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Contact Name
Wahyu Istiqo Marga
Contact Email
admin@journalpmresearch.com
Phone
+6281247558880
Journal Mail Official
admin@journalpmresearch.com
Editorial Address
18 Office Park 10th Floor Jalan TB Simatupang Kav. 18, Jakarta Selatan, 12520
Location
Kota adm. jakarta selatan,
Dki jakarta
INDONESIA
Journal of Project Management Research
Published by Avenew Indonesia
ISSN : -     EISSN : 31101119     DOI : https://doi.org/10.65303/journalpmresearch
JPMR’s Aim: Our primary aim is to provide a platform for the exchange of innovative ideas, methodologies, and findings that enhance the practice and understanding of project management across diverse industries. We strive to publish cutting-edge research that addresses current challenges, explores emerging trends, and offers practical solutions that have a meaningful impact on the field of Project Management. JPMR’s Scope: JPMR welcomes a wide range of contributions that address various aspects of project management. The journal’s scope encompasses, but is not limited to, the following areas: ⁠Project Management Methodologies and Frameworks ⁠Project Planning and Scheduling ⁠Project Risk Management ⁠Project Leadership and Team Dynamics ⁠Project Performance Measurement and Evaluation ⁠Innovation and Change Management in Projects ⁠Industry-Specific Project Management ⁠Sustainability and Ethics in Project Management ⁠Global and Cross-Cultural Project Management ⁠Technology and Tools for Project Management ⁠Project Portfolio Management Project Management Office ⁠Education and Training in Project Management
Articles 22 Documents
A Systematic Review of Change Control in Construction Projects: Causes, Impacts, and Challenges Apriani, Widya; Latief, Yusuf; Riantini, Leni Sagita
Journal of Project Management Research Vol. 2 No. 1 (2026): Journal of Project Management Research
Publisher : Avenew Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.65303/journalpmresearch.v2i1.82

Abstract

Construction projects experience frequent changes that significantly impact time performance. Existing change control systems remain fragmented and lack integration with digital technologies. Throughout the construction project lifecycle, dynamically occurring changes require structured and easily accessible information through the implementation of effective Change Management practices. Change control becomes a crucial element in project management to minimize delays, cost overruns, and conflicts. This study aims to identify critical gaps in current change control practices and propose on change management in construction projects, focusing on the comparison of best practice approaches, industry strategies, as well as opportunities for the development of new methods. Method: A systematic literature review (SLR) was conducted using the PRISMA approach. A total of 790 articles were initially identified, and 121 relevant studies were selected after screening. The findings indicate the existence of various change management systems, but there is no approach that comprehensively integrates knowledge, Work Breakdown Structure (WBS)-based change management, and Building Information Modeling (BIM) technology in one integrated framework. This research informs the development of an evolving change management system in construction project management. The contribution of this research is to provide new insights for academics and practitioners on the importance of technology integration and innovative strategies in construction project change management.
The Evolution of Project Management Offices (PMOs) Toward xMO Models in Organisations in Qatar Radi, Ayman; Radi, Aref
Journal of Project Management Research Vol. 2 No. 1 (2026): Journal of Project Management Research
Publisher : Avenew Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.65303/journalpmresearch.v2i1.83

Abstract

The Project Management Office has evolved from a function focused on project control, reporting, and compliance into a governance structure supporting strategic execution and organizational performance. This evolution has led to the emergence of extended PMO configuration, commonly referred to as xMO, which integrates portfolio governance, value management, and transformation leadership. Despite increasing recognition of xMOs in the literature, empirical evidence from the Middle East remains limited. This study examines the evolution of PMOs toward xMO models within project-based organizations in the State of Qatar. It assesses PMO maturity, explores factors influencing transformation, and evaluates relationships with organizational outcomes, including strategic alignment, governance effectiveness, and agility. The data reflect Qatar-based organizational environments and the perspectives of a diverse professional workforce typical of the sector. 

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