Underpinned by Process Approach
FEATURED PAPER
By Dr. Roman Titarenko & Dr. Nuno Da Camara
Xi’an Jiaotong-Liverpool University
Suzhou, China
Abstract
As projects have become more diverse and complex, effective schedule management now is crucial for successful project implementation. Nonetheless, there is a possibility for unique challenges to appear in organizations, and these challenges have to be addressed. To achieve this objective, the article studied project schedule management challenges based on responses from 51 managerial/senior-level staff members on the open-ended questions related to the project schedule management processes. Data analysis, supported by process approach, was performed with the employment of systematic coding. The findings invite the conclusion that managing projects creates a fertile soil for challenges, related to the project schedule management processes, which extend to schedule management planning, defining and sequencing activities, activity duration estimation, schedule development, and schedule control. The research gave us an opportunity to discover a set of project schedule management challenges, find their effects and causes, and elaborate on possible countermeasures. Implications and recommendations for future research are stated.
Keywords: Project schedule management, Challenges, Process approach.
- Introduction
In recent years the interest in project management has significantly increased. It appears that the field of project management is expanding, and this trend is supported by the increasing importance of project work for the global economy (Harvey & Aubry, 2018). In addition, many researchers agree that managing projects is a difficult and challenging task (e.g., Niederman et al., 2018; Amer, 2020; Kahvandi et al., 2018). Project managers face various challenges on a daily basis, which despite the specific nature of projects, appear to share a common character (Walkowska, 2020). Every year there is a number of studies developed on the topic of project management challenges, but it still suffers from a lack of necessary attention (Patil, 2016).
Mossalam (2018) states, that the possibility for a project to be completed without encountering any troubles, obstacles and issues within its lifecycle from its concept till closure is noticeably low. Therefore, it is reasonable to expect that the topic of “project issue management” should have gained the corresponding importance, but the current situation shows that the required attention was not paid neither in the literature nor in the project management standards or practical use by project managers.
Project based practice is widespread in many organizations in a variety of industrial sectors. One of the determining features of this practice lies in the fact that projects are generally constrained by specified time limitations and cost budget. Moreover, there is a variety of uncertain factors that can potentially influence time and cost during project delivery (Olawale & Sun, 2014). The real challenge is not being definitely sure about the way and the time the risks are going to manifest themselves (Sachan et al., 2016).
The substantial level of uncertainty makes it unachievable for managers to predict all the possible risks (unknown unknowns) and stop all the problems related to the teams, levels of motivation and organization of work from appearing in the project (Raydugin, 2014).
Professional expertise in project management is in demand, and this trend seems to be rising without any signs of slowing down. This movement is caused by the increasing complication of processes connected to the environment, and the functioning of different organizations together with appearing problems through the implementation of the projects (Bukłaha et al., 2016).
Time is a crucial component of project management that requires such competencies as goals setting, planning, and prioritizing, which are necessary to achieve a better project performance (Oburu, 2020). Project schedule management can be compared to scope, cost, and quality management knowledge areas in terms of importance in PMBOK® Guide (Da Silva & de Oliveira, 2017).
Project scheduling offers a specified plan that shows how and when the project will provide the services, products, and results stated in the project scope and includes the processes necessary to ensure the timely completion of the project (PMI, 2017). The result of effective schedule management leads to an increase productivity and effectiveness (Oburu, 2020).
However, implementing good schedule control in practice is commonly considered to be a challenging task (Olawale, 2020). The efficiency of project management can be influenced by various causes, which can potentially lead to delays and cost deviations in the project (Ahbab et al., 2019). Schedule overruns is a reoccurring problem on large projects, despite evident progress of the project management profession (Simushi & Wium, 2020). The result of delays in the project negatively affects all project stakeholders (Oburu, 2020).
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How to cite this paper: Titarenko, R. & Da Camara, N. (2025). Investigation of Project Schedule Management Challenges Underpinned by Process Approach; PM World Journal, Vol. XIV, Issue II, February. Available online at http://pmworldlibrary.net/wp-content/uploads/2025/02/pmwj149-Feb2025-Titarenko-Camara-Investigation-of-Project-Schedule-Management-Challenges-2.pdf
About the Authors
Dr. Roman Titarenko
International Business School Suzhou,
Xi’an Jiaotong-Liverpool University,
Suzhou, China
Dr. Roman Titarenko is an Associate Professor of Practice at International Business School Suzhou, Xi’an Jiaotong-Liverpool University. He worked extensively in the project management industry before pursuing a career in education. Roman has got a significant working experience as a project manager and a business development director for international companies and private institutions operating in Russia – e.g., Coca-Cola Hellenic, The Stockholm School of Economics as well as Russian companies operating internationally.
He obtained his PhD degree from Russian State University of Management in 2001 where he conducted research related to the development of the conceptual model of the project management certification program. It greatly contributed to the creation of the project management certification system in Russia (IPMA-SOVNET certification).
From 2009 until joining XJTLU, Roman worked as an Associate Professor at some Russian universities, such as Russian State Social University and Plekhanov Russian University of Economics. He also gave lectures as a Visiting Professor at La Rochelle Business School (Excelia Group, France) and Cracow University of Economics (Poland). He is a certified project manager (IPMA Level C) by International Project Management Association.
His research interests lie primarily in project management, risk management, and strategic management. He can be contacted at Roman.Titarenko@xjtlu.edu.cn
Dr. Nuno da Camara
International Business School Suzhou,
Xi’an Jiaotong-Liverpool University,
Suzhou, China
Dr. Nuno da Camara is a Senior Associate Professor of Practice at International Business School Suzhou, Xi’an Jiaotong-Liverpool University. He is currently Director of the International MBA at IBSS-XJTLU and teaches courses on organisational behaviour, HR management, change management and emotional intelligence.
Nuno worked in industry for 14 years, as a corporate communications professional in the financial services sector, and later as a consultant advising companies on reputation management. He has worked for large organisations like Aviva, Clifford Chance and J P Morgan, as well as specialist agencies like Smithfield Financial and ReputationInc. He has also consulted with a variety of private, not-for-profit and public organisations on stakeholder research, employee engagement and change programmes.
Previously, he was Senior Lecturer and MBA Director at the University of Southampton in the UK. He did his PhD at Henley Business School (University of Reading) and his Masters at the London School of Economics (LSE) in the UK. Nuno is also a qualified executive coach and has a strong interest in leadership development.
His research interests lie primarily in employee motivation, organisational culture, corporate reputation, strategy and project management. He can be contacted at Nuno.Camara@xjtlu.edu.cn.