Improving and embedding project management practice in organisations — A qualitative study Gabriela Fernandes a , ⁎ , Stephen Ward b , 1 , Madalena Araújo a , 2 a University of Minho, Campus de Azurém, 4800-058 Guimarães, Portugal b University of Southampton, Highfield, Southampton SO17 1BJ, United Kingdom Received 16 September 2014; received in revised form 7 January 2015; accepted 15 January 2015 Available online 26 February 2015 Abstract This paper describes the results of a qualitative study to develop a framework to help organisations to embed useful project management improvement initiatives (PMIIs), which specifically aimed to identify key PMIIs and key embedding factors, based upon the circumstances encountered in different organisations. While the literature on PM provides some advice about PMIIs, understanding how to facilitate their embedment appears to be limited. However, research reported in the innovation literature provides a useful preliminary set of salient factors. A first attempt at framework conceptualisation based on a literature review was used as a starting point for exploratory empirical research. A series of thirty semi-structured interviews with PM professionals sought to identify additional PMIIs and embedding factors and check its salience. Analysis of the interviews data led to a framework comprising key 15 PMIIs and 26 key embedding factors, grouped into four improving themes and six embedding themes. © 2015 Elsevier Ltd. APM and IPMA. All rights reserved. Keywords: Improving; Embedding; Project management practice 1. Introduction In the past thirty years project management (PM) has developed substantially as a discipline and significantly increased in visibility and importance (Kwak and Anbari, 2009; Mir and Pinnington, 2014; Zhai et al., 2009). Business is becoming increasingly ‘projectised’ or project oriented (Martinsuo et al., 2006), and ‘management by projects’ has become a powerful way to integrate organisational functions and motivate groups to achieve higher levels of performance and productivity (Morris, 1997). Nevertheless, achieving effective PM remains a challenge. The Standish Group International (2009) found that, in the year 2008, only 32% of all the projects surveyed succeeded (i.e. were delivered on time, on budget, with the required features and functions); 44% were challenged (late, over budget and/or with less than the required features and functions) and 24% of projects failed (cancelled prior to completion or delivered and never used). These results highlight the importance of improving PM practice in organisations. Geraldi et al. (2008) raised the question of how to better develop and apply the knowledge of PM in projects. Cooke-Davies (2001) has studied a similar research question “What can be done to improve PM practices, and thus project performance?” As argued by Shi (2011), how to implement and improve PM in the ‘right way’ remains a relevant research topic. There are a large number of ways in which organisations can improve PM practice (Thomas and Mullaly, 2008). For example, the implementation of PM methodologies varies considerably, from very ad hoc and informal approaches, to methodologies that are formally defined and consistently adhered to. Different strategies are employed for training and employee development, namely through the implementation of PM career paths or PM certification systems. There are different approaches adopted in introducing project support ⁎ Corresponding author. Tel.: + 351 224093808, + 351 253510343. E-mail addresses: g.fernandes@dps.uminho.pt (G. Fernandes), scw@soton.ac.uk (S. Ward), mmaraujo@dps.uminho.pt (M. Araújo). 1 Tel.: + 44 2380592556, + 44 2380593844. 2 Tel.: + 351 253510344, + 351253510343. www.elsevier.com/locate/ijproman http://dx.doi.org/10.1016/j.ijproman.2015.01.012 0263-7863/00/© 2015 Elsevier Ltd. APM and IPMA. All rights reserved. Available online at www.sciencedirect.com ScienceDirect International Journal of Project Management 33 (2015) 1052 – 1067