This study aims to explore the subject of performance evaluation in project management through the selection of relevant articles on the theme and their subsequent bibliometric analysis, in order to build knowledge among researchers on the subject. The research is characterized as exploratory, descriptive, theoretical-illustrative and adopts ProKnow-C (Knowledge Development Process-Constructivist) as an intervention tool. As a result, we obtain a set of 18 publications comprising the sample of relevant articles on the topic. From this sample, we found that the International Journal of Project Management is the most aligned with the research topic and the article “Plans are nothing, changing plans is everything: The impact of changes on project success” is the most cited in the sample. This paper highlights the most prominent authors and keywords of the bibliographic portfolio.
Dai, C.X. and Wells, W.G. (2004) An Exploration of Project Management Office Features and Their Relationship to Project Performance. International Journal of Project Management, 22, 523-532. http://dx.doi.org/10.1016/j.ijproman.2004.04.001
Kwak, Y.H. and Anbari, F.T. (2009) Analyzing Project Management Research: Perspectives from Top Management Journals. International Journal of Project Management, 27, 435-446. http://dx.doi.org/10.1016/j.ijproman.2008.08.004
Agarwal, N. and Rathod, U. (2006) Defining “Success” for Software Projects: An Exploratory Revelation. International Journal of Project Management, 24, 358-370. http://dx.doi.org/10.1016/j.ijproman.2005.11.009
Behn, R.D. (2003) Why Measure Performance? Different Purposes Require Different Measures. Public Administration Review, 63, 586-606. http://dx.doi.org/10.1111/1540-6210.00322
Lacerda, R.T.D.O., Ensslin, L. and Ensslin, S.R. (2014) Research Opportunities in Strategic Management Field: A Performance Measurement Approach. International Journal of Business Performance Management, 15, 158-174. http://dx.doi.org/10.1504/IJBPM.2014.060165
Dvir, D. and Lechler, T. (2004) Plans Are Nothing, Changing Plans Is Everything: The Impact of Changes on Project Success. Research Policy, 33, 1-15. http://dx.doi.org/10.1016/j.respol.2003.04.001
Neely, A., Gregory, M. and Platts, K. (1995) Performance Measurement System Design: A Literature Review and Research Agenda. International Journal of Operations & Production Management, 15, 80-116. http://dx.doi.org/10.1108/01443579510083622
Atkinson, R. (1999) Project Management: Cost, time and Quality, Two Best Guesses and a Phenomenon, Its Time to Accept Other Success Criteria. International Journal of Project Management, 17, 337-342. http://dx.doi.org/10.1016/S0263-7863(98)00069-6
Lauras, M., Marques, G. and Gourc, D. (2010) Towards a Multi-Dimensional Project Performance Measurement System. Decision Support Systems, 48, 342-353. http://dx.doi.org/10.1016/j.dss.2009.09.002
Cooke-Davies, T. (2002) The “Real” Success Factors on Projects. International Journal of Project Management, 20, 185-190. http://dx.doi.org/10.1016/S0263-7863(01)00067-9
Saaty, T.L. (1977) A Scaling Method for Priorities in Hierarchical Structures. Journal of Mathematical Psychology, 15, 234-281. http://dx.doi.org/10.1016/0022-2496(77)90033-5
Sarkis, J. (2003) Quantitative Models for Performance Measurement Systems—Alternate Considerations. International Journal of Production Economics, 86, 81-90. http://dx.doi.org/10.1016/S0925-5273(03)00055-0
Barzilai, J. (2001) On the Foundations of Measurement. Proceedings of IEEE International Conference on Systems, Man, and Cybernetics, Tucson, 7-10 October 2001, 401-406.
Richardson, R.J. and de Sousa Peres, J.A. (1999) Pesquisa social: Métodos e técnicas. Atlas, Säo Paulo.
Alavi, M. and Carlson, P. (1992) A Review of MIS Research and Disciplinary Development. Journal of Management Information Systems, 8, 45-62.
Azevedo, R.C., Ensslin, L., Lacerda R.T.O., França, L.A., González, C.J.I., Jungles, A.E. and Ensslin, S.R. (2011) Avaliação de desempenho do processo de orçamento: Estudo de caso em uma obra de construção civil. Revista Ambiente Construído, Porto Alegre.
Tasca, J.E., Ensslin, L., Ensslin, S.R. and Alves, M.B.M. (2010) An Approach for Selecting a Theoretical Framework for the Evaluation of Training Programs. Journal of European Industrial Training, 34, 631-655. http://dx.doi.org/10.1108/03090591011070761
Marafon, A.D., Ensslin, L., de Oliveira Lacerda, R.T. and Ensslin, S.R. (2012) The Implications of R & D Management for Organizational Effectiveness: A Literature Review. Proceedings of the IEEE International Technology Management Conference (ITMC), Dallas, 25-27 June 2012, 202-211.
Da Rosa, F.S., Ensslin, S.R., Ensslin, L. and Lunkes, R.J. (2012) Environmental Disclosure Management: A Constructivist Case. Management Decision, 50, 1117-1136. http://dx.doi.org/10.1108/00251741211238364
Adenfelt, M. (2010) Exploring the Performance of Transnational Projects: Shared Knowledge, Coordination and Communication. International Journal of Project Management, 28, 529-538. http://dx.doi.org/10.1016/j.ijproman.2009.10.004
Ahsan, K. and Gunawan, I. (2010) Analysis of Cost and Schedule Performance of International Development Projects. International Journal of Project Management, 28, 68-78. http://dx.doi.org/10.1016/j.ijproman.2009.03.005
Barclay, C. (2008) Towards an Integrated Measurement of IS Project Performance: The Project Performance Scorecard. Information Systems Frontiers, 10, 331-345. http://dx.doi.org/10.1007/s10796-008-9083-6
Biedenbach, T. and Müller, R. (2012) Absorptive, Innovative and Adaptive Capabilities and Their Impact on Project and Project Portfolio Performance. International Journal of Project Management, 30, 621-635.
Blindenbach-Driessen, F., Van Dalen, J. and Van Den Ende, J. (2010) Subjective Performance Assessment of Innovation Projects. Journal of Product Innovation Management, 27, 572-592. http://dx.doi.org/10.1111/j.1540-5885.2010.00736.x
Cao, Q. and Hoffman, J.J. (2011) A Case Study Approach for Developing a Project Performance Evaluation System. International Journal of Project Management, 29, 155-164. http://dx.doi.org/10.1016/j.ijproman.2010.02.010
De Oliveira Lacerda, R.T., Ensslin, L. and Ensslin, S.R. (2011) A Performance Measurement Framework in Portfolio Management: A Constructivist Case. Management Decision, 49, 648-668. http://dx.doi.org/10.1108/00251741111126530
De Oliveira Lacerda, R.T., Ensslin, L. and Ensslin, S.R. (2011) A Performance Measurement View of IT Project Management. International Journal of Productivity and Performance Management, 60, 132-151.http://dx.doi.org/10.1108/17410401111101476
Ling, F.Y.Y., Low, S.P., Wang, S.Q. and Lim, H.H. (2009) Key Project Management Practices Affecting Singaporean Firms’ Project Performance in China. International Journal of Project Management, 27, 59-71.http://dx.doi.org/10.1016/j.ijproman.2007.10.004
Marques, G., Gourc, D. and Lauras, M. (2011) Multi-Criteria Performance Analysis for Decision Making in Project Management. International Journal of Project Management, 29, 1057-1069. http://dx.doi.org/10.1016/j.ijproman.2010.10.002
Toor, S.-U.-R. and Ogunlana, S.O. (2010) Beyond the “Iron Triangle”: Stakeholder Perception of Key Performance Indicators (KPIs) for Large-Scale Public Sector Development Projects. International Journal of Project Management, 28, 228-236. http://dx.doi.org/10.1016/j.ijproman.2009.05.005
Unger, B.N., Gemünden, H.G. and Aubry, M. (2012) The Three Roles of a Project Portfolio Management Office: Their Impact on Portfolio Management Execution and Success. International Journal of Project Management, 30, 608-620. http://dx.doi.org/10.1016/j.ijproman.2012.01.015
Wi, H. and Jung, M. (2010) Modeling and Analysis of Project Performance Factors in an Extended Project-Oriented Virtual Organization (EProVO). Expert Systems with Applications, 37, 1143-1151. http://dx.doi.org/10.1016/j.eswa.2009.06.051
Yuan, J., Wang, C., Skibniewski, M., and Li, Q. (2012) Developing Key Performance Indicators for Public-Private Partnership Projects: Questionnaire Survey and Analysis. Journal of Management in Engineering, 28, 252-264.http://dx.doi.org/10.1061/(ASCE)ME.1943-5479.0000113