Development of fit-for-purpose project management

Abstract

The problem defined in this research is that the concept “fit-for-purpose” does not have a widely accepted definition in the research field of PM (project management). Also, the link between terms “fit-for-purpose” and ‘project management” has not been conceptualized. The main objective of this research is to investigate the link between fit-for-purpose and project management and applications of FFP-PM (Fit-for-purpose Project Management) approach. The main research question is formulated as: How can the term Fit-for-purpose and its development be defined in the field of project management? This research adopted a coupling of bibliometric analysis and content analysis to comprehensively answer this question. The bibliometric analysis was conducted on the literature from recent 20 years to investigate the link from a theoretical perspective. This stage follows a three-step method, with Step I looking into term ”fit-for-purpose” in all management areas, Step II exploring different forms of adaptations in the PM, and Step III building the links between the previous two steps. FFP-PM was defined as a set of wisely selected adaptive methodologies, tools and expertise to manage project activities. To investigate the links from the practical perspective, a content analysis was conducted on 117 student essays of the course WB3501 Fit-for-purpose Project Management from the past 8 years (2013-2021). Many PM practices that are fit-for-purpose in nature were identified and included in the key findings of this analysis. These practices cover many aspects in PM and it was further concluded that FFP-PM consists of a broad set of PM methodologies that can manifest their ways in many aspects throughout the life-cycle of the projects. To validate the results, the preliminary findings from the previous analyses were brought across to be tested with external practitioners via two in-depth interviews, to check weather and to what extent these findings reflect the PM in the real world. The results suggested that the majority of the findings are recognizable based on their experiences. A few adjustments were made after discussing comments through revisiting the literature. The main research question was then answered by establishing a theoretical framework of FFP-PM, the components of which cover the need factors, enabler factors, characteristics and required skills and competences of the project managers under the framework of FFP-PM. Projects under FFP-PM are defined and shaped by specific values and strategies, and managed with conscious decision-making in light of learnings from history experiences, risk management conducted close to the stakeholders’ values, and a welcoming attitude towards uncertainties and changes.