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Professor Terry Williams

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Terry Williams

Director of the Risk Institute


Organizational ambidexterity: using project portfolio management to support project-level ambidexterity (2019)
Journal Article
Petro, Y., Ojiako, U., Williams, T., & Marshall, A. (in press). Organizational ambidexterity: using project portfolio management to support project-level ambidexterity. Production planning & control, https://doi.org/10.1080/09537287.2019.1630683

The aim of this study is to assess the ability of project portfolio management practices to support the pursuit of ambidexterity at the project level through engagement with specific dimensions and mechanisms. The focus is on examining the operating/... Read More

A dimensional analysis of stakeholder assessment of project outcomes (2019)
Journal Article
Chipulu, M., Ojiako, U., Marshall, A., Williams, T., Bititci, U., Mota, C., …Stamati, T. (2019). A dimensional analysis of stakeholder assessment of project outcomes. Production planning & control, 30(13), 1072-1090. https://doi.org/10.1080/09537287.2019.1567859

Driven by an interest in developing a deeper understanding of stakeholder interests, this study undertakes a dimensional analysis of how different stakeholders assess project outcomes. Most importantly, in our analysis, we take into consideration the... Read More

The front-end of projects: A systematic literature review and structuring (2019)
Journal Article
Williams, T., Vo, H., Samset, K., & Edkins, A. (in press). The front-end of projects: A systematic literature review and structuring. Production planning & control, https://doi.org/10.1080/09537287.2019.1594429

This paper summarises the results of a comprehensive systematic literature survey on the front-end of a project, commissioned by the Project Management Institute. The dedicated literature on the front-end is sparse: although the front-end has been sh... Read More

Organizational ambidexterity: a critical review and development of a project focused definition (2019)
Journal Article
Petro, Y., Ojiako, U., Williams, T., & Marshall, A. (2019). Organizational ambidexterity: a critical review and development of a project focused definition. Journal of management in engineering, 35(3), https://doi.org/10.1061...%29ME.1943-5479.0000685

The objective of this paper is to explore a project-focused understanding of contemporary organisational ambidexterity literature. As part of this process, a taxonomical analysis of the elements and components of the concept of organisational ambidex... Read More

Systemic risk in major public contracts (2018)
Journal Article
Bloomfield, K., Williams, T., Bovis, C., & Merali, Y. (2019). Systemic risk in major public contracts. International Journal of Forecasting, 35(2), 667-676. https://doi.org/10.1016/j.ijforecast.2018.10.005

This paper presents a novel approach to the characterisation of “systemic risk” in the context of public sector procurement and contracting. We argue that contemporary risk management practices in project and programme management exhibit a number of... Read More

An examination of the ‘rule of law’ and ‘justice’ implications in Online Dispute Resolution in construction projects (2017)
Journal Article
Ojiako, U., Chipulu, M., Marshall, A., & Williams, T. (2018). An examination of the ‘rule of law’ and ‘justice’ implications in Online Dispute Resolution in construction projects. International journal of project management, 36(2), (301-316). doi:10.1016/j.ijproman.2017.10.002. ISSN 0263-7863

This paper examines the ‘rule of law’ and ‘justice’ implications of using Online Dispute Resolution (ODR) platforms as technology-mediated interfaces for small claim dispute resolution in construction projects. Data is obtained from a questionnaire s... Read More

The nature of risk in complex projects (2017)
Journal Article
Williams, T. (2017). The nature of risk in complex projects. Project management journal, 48(4), 55-66

Risk analysis is important for complex projects. However, systemicity makes evaluating risk in real projects difficult. Looking at the causal structure of risks is a start. But causal chains need to include management actions, motivations of project... Read More

Taming the ‘trolls’ : major public projects in the making (2016)
Journal Article
Klakegg, O. J., Williams, T., & Shiferaw, A. T. (2016). Taming the ‘trolls’ : major public projects in the making. International journal of project management, 34(2), 282-296. https://doi.org/10.1016/j.ijproman.2015.03.008

Major projects are not yet sufficiently understood, and practices in project governance and project management do not yet reflect the current state of knowledge of large, complex projects. In an attempt to understand the reasons, the authors therefor... Read More

Identifying Success Factors in Construction Projects: A Case Study (2015)
Journal Article
Williams, T. (2016). Identifying Success Factors in Construction Projects: A Case Study. Project management journal, 47(1), 97-112. https://doi.org/10.1002/pmj.21558

© 2015 by the Project Management Institute. Published online in Wiley Online Library. Defining "project success" has been of interest for many years, and recent developments combine multiple measurable and psychosocial factors that add to this defini... Read More

Building cultural intelligence: insights from project management job advertisements (2015)
Journal Article
Chipulu, M., Ojiako, U., Marshall, A., Williams, T., Neoh, J. G., Mota, C., & Shou, Y. (2016). Building cultural intelligence: insights from project management job advertisements. Production planning & control, 27(3), 133-147. https://doi.org/10.1080/09537287.2015.1083623

This paper examines how organisations that conduct worldwide recruitment of project management professionals can derive insight from the cultural preferences stated within project management job advertisements. Drawing on project management practitio... Read More