000			01766naa a2200253uu 4500
001			1060715040037
003			OSt
005			20190211175318.0
008			110607s2010 xx ||||gr |0|| 0 eng d
100	1		_aPAPKE-SHIELDS, Karen E. _944959
245	1	0	_aDo project managers practice what they preach, and does it matter to project success?
260			_aOxford : _bElsevier, _coct. 2010
520	3		_aOrganizations increasingly use projects to achieve business objectives but report that results often fall short of goals. A number of formal standards for managing projects have been developed intending to improve such project outcomes. However, research examining this assumption is scarce and has yielded mixed results. This paper presents the development and use of a set of metrics for assessing the use of project management (PM) practices in an empirical assessment of the relative use of different practices, and the link between the use of those practices and project success. Our analysis shows widely varying usage of different PM practices and differences in use depending on the context of the project. Further, our study indicates that the level of use of PM practices is indeed related to project success. Finally, the results suggest that the PM practices that make a difference may not be the most frequently used
650		4	_aGestão de Projetos _913021
650		4	_aMétodo _912245
650		4	_aTécnica Administrativa _912835
650		4	_aPesquisa Aplicada _913707
700	1		_aBEISE, Catherine _944960
700	1		_aQUAN, Jing _944961
773	0	8	_tInternational Journal of Project Management _g28, 7, p. 650-662 _dOxford : Elsevier, oct. 2010 _xISSN 02637863 _w
942			_cS
998			_a20110607 _b1504^b _cDaiane
998			_a20110808 _b0953^b _cKeicielle
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c39645 _d39645
041			_aeng