which illustrate the benefits of temporal reminders in keeping teams aligned with project deadlines and objectives.  

2.2.5 The Impact of Temporal Leadership Across Project Phases:

The paper synthesized research findings on the different impacts of temporal leadership behaviors (planning and reminders) across various stages of the project lifecycle. Discuss the dynamic nature of leadership and its varying needs at different project stages, as suggested by Burke et al. (2017). Consider examining the longitudinal effects of leadership behaviors on team outcomes, citing recent studies that explore the temporal aspects of leadership in team settings.

2.3 Maximizing strategic value from megaprojects: The influence of information-feed on decision-making by the project manager International Journal of Project Management August 2012 (Eweje, Turner, & Müller, 2012).

2.3.1 Impact of Information Feed on Strategic Value

Eweje, Turner, and Müller (2012) underscore the critical role of information feed in determining the strategic value of oil and gas megaprojects. They demonstrate how decisions made by project managers, which significantly influence project outcomes, are deeply reliant on the quality and scope of information provided (Eweje et al., 2012).

2.3.2 Project Manager Decision-Making

The study emphasizes that the decisions of project managers are instrumental in the successful delivery of strategic value in megaprojects. Eweje et al. (2012) argue that these decisions, when based on comprehensive and timely information, can significantly mitigate the common risks associated with megaprojects in the oil and gas industry.

2.3.3 Contextual Factors Influencing Project Management

The research highlights how contextual factors, including the perceptions of senior management's priorities, impact project management decision-making. Eweje et al. (2012) illustrate that project managers' awareness of senior management's strategic drivers affects their decision-making processes and the overall success of megaprojects.

Figure 3 Research model (Eweje, Turner, & Müller, 2012)

2.3.4 Experience and Decision-Making

Interestingly, the paper points out that the expected correlation between project manager experience and decision-making efficacy was not supported by the findings. Eweje et al. (2012) contribute to the literature by suggesting that factors other than tenure, such as tactical and localized experience, may have a more substantial impact on the quality of decision-making in the context of megaprojects.

2.4 Enhancing project benefit realization through integration of line managers as project benefit managers International Journal of Project Management May 2016 (Dupont & Eskerod, 2016).

2.4.1 Significance of Line Managers in Project Benefit Realization

This section should outline the critical role of line managers in facilitating project success and benefit realization, as suggested by literature such as Raelin and Cataldo (2011). It should explore the gap identified in previous studies between project outcomes and actual benefit realization and propose the integration of line managers to fill this gap, based on the insights from Ashurst and Hodges (2010).

2.4.2 Projects as Vehicles for Organizational Change:

Discuss how projects are used as tools for implementing organizational change, with references to theories and frameworks from Lundin and Midler (1998) and Zwikael and Smyrk (2012). This section should highlight the definition of project benefits and the importance of structured benefit realization processes.

Figure 4 Model of project benefit managers and project benefit realization

(Dupont & Eskerod, 2016)

2.4.3 Empirical Examination of Line Managers as Project Benefit Managers

Detail the research methodology, justifying the case study approach as appropriate for exploring the nuanced role of line managers in project settings. Reference methodological frameworks from authors like Eisenhardt (1989) and Yin (2009) to underscore the validity of the qualitative, inductive research approach.

2.4.4 Operational Insights from Project Benefit Managers

Present findings from the case study, emphasizing the value added by line managers in the project benefit realization process. This part should highlight how line managers' operational knowledge and direct involvement lead to improved project compliance and benefit realization, resonating with the points made by Balogun (2003) and Floyd and Lane (2000).

2.4.5 Bridging Strategy and Execution through Line Managers

Engage in a discussion that links the case study findings back to the theoretical concepts, particularly focusing on the strategic role of line managers in bridging the gap between project execution and strategic goals. This should include reflections on the findings considering the broader literature, such as the works of Serra and Kunc (2014), and the theoretical implications of these findings.

2.4.6 Strategic Implications and Pathways for Future Research

Conclude with a summary of the strategic implications of integrating line managers as project benefit managers, drawing on the contributions to literature and practice. This section should also propose future research directions based on gaps identified, echoing the need for further exploration as suggested by Breese (2012) and Chih and Zwikael (2015).

2.2.3 Temporal Planning and Project Initiation

The paper detailed how temporal planning is crucial during the project initiation phase. Explain how it sets the foundation for project success by structuring timelines and setting clear objectives. Dive into the literature on the importance of initial planning in projects, referencing the work of Larson et al. (2020) on planning's impacts on subsequent project phases. Discuss how planning can mitigate common project pitfalls, as evidenced by Gersick (1988) in the theory of punctuated equilibrium.  

3. Discussion

The thematic literature review on "The impact of the project manager in the process of project initiation" reveals multifaceted dimensions where project managers play a crucial role. The synthesis of these varied insights underscores the evolving nature of project management and the growing demands on project managers in the contemporary project landscape.

The intersection of digital transformation and cultural intelligence, as discussed by Anglani et al. (2023), stresses the necessity for project managers to be adept in navigating digital frontiers with a high level of cultural awareness. This alignment with digital and cultural shifts is not merely additive; it represents a new paradigm where project managers must integrate digital tools and cultural intelligence seamlessly into project initiation practices. This integration, underpinned by frameworks such as Kotter’s Change Management and Earley & Ang’s cultural intelligence theory, sets a new standard for project management effectiveness, demanding a balanced approach to technological and human factors.

The concept of temporal leadership outlined by Siddiquei et al. (2022) adds another layer to this evolving role. The strategic management of time, coupled with a keen understanding of team dynamics and project phases, emerges as a critical component for successful project initiation and execution. Temporal leadership reinforces the notion that project managers must transcend traditional management practices, incorporating time-sensitive strategies and reminders to enhance team performance and project outcomes.

The findings from Eweje et al. (2012) regarding the strategic value of information in megaprojects further emphasize the importance of informed decision-making in project management. The role of project managers extends beyond the mere application of best practices to include the strategic interpretation and application of information. This capacity to leverage information for strategic decision-making, while navigating contextual and cultural complexities, underscores the intricate nature of modern project management.

Lastly, the integration of line managers as project benefit managers, as suggested by Dupont & Eskerod (2016), highlights an emerging trend in project management. This approach bridges the gap between project execution and strategic objectives, aligning project outcomes with organizational goals. The involvement of line managers, with their operational insights and strategic oversight, enriches the project management process, enhancing both compliance and benefit realization.

Collectively, these themes illuminate a comprehensive view of the project manager’s role in the initiation process. They reflect an expanded set of competencies, encompassing digital literacy, cultural intelligence, temporal leadership, strategic decision-making, and cross-functional integration. The convergence of these capabilities forms the backbone of effective project initiation, addressing both the dynamic challenges of today’s project environments and the complex interplay of global and technological factors.

Future research should continue to explore these dimensions, focusing on empirical studies that validate and extend the proposed frameworks and models. Additionally, the evolving role of  project managers in briditing strategy and execution, particularly in the context of digital and cultural shifts, represents a fruitful area for further investigation. As the project management landscape continues to evolve, so too must the tools, theories, and practices that underpin it, ensuring that project managers are equipped to navigate the complexities of modern projects and deliver strategic value effectively.

4. Conclusion

The examination of the seven peer-reviewed publications reveals that project management, particularly during the initiation phase, is becoming increasingly complex and multifaceted. The central concepts identified—Digital Transformation and Cultural Intelligence, Strategic Planning and Temporal Leadership, and Information Utilization and Decision-Making—illustrate the dynamic interplay of skills and knowledge required for today’s project managers (Anglani et al., 2023; Siddiquei et al., 2022; Eweje et al., 2012).

These findings highlight the necessity for project managers to adapt to rapidly changing technological environments, manage culturally diverse teams effectively, and make informed strategic decisions based on robust information feeds. Future research should delve deeper into these areas, offering empirical evidence and further theoretical development to support project managers in navigating the complexities of project initiation in an increasingly interconnected and digitalized world. This review underscores the critical need for continuous evolution and learning in the field of project management to meet the demands of contemporary project landscapes (Kudyba, 2020; Livermore, 2009; Larson et al., 2020).

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