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Integrating Empowerment into Project...

Walter, Scott Francis.

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Integrating Empowerment into Project Management to Enable Effective Delegation of Decision-Making Authority to Project Managers and Teams.

Record Type:	Electronic resources : Monograph/item
Title/Author:	Integrating Empowerment into Project Management to Enable Effective Delegation of Decision-Making Authority to Project Managers and Teams./
Author:	Walter, Scott Francis.
Published:	Ann Arbor : ProQuest Dissertations & Theses, : 2018,
Description:	221 p.
Notes:	Source: Dissertations Abstracts International, Volume: 79-12, Section: A.
Contained By:	Dissertations Abstracts International79-12A.
Subject:	Management. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=10815558
ISBN:	9780355961454

Integrating Empowerment into Project Management to Enable Effective Delegation of Decision-Making Authority to Project Managers and Teams.
Walter, Scott Francis.

Integrating Empowerment into Project Management to Enable Effective Delegation of Decision-Making Authority to Project Managers and Teams. - Ann Arbor : ProQuest Dissertations & Theses, 2018 - 221 p.

Source: Dissertations Abstracts International, Volume: 79-12, Section: A.

Thesis (Ph.D.)--Northcentral University, 2018.

This item must not be sold to any third party vendors.

This quantitative correlational study was an examination of the effects of workplace empowerment in project management to determine if the integration of empowerment into project management would have a significant effect on improving project outcomes. Both project management and workplace empowerment are proven independent methodologies for accomplishing work effectively, efficiently, and thoroughly. However, senior managers lack a data-based quantitative model to guide them on empowering project managers and teams with decision-making authority and accountability. This may be a contributing factor in the limited success of projects and cost overruns, schedule delays, missed opportunities, products that fail to meet customer expectations, and terminated projects. The research methodology used in this study enabled an examination of the perceived level of certain workplace empowerment attributes and project success by project managers to determine if there was a correlation, how strong the relationship was, and if a Project Management Empowerment Model (PMEM) accurately reflected this effect. The resulting data was analyzed using regression analyses and structural equation modeling that indicated a statistically significant correlation between the model attributes and project success. The data indicated that the presence of workplace empowerment in project management correlated with an increase of project success. However, additional qualitative and quantitative studies are required to refine the PMEM, and studies with an experimental research design are required to ascertain if this is a causal effect.

ISBN: 9780355961454Subjects--Topical Terms:

516664
Management.
Subjects--Index Terms:

Delegated project decision authority

Integrating Empowerment into Project Management to Enable Effective Delegation of Decision-Making Authority to Project Managers and Teams.
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300 $a 221 p.
500 $a Source: Dissertations Abstracts International, Volume: 79-12, Section: A.
500 $a Publisher info.: Dissertation/Thesis.
500 $a Includes supplementary digital materials.
500 $a Advisor: Bradley, Jama;McNamara, Patrick.
502 $a Thesis (Ph.D.)--Northcentral University, 2018.
506 $a This item must not be sold to any third party vendors.
520 $a This quantitative correlational study was an examination of the effects of workplace empowerment in project management to determine if the integration of empowerment into project management would have a significant effect on improving project outcomes. Both project management and workplace empowerment are proven independent methodologies for accomplishing work effectively, efficiently, and thoroughly. However, senior managers lack a data-based quantitative model to guide them on empowering project managers and teams with decision-making authority and accountability. This may be a contributing factor in the limited success of projects and cost overruns, schedule delays, missed opportunities, products that fail to meet customer expectations, and terminated projects. The research methodology used in this study enabled an examination of the perceived level of certain workplace empowerment attributes and project success by project managers to determine if there was a correlation, how strong the relationship was, and if a Project Management Empowerment Model (PMEM) accurately reflected this effect. The resulting data was analyzed using regression analyses and structural equation modeling that indicated a statistically significant correlation between the model attributes and project success. The data indicated that the presence of workplace empowerment in project management correlated with an increase of project success. However, additional qualitative and quantitative studies are required to refine the PMEM, and studies with an experimental research design are required to ascertain if this is a causal effect.
590 $a School code: 1443.
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650 4 $a Organization Theory. $3 3432359
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653 $a Delegated project responsibility
653 $a Project management
653 $a Project team
653 $a Systems theory
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