Top 150 Project Management Dissertation Topics [Updated]

Project Management Dissertation Topics

Project management is like the conductor of an orchestra, harmonizing various elements to achieve a masterpiece. Dissertation topics in this field are crucial as they delve into the heart of managing projects effectively. Whether you’re a budding project manager or a seasoned professional looking to deepen your understanding, choosing the right project management dissertation topic is paramount. Let’s embark on a journey to explore some intriguing project management dissertation topics that could spark your interest and contribute to this dynamic field.

How To Pick A Dissertation Topic?

Table of Contents

Picking what you’ll study for your big research project (dissertation) is a really important choice. Take your time and think about it carefully. Here are some steps to help you pick the right topic:

  • Reflect on your interests: Consider topics that genuinely interest you and align with your passion and expertise. Your enthusiasm will sustain you through the research process.
  • Review existing literature: Conduct a thorough review of literature in your field to identify gaps, unanswered questions, or emerging trends that could form the basis of your research.
  • Consider practical relevance: Choose a topic that has practical relevance and real-world implications for your field, industry, or community. Aim to address pressing issues or challenges faced by practitioners or organizations.
  • Consult with advisors and peers: Seek feedback from your academic advisors, mentors, or peers to get their perspectives on potential topics. They can give you good advice and assist you in making your ideas better.
  • Narrow down your focus: Once you have a broad topic in mind, narrow it down to a specific research question or area of investigation. Make sure your topic is manageable within the scope of your dissertation and aligns with the available resources and timeline.
  • Evaluate feasibility: Figure out if your topic is doable by checking if you can find enough information, if you have the right tools to study it, if it’s morally okay, and if there are any real-life limits that might get in the way. Ensure that you have access to the necessary resources and support to conduct your research effectively.
  • Stay flexible: Stay ready to change or improve your topic as you learn more during your research and find out new things. Your dissertation topic might change as you go, so it’s important to be open to that and be able to adjust along the way.
  • Consider your long-term goals: Think about how your dissertation topic aligns with your long-term academic or career goals. Choose a topic that will allow you to develop valuable skills, make meaningful contributions to your field, and position yourself for future opportunities.

150 Project Management Dissertation Topics: Category Wise

Traditional vs. agile methodologies.

  • A comparative analysis of traditional waterfall and agile project management methodologies.
  • Evaluating the effectiveness of agile methodologies in software development projects.
  • Implementing agile practices in non-IT industries: challenges and opportunities.
  • The role of project management maturity models in transitioning from traditional to agile methodologies.
  • Agile project management in dynamic and uncertain environments: case studies from various industries.
  • Integrating hybrid project management approaches: combining elements of traditional and agile methodologies.
  • Assessing the impact of agile project management on team dynamics and collaboration.
  • Agile project management in large-scale and complex projects: lessons learned and best practices.
  • Overcoming resistance to agile adoption: strategies for organizational change management.
  • The future of project management: trends and innovations in agile methodologies.

Project Management Tools and Software

  • Evaluating the effectiveness of project management software in improving project outcomes.
  • Adoption and implementation of project management tools: a case study approach.
  • Comparing different project management software solutions: features, benefits, and limitations.
  • Customization vs. out-of-the-box implementation: factors influencing the choice of project management software.
  • The impact of cloud-based project management tools on remote team collaboration.
  • Enhancing project management efficiency through the integration of collaboration platforms and project management software.
  • Project management software usability and user experience: implications for adoption and usage.
  • Assessing the security and data privacy risks associated with project management software.
  • Trends in project management software development: artificial intelligence, automation, and predictive analytics.
  • The role of project management software vendors in driving innovation and industry standards.

Project Risk Management

  • Identifying and prioritizing project risks: a systematic approach.
  • Quantitative vs. qualitative risk analysis: comparing methods and outcomes.
  • Risk management strategies for high-risk industries: construction, aerospace, and defense.
  • The role of project risk management in achieving project success: evidence from case studies.
  • Incorporating risk management into project planning and decision-making processes.
  • Stakeholder engagement in project risk management: challenges and best practices.
  • Resilience and adaptability: building a risk-aware project culture.
  • Emerging risks in project management: cybersecurity threats, geopolitical instability, and climate change.
  • Risk management in agile projects: adapting traditional approaches to dynamic environments.
  • The future of project risk management: predictive analytics, big data, and machine learning.

Project Scheduling and Planning

  • Critical path analysis and its applications in project scheduling.
  • Resource leveling techniques for optimizing project schedules and resource allocation.
  • The role of project management offices (PMOs) in project scheduling and planning.
  • Earned value management (EVM) as a performance measurement tool in project scheduling.
  • Lean project management principles: minimizing waste and maximizing efficiency in project schedules.
  • Agile project planning techniques: iterative planning, sprint planning, and release planning.
  • Time management strategies for project managers: prioritization, delegation, and timeboxing.
  • The impact of schedule compression techniques on project duration and cost.
  • Project scheduling under uncertainty: probabilistic scheduling models and Monte Carlo simulation.
  • Real-time scheduling and adaptive planning: harnessing technology for dynamic project environments.

Leadership and Team Management

  • Transformational leadership in project management: inspiring vision and empowering teams.
  • The role of emotional intelligence in project leadership and team performance.
  • Cross-cultural leadership in multinational project teams: challenges and strategies.
  • Building high-performing project teams: recruitment, training, and team development.
  • Distributed leadership in virtual project teams: fostering collaboration and trust.
  • Conflict resolution strategies for project managers: mediation, negotiation, and arbitration.
  • Motivating project teams: rewards, recognition, and intrinsic motivation.
  • The impact of leadership styles on project outcomes: autocratic, democratic, and laissez-faire.
  • Gender diversity in project teams: implications for leadership and team dynamics.
  • Team resilience and psychological safety: creating a supportive and inclusive project environment.

Project Governance and Stakeholder Management

  • Project governance frameworks: roles, responsibilities, and decision-making structures.
  • Stakeholder identification and analysis: mapping stakeholder interests, influence, and expectations.
  • Effective communication strategies for project stakeholders: stakeholder engagement plans and communication channels.
  • Managing stakeholder conflicts and competing interests in projects.
  • Make sure companies do good things for the community and talk to the people affected by their projects.
  • Look at how the big bosses of a project make decisions and handle the people involved.
  • Accountability and transparency in project governance: reporting mechanisms and performance metrics.
  • Regulatory compliance in project management: legal requirements and industry standards.
  • Balancing stakeholder interests in project decision-making: ethical considerations and social responsibility.
  • Continuous improvement in project governance: lessons learned and best practices.

Project Finance and Cost Management

  • Project budgeting and cost estimation techniques: top-down vs. bottom-up approaches.
  • Cost-benefit analysis and return on investment (ROI) in project decision-making.
  • Earned value management (EVM) as a cost control tool in project management.
  • Managing project financial risks: budget overruns, resource constraints, and market fluctuations.
  • Project procurement and contract management: negotiating contracts, vendor selection, and performance monitoring.
  • Life cycle costing in project evaluation: considering long-term costs and benefits.
  • Value engineering and value management: optimizing project value while minimizing costs.
  • Financial modeling and scenario analysis in project finance: assessing project feasibility and viability.
  • Funding sources for project financing: equity, debt, grants, and public-private partnerships.
  • Project finance in emerging markets: challenges and opportunities for investment.

Project Quality Management

  • Total quality management (TQM) principles in project management: continuous improvement and customer focus.
  • Quality planning and assurance processes: setting quality objectives and quality standards.
  • Quality control techniques in project management: inspection, testing, and quality audits.
  • Six Sigma methodology and its applications in project quality management.
  • Lean principles in project management: eliminating waste and optimizing processes.
  • Measuring project quality performance: key performance indicators (KPIs) and quality metrics.
  • Building a culture of quality excellence in project teams: training, empowerment, and recognition.
  • Supplier quality management in project procurement: ensuring supplier compliance and performance.
  • Benchmarking and best practices in project quality management.
  • Continuous improvement in project quality: feedback loops, lessons learned, and process optimization.

Project Stakeholder Engagement and Communication

  • Stakeholder engagement strategies in project management: stakeholder analysis, mapping, and engagement plans.
  • Effective communication techniques for project managers: verbal, written, and nonverbal communication.
  • Managing virtual project teams: communication tools, technologies, and best practices.
  • Conflict resolution strategies for project stakeholders: negotiation, mediation, and collaboration.
  • Stakeholder communication in crisis situations: managing stakeholder expectations and maintaining trust.
  • Building trust and credibility with project stakeholders: transparency, integrity, and responsiveness.
  • Cultural sensitivity and communication in multicultural project teams.
  • The role of project managers as communication facilitators and mediators.
  • Communication challenges in cross-functional project teams: aligning diverse perspectives and priorities.
  • Measuring stakeholder satisfaction and feedback: surveys, interviews, and feedback mechanisms.

Project Human Resource Management

  • Human resource planning in project management: resource allocation, skills assessment, and capacity planning.
  • Talent management strategies for project teams: recruitment, training, and career development.
  • Team-building techniques for project managers: icebreakers, team-building exercises, and bonding activities.
  • Performance management in project teams: setting objectives, providing feedback, and evaluating performance.
  • Conflict resolution strategies for project managers: negotiation, mediation, and conflict coaching.
  • Diversity and inclusion in project teams: fostering a culture of equity, diversity, and inclusion.
  • Leadership development in project management: training, coaching, and mentorship programs.
  • Managing virtual project teams: communication, collaboration, and team cohesion.
  • Building resilience and well-being in project teams: managing stress, burnout, and work-life balance.

Project Procurement and Contract Management

  • Procurement planning and strategy development: make-or-buy decisions, sourcing options, and procurement methods.
  • Contract types and structures in project procurement: fixed-price, cost-reimbursable, and time-and-material contracts.
  • Supplier selection criteria and evaluation methods: vendor qualifications, bid evaluation, and supplier performance metrics.
  • Negotiation techniques for project managers: win-win negotiation, BATNA analysis, and concessions management.
  • Managing contracts and contractor relationships: contract administration, performance monitoring, and dispute resolution.
  • Outsourcing and offshoring in project procurement: risks, benefits, and best practices.
  • Legal and regulatory considerations in project procurement: compliance with procurement laws, standards, and regulations.
  • Contractual risk management: mitigating contract risks through indemnification clauses, insurance, and contingency planning.
  • Ethical considerations in project procurement: fairness, transparency, and integrity in procurement processes.
  • Continuous improvement in procurement and contract management: lessons learned, process optimization, and supplier feedback.

Project Sustainability and Social Responsibility

  • Integrating sustainability principles into project management: environmental stewardship, social equity, and economic viability.
  • Sustainable project planning and design: minimizing environmental impacts, maximizing resource efficiency, and promoting resilience.
  • Social impact assessment in project management: stakeholder engagement, community consultation, and social license to operate.
  • Sustainable procurement practices: ethical sourcing, fair trade, and supply chain transparency.
  • Green project management: reducing carbon emissions, conserving natural resources, and promoting renewable energy.
  • Corporate social responsibility (CSR) in project management: philanthropy, community development, and stakeholder engagement.
  • Sustainable infrastructure development: green buildings, sustainable transportation, and eco-friendly urban planning.
  • Environmental risk management in projects: assessing and mitigating environmental impacts and regulatory compliance.
  • Sustainable project financing: green bonds, impact investing, and sustainable finance mechanisms.
  • Sustainability reporting and disclosure: communicating project sustainability performance to stakeholders.

Project Innovation and Technology Management

  • Innovation management in project-based organizations: fostering a culture of creativity, experimentation, and learning.
  • Technology adoption and diffusion in project management: factors influencing technology acceptance and implementation.
  • Managing innovation projects: from ideation to commercialization, stage-gate processes, and innovation ecosystems.
  • Open innovation and collaborative project management: partnerships, co-creation, and knowledge sharing.
  • Digital transformation in project management: leveraging emerging technologies for project delivery and collaboration.
  • Artificial intelligence and machine learning in project management: predictive analytics, automation, and decision support systems.
  • Blockchain technology in project management: decentralized project governance, smart contracts, and supply chain transparency.
  • Virtual reality and augmented reality in project management: immersive training, visualization, and virtual collaboration.
  • Internet of Things (IoT) applications in project management: real-time monitoring, predictive maintenance, and asset tracking.
  • Data-driven project management: leveraging big data, analytics, and business intelligence for project insights and decision-making.

Project Governance and Compliance

  • Regulatory compliance in project management: legal requirements, industry standards, and certification programs.
  • Ethics and integrity in project governance: code of conduct, conflict of interest policies, and whistleblowing mechanisms.
  • Corporate governance and project management: alignment with organizational objectives, risk management, and performance oversight.
  • Internal controls and assurance mechanisms in project governance: auditing, monitoring, and accountability.
  • Project portfolio governance: prioritization, resource allocation, and strategic alignment.
  • Regulatory reporting and disclosure requirements: compliance with regulatory agencies, stakeholders, and investors.
  • Project audits and reviews: evaluating project performance, compliance, and lessons learned.
  • Governance of public-private partnerships (PPPs): contractual arrangements, risk allocation, and stakeholder engagement.
  • Continuous improvement in project governance: feedback loops, lessons learned, and process optimization.

Project Resilience and Change Management

  • Building project resilience: risk management, contingency planning, and adaptive strategies.
  • Change management in project management: managing resistance, communication, and stakeholder engagement.
  • Organizational resilience and project management: lessons from crisis management, business continuity planning, and disaster recovery.
  • Agile project management and organizational agility: responsiveness to change, iterative planning, and adaptive leadership.
  • Innovation and creativity in project management: fostering a culture of experimentation, learning, and adaptation.
  • Anticipatory project management: scenario planning, risk assessment, and proactive decision-making.
  • Crisis leadership and project management: decision-making under pressure, communication, and stakeholder management .
  • Change readiness assessment in project management: organizational culture, capacity building, and change champions.
  • Learning from failure: post-mortem analysis, root cause analysis, and continuous improvement.
  • Resilience in project teams: psychological safety, emotional intelligence, and well-being.

In conclusion, selecting the right project management dissertation topics is essential for exploring new frontiers, addressing pressing challenges, and making meaningful contributions to the field. By choosing a topic that aligns with your interests, expertise, and aspirations, you can embark on a rewarding journey of discovery and innovation in project management.

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Risk Management Dissertation Ideas

Published by Owen Ingram at January 2nd, 2023 , Revised On August 18, 2023

Identifying and assessing risks in various life situations is the focus of risk management dissertation topics. The key focus of risk management research topics is on risk prevention and risk mitigation. This field is growing in popularity among students every day because of the need for businesses and organisations to prevent and manage risks as part of their damage control strategies.

The decision of what to write about for your dissertation can be difficult. But there is no need to panic yet because you’ve come to the right place if you’re looking for risk management dissertation topics .

For Your Consideration, Here Are Some Excellent Risk Management Dissertation Ideas.

  • Investigating the relationship between risk management and organizational performance.
  • A review of the literature on the effects of decision support on risk management strategies in business contexts.
  • How do insurance companies approach risk management in their organizations? Is it fair, or do some changes need to be made to improve it?
  • Earthquake risk management should concentrate on potential barriers and opportunities.
  • A descriptive analysis of the relationship between earthquake risk management and earthquake insurance.
  • How social and environmental factors relate to risk management, either directly or indirectly.
  • A review of empirical evidence on long-term risk management.
  • Geotechnical risk management: a comparison of developed and developing countries.
  • Investigating the guidelines and principles related to the risk management domain.
  • The impact of the relationship between key individuals and business concepts, as well as the degree to which risk management tools are related.
  • Investigating the connection between consumer safety and risk management.
  • A quantitative study focuses on the factors for optimizing risk management in services.
  • A detailed review of empirical evidence for a futuristic analysis of the risk management domain.
  • Which of the following factors is a business’s most important risk management?
  • Smart grid security risk management is a new area to research.
  • Investigating the risk management strategies used in organizations in the UK.
  • A correlational study of risk management and population health.
  • Investigating the relationship between supply chain risk management and performance measurement.
  • International comparison of traditional versus modern risk management strategies.
  • A review of the literature on an international disaster risk management system.
  • A descriptive analysis of risk management strategies in the pharmaceutical development industry.
  • A correlational analysis of the relationship between risk perception and risk management.
  • Focus on potential challenges and interventions in enterprise risk management.
  • Risk management and big data in engineering and science projects.
  • A review of empirical evidence on community-based disaster risk management.
  • Portfolio risk management should emphasize the significance of six sigma quality principles.
  • Using financial tools and operational methods to integrate supply chain risk management.
  • Discovering risk management’s practical applications in Third World countries. Risk Management in a Supply Chain: How Have Current Trends in Global Supply Chain Management Influenced the Evolution of Risk-Management Strategies?
  • Critical Success Factors for Financial Services Organizations Implementing an Operational Management System.

Nothing is more critical to a business than managing risks, whether large or small and bringing positive results to their customers. There is no doubt that the course will be interesting, and you will be able to find topics to write about using research methods such as diversity. Get expert assistance with your dissertation topics by placing an order for our dissertation topic and outline service today. You can take inspiration from the above-mentioned risk management dissertation ideas as well.

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How to find dissertation topics about risk management.

To find risk management dissertation topics:

  • Study industry challenges.
  • Explore emerging risks.
  • Analyze case studies.
  • Review risk frameworks.
  • Consider regulatory changes.
  • Select a specific risk aspect or sector that intrigues you.

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research topics on project risk management

Project Management Research Topics: Breaking New Ground

research topics on project risk management

According to a study by the Project Management Institute (PMI), a significant 11.4% of business investments go to waste due to subpar project performance.

That’s why students need to study project management in college - to move the progress further and empower businesses to perform better. It is crucial for students as it equips them with essential skills, including organization, teamwork, problem-solving, and leadership, which are highly transferable and sought after in the professional world. It enhances their career prospects, teaches adaptability, and fosters a global perspective, preparing them for success in a diverse and rapidly evolving job market.

In this article, you will learn the definition of a project management research paper, discover 120 excellent topics and ideas, as well as receive pro tips regarding how to cope with such an assignment up to par. 

Definition of What is Project Management

Project management is the practice of planning, executing, controlling, and closing a specific project to achieve well-defined goals and meet specific success criteria. It involves efficiently allocating resources, including time, budget, and personnel, to ensure that a project is completed on time, within scope, and within budget while delivering the intended results or deliverables. 

Project management encompasses various methodologies, tools, and techniques to ensure that projects are successfully initiated, planned, executed, monitored, and completed in an organized and systematic manner.

Students can learn project management in colleges and universities, online courses, professional associations, specialized schools, and continuing education programs. Despite the type of institution, most students rely on an essay writing service to ensure their academic progress is positive.  

Achieve Excellence in Project Management Essays

Need a standout essay on the latest project management trends? Our experienced writers are here to provide you with a meticulously researched and expertly written paper, ensuring you stay ahead in your academic journey.

What Is a Project Management Research Paper?

Project management research papers are academic documents that explore various aspects of project management as a field of study. These papers typically delve into specific topics, issues, or questions related to project management and aim to contribute new knowledge or insights to the discipline. Project management research papers often involve rigorous analysis, empirical research, and critical evaluation of existing theories or practices within the field.

Key elements of a project management research paper include:

project management research

  • Research Question or Problem: Clearly defines the research question, problem, or topic the paper aims to address.
  • Literature Review: A comprehensive review of existing literature, theories, and relevant studies related to the chosen topic.
  • Methodology: Describing the research methods, such as surveys, case studies, interviews, or data analysis techniques.
  • Data Collection and Analysis: If applicable, presenting and analyzing data to support the research findings.
  • Discussion: An in-depth discussion of the research findings and their implications for the field of project management.
  • Conclusion: Summarizing the key findings, their significance, and potential future research directions.

Project management research papers can cover various topics, from best practices in project management to emerging trends, challenges, and innovations in the field. They are a valuable resource for both academics and practitioners, offering insights that can inform project management practices and decision-making.

Project Management Research Topics Selection Tips

Selecting an appropriate topic for a project management research paper is crucial for the success of your research. Here are some tips to help you choose the right research topic:

  • Start by considering your own interests and passion within the field of project management. 
  • Choose a topic that has practical applications and can contribute to the discipline.
  • Avoid overly broad topics. Instead, narrow down your focus to a specific aspect or issue within project management. 
  • Seek guidance from your professors, academic advisors, or mentors. 
  • Conduct a preliminary literature review to see what research has already been done in your area of interest. 
  • Aim for originality by proposing a research topic or question that hasn't been extensively explored in the existing literature.
  • Consider the feasibility of your research. Ensure your research is practical and achievable within your constraints.
  • Clearly define your research questions or objectives. 
  • Think about the practical applications of your research. 
  • Ensure that your research topic and methodology adhere to ethical standards. 
  • Think about the research methods you will use to investigate your topic. 
  • Consider involving stakeholders from the industry, as their insights can provide practical relevance to your research.
  • Keep in mind that your research may evolve as you delve deeper into the topic. 
  • Be open to adapting your research questions and methodology if necessary.

By following these tips, you can select a project management research topic that is not only relevant and original but also feasible and well-aligned with your academic and career goals. Sounds challenging and time-consuming? Simply type ‘ write an essay for me ,’ and our experts will help you settle the matter. 

Best Project Management Research Topics and Ideas

Here is a list of the 50 best topics for a project management paper. These topics cover many project management areas, from traditional project management methodologies to emerging trends and challenges in the field. You can further refine and tailor these topics to match your specific research interests and objectives.

  • Agile Project Management in Non-IT Industries.
  • Risk Management Strategies for Large-Scale Projects.
  • The Role of Leadership in Project Success.
  • Sustainability Integration in Project Management.
  • Challenges in Virtual Project Management.
  • The Impact of Artificial Intelligence on Project Management.
  • Project Management Best Practices in Healthcare.
  • Lean Project Management Principles.
  • Project Portfolio Management in Multinational Corporations.
  •  The Use of Blockchain in Project Management.
  •  Cultural Diversity and Its Effects on Global Project Teams.
  •  Managing Scope Creep in Project Management.
  •  Project Management in Crisis Situations.
  •  Agile vs. Waterfall: A Comparative Analysis.
  •  Project Governance and Compliance.
  •  Critical Success Factors in Public Sector Projects.
  •  Benefits Realization Management in Project Management.
  •  Agile Transformation in Traditional Organizations.
  •  Project Management in the Digital Age.
  •  Sustainable Project Procurement Practices.
  •  The Role of Emotional Intelligence in Project Leadership.
  •  Project Management in the Healthcare Industry.
  •  Effective Communication in Virtual Project Teams.
  •  Agile Project Management in Software Development.
  •  The Impact of Project Management Offices (PMOs).
  •  Project Management in the Construction Industry.
  •  Project Risk Assessment and Mitigation.
  •  IT Project Management Challenges and Solutions.
  •  Project Management in Startups and Entrepreneurship.
  •  Lean Six Sigma in Project Management.
  •  Project Management Software Tools and Trends.
  •  The Role of Change Management in Project Success.
  •  Conflict Resolution in Project Teams.
  •  Project Management in the Pharmaceutical Industry.
  •  Scrum vs. Kanban: A Comparative Study. 
  •  Managing Cross-Cultural Teams in International Projects.
  •  The Future of Project Management: Trends and Forecasts.
  •  Effective Resource Allocation in Project Management.
  •  Project Procurement and Vendor Management.
  •  Quality Assurance in Project Management.
  •  Risk Assessment in IT Project Management.
  •  Benefits and Challenges of Hybrid Project Management Models.
  •  Agile Transformation in Large Organizations.
  •  The Role of Data Analytics in Project Management.
  •  Project Management for Non-Profit Organizations.
  •  Continuous Improvement in Project Management.
  •  The Impact of COVID-19 on Project Management Practices.
  •  The Role of Project Management in Innovation.
  •  Project Management in the Aerospace Industry.
  •  The Influence of Project Management on Organizational Performance.

Simple Project Management Research Ideas

Here are 10 simple project management research ideas that can serve as a foundation for more in-depth research:

The Impact of Effective Communication on Project Success: Investigate how clear and efficient communication within project teams influences project outcomes.

Project Management Software Adoption and Its Effects: Examine the adoption of project management software tools and their impact on project efficiency and collaboration.

Factors Affecting Scope Creep in Project Management: Identify the key factors contributing to scope creep and explore strategies to prevent it.

The Role of Project Management Offices (PMOs) in Organizational Performance: Analyze the performance, improving project success rates and enhancing overall project management maturity.

Agile Project Management in Non-Software Industries: Study how Agile project management principles can be adapted and applied effectively in non-IT industries, such as manufacturing, healthcare, or construction.

Project Risk Management Strategies: Investigate the best practices and strategies for identifying, assessing, and mitigating risks in project management.

Stakeholder Engagement in Project Success: Explore the significance of stakeholder engagement and its impact on project outcomes, including scope, quality, and stakeholder satisfaction.

Project Management in Small Businesses: Analyze the unique challenges and opportunities of project management in small businesses and startups, considering resource constraints and growth objectives.

Sustainability Practices in Project Management: Investigate how project managers can integrate sustainability principles into project planning and execution, with a focus on environmental and social responsibility.

Change Management in Project Transitions: Examine the role of change management in ensuring smooth transitions between project phases or methodologies, such as moving from Waterfall to Agile.

Interesting Project Management Research Paper Topics

These research paper topics offer opportunities to explore diverse aspects of project management, from leadership and ethics to emerging technologies and global project dynamics.

  • The Impact of Effective Communication on Project Success.
  • Project Management Software Adoption and Its Effects.
  • Factors Affecting Scope Creep in Project Management.
  • The Role of Project Management Offices (PMOs) in Organizational Performance.
  • Agile Project Management in Non-Software Industries.
  • Project Risk Management Strategies.
  • Stakeholder Engagement in Project Success.
  • Project Management in Small Businesses and Startups.
  • Sustainability Practices in Project Management.
  •  Change Management in Project Transitions.

Still can’t find an interesting topic? Maybe you’re in writer’s block. But we have a solution to this, too - a research paper writing service from real academic professionals! 

Research Project Topics in Business Management

Here are ten research project topics in business management. They encompass various aspects of business management, from leadership and diversity to sustainability and emerging trends in the business world.

  • The Impact of Leadership Styles on Employee Motivation and Productivity.
  • Strategies for Enhancing Workplace Diversity and Inclusion.
  • The Role of Emotional Intelligence in Effective Leadership.
  • Sustainable Business Practices and Their Effects on Corporate Social Responsibility.
  • Innovation and Technology Adoption in Small and Medium-Sized Enterprises (SMEs).
  • Financial Management Strategies for Small Businesses and Startups.
  • Effective Marketing Strategies in the Digital Age.
  • The Challenges and Opportunities of Global Expansion for Multinational Corporations.
  • Supply Chain Management in a Post-Pandemic World: Resilience and Adaptability.
  •  Consumer Behavior and Market Trends in E-Commerce.

Software Project Management Dissertation Topics

These dissertation topics cover a range of critical issues and strategies in software project management, from risk management to AI integration and agile methodologies.

  • Effective Software Project Risk Management Strategies.
  • Agile vs. Waterfall: Comparative Analysis in Software Project Management.
  • Requirements Management in Software Development Projects.
  • The Role of DevOps in Accelerating Software Project Delivery.
  • Software Project Management Challenges in Distributed and Remote Teams.
  • Quality Assurance and Testing Practices in Software Project Management.
  • Managing Scope Changes and Requirements Volatility in Software Projects.
  • Vendor Management in Outsourced Software Development Projects.
  • Project Portfolio Management in Software Organizations.
  •  The Impact of Artificial Intelligence in Enhancing Software Project Management.

Remember that research paper topics might also be used to write a dissertation. Check them out as well!

Ten Construction Project Management Research Topics

Offering you ten research topics in construction project management, which delve into various aspects of construction project management, from sustainability and safety to technology adoption and stakeholder engagement.

  • Optimizing Construction Project Scheduling and Time Management.
  • Risk Assessment and Mitigation in Large-Scale Construction Projects.
  • Green Building Practices and Sustainable Construction Management.
  • The Role of Technology in Improving Construction Project Efficiency.
  • Safety Management and Accident Prevention in Construction.
  • Contract Management in Public Infrastructure Projects.
  • Resource Allocation and Cost Control in Construction Project Management.
  • The Impact of Lean Construction Principles on Project Delivery.
  • Innovations in Prefabrication and Modular Construction Methods.
  •  Stakeholder Collaboration and Communication in Complex Construction Projects.

Ten Outstanding Project Administration Ideas for Research Paper

Let’s gain insights into the key aspects and focus areas of each research paper topic in project administration. Researchers can further refine these 10 topics to address specific research questions and objectives. 

Innovative Strategies for Effective Project Communication and Collaboration: This topic explores innovative communication and collaboration methods that enhance project team coordination and overall project success. It may include the use of technology, virtual tools, or novel approaches to foster effective communication.

Integrating Sustainability into Project Management Practices: This research examines how project managers can incorporate sustainability principles into project planning, execution, and decision-making, contributing to environmentally and socially responsible project outcomes.

The Role of Emotional Intelligence in Project Leadership and Team Dynamics: This topic delves into the significance of emotional intelligence in project leadership, focusing on how emotional intelligence influences team dynamics, motivation, and project performance.

Agile Project Management in Non-Traditional Industries: Opportunities and Challenges: It explores adopting Agile project management methodologies outside the software development domain, discussing the opportunities and challenges of applying Agile in industries like healthcare, manufacturing, or construction.

Crisis Management and Resilience in Project Administration: This topic investigates crisis management strategies and the development of project resilience to navigate unexpected disruptions, disasters, and unexpected events affecting project progress.

The Impact of Change Management in Successful Project Implementation: It examines the critical role of change management in ensuring smooth transitions between project phases, methodologies, or organizational changes, contributing to project success.

Ethical Decision-Making in Project Management: Balancing Objectives and Integrity: This research delves into the ethical dilemmas and decision-making processes project managers face and explores frameworks for ethical behavior in project management.

Technology Integration and Digital Transformation in Project Administration: It discusses how the integration of technology, such as AI, IoT, and automation, is transforming project administration practices and improving efficiency and project outcomes.

Risk Management and Contingency Planning in Large-Scale Projects: This topic focuses on risk management strategies and the development of effective contingency plans to mitigate risks in complex, large-scale projects.

Project Governance and the Influence of Regulatory Compliance: It explores project governance structures, including the impact of regulatory compliance on project management, risk management, and decision-making processes. In case you need aid with complex senior year papers, consult capstone project writing services . 

Ten Healthcare Project Management Research Topics

These research topics address various aspects of healthcare project management, from facility construction and technology implementation to quality improvement and crisis management. Researchers can explore these topics to contribute to the improvement of healthcare project outcomes and patient care.

  • Optimizing Healthcare Facility Construction and Renovation Projects.
  • Effective Implementation of Electronic Health Records (EHR) in Hospitals.
  • Managing Change in Healthcare Organizations: A Project Management Perspective.
  • Telemedicine Project Management and its Impact on Healthcare Delivery.
  • Healthcare Project Risk Management: A Case Study Analysis.
  • Patient-Centered Care Initiatives and Project Management Best Practices.
  • Quality Improvement Projects in Healthcare: Challenges and Success Factors.
  • Healthcare Supply Chain Management and Project Efficiency.
  • The Role of Project Management in Healthcare Crisis Response (e.g., Pandemics).
  •  Measuring the Impact of Lean Six Sigma in Healthcare Process Improvement Projects.

When you find a topic - what’s next? Check out this guide on how to research a topic !

Project management is a dynamic and ever-evolving discipline, offering a rich landscape for research and exploration. Whether you are a student seeking captivating project management research topics or a seasoned professional looking to address real-world challenges, our list of topics provides a valuable starting point. 

The key to successful research in project management lies in identifying a topic that aligns with your interests and objectives, allowing you to make meaningful contributions to the field while addressing the pressing issues of today and tomorrow. If you need support executing your research or project, you might consider the convenience of our online services. Simply request " do my project for me " and connect with experts ready to assist you in navigating the complexities of your project management tasks.

So, delve into these research topics, choose the one that resonates with your passion, and embark on a journey of discovery and advancement in the world of project management. If you feel stressed or overwhelmed with the workload at some point, pay for a research paper to gain a competitive edge and save valuable time. 

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ICEME '19: Proceedings of the 2019 10th International Conference on E-business, Management and Economics

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The characteristics of scientific research projects determine that there are more uncertainties in project risks. In addition to common risks such as contracts, taxes and funds, more attention should be paid to the risks of time, technology, member change, coordination and target change, so that professional project managers can participate in project risk management as soon as possible.

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Based on Hall's "three-dimensional structure system", combined with the characteristics of defense research projects, according to the theory, technology and methods of project risk management, the multilevel defense research project risk management ...

Risk management for IT and software projects

Risk management can be defined as a systematic process for identifying, analyzing and controlling risks in projects or organizations. Definitions and illustrations of risks are given; in particular, a list of ten risk factors which occur most frequently ...

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Controlling risk in software projects is considered to be a major contributor to project success. This paper reconsiders the status of risk and risk management in the literature and practice. The analysis is supported by a study of risk practices in ...

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Successful implementation of project risk management in small and medium enterprises: a cross-case analysis

International Journal of Managing Projects in Business

ISSN : 1753-8378

Article publication date: 16 February 2021

Issue publication date: 20 May 2021

Despite the emergence and strategic importance of project risk management (PRM), its diffusion is limited mainly to large companies, leaving a lack of empirical evidence addressing SMEs. Given the socio-economic importance of SMEs and their need to manage risks to ensure the success of their strategic and innovative projects, this research aims to investigate how to adopt PRM in SMEs with a positive cost–benefit ratio.


This study presents an exploratory and explanatory research conducted through multiple-case studies involving 10 projects performed in Spanish and Italian small and medium-sized enterprises (SMEs).

The results obtained highlight how project features (commitment type, innovativeness, strategic relevance and managerial complexity) and firms' characteristics (sector of activity, production system and access to public incentives) influence PRM adoption, leading to different levels and types of benefits.


The paper offers practical indications about PRM phases, activities, tools and organizational aspects to be considered in different contexts to ensure the project's success and, ultimately, the company's growth and sustainability. Such indications could not be found in the literature.

  • Project risk management
  • Project management
  • Successful implementation

Ferreira de Araújo Lima, P. , Marcelino-Sadaba, S. and Verbano, C. (2021), "Successful implementation of project risk management in small and medium enterprises: a cross-case analysis", International Journal of Managing Projects in Business , Vol. 14 No. 4, pp. 1023-1045.

Emerald Publishing Limited

Copyright © 2020, Priscila Ferreira de Araújo Lima, Sara Marcelino-Sadaba and Chiara Verbano

Published by Emerald Publishing Limited. This article is published under the Creative Commons Attribution (CC BY 4.0) licence. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this licence may be seen at

1. Introduction

Risk Management (RM) is a very relevant process that can be related to many companies' survival. The strategic plan of the enterprises is frequently implemented by tackling projects, so project risk management (PRM) has arisen as a very important approach. Taking into account that SMEs make a very relevant contribution to the economy ( Turner et al ., 2010 ); the analysis and the understanding of the key processes of PRM in SMEs is a relevant and pressing question, and the guidelines and tools used by large firms are usually too expensive or too complex to be suitable for SMEs ( Pereira et al. , 2015 ).

Although the relationship between the utilization of a project management (PM) methodology and project success has been well established ( Joslin and Müller, 2015 ), a review of the literature shows that there is not enough deep case analysis about how SMEs have implemented an RM methodology and how the project and the company benefit from it. Therefore, this study aims to understand how PRM can be adopted by SMEs with a positive cost–benefits ratio, considering the managerial and organizational aspects.

Experiences of empirical investigations about RM in other areas, such as portfolio management, project control, multicultural environments, stakeholders management or value creation, have been analysed, but they have not taken into account the RM and the specific characteristics of SMEs ( Teller and Kock, 2013 ; Lin et al. , 2019 ; Liu et al ., 2015 ; Xia et al. , 2018 ; Willumsen et al. , 2019 ). Rodney et al. (2015) have developed an integrated model that simultaneously represents RM and all the PM processes, including the environmental factors, but requires the project manager's effort in establishing different scenarios and identifying and analysing different risks. Nevertheless, the resources that are needed to support the application of this model, in terms of time, costs and knowledge, are usually beyond the capability and affordability of SMEs. These resource-related constraints increase the SMEs’ vulnerability and lead them to an additional need of PRM adoption ( Blanc Alquier and Lagasse Tignol, 2006 ; Dallago and Guglielmetti, 2012 ).

However, the literature on RM has focused mainly on large companies, leaving a gap of empirical evidence addressing small companies ( Kim and Vonortas, 2014 ). A recent literature review conducted on the development paths of RM in SMEs identified the PRM stream as an emerging and relevant field of application only slightly studied ( de Araújo Lima et al ., 2020 ).

Given this gap of knowledge, the current study aims at contributing meaningfully to understand how PRM processes have been implemented in SMEs. Based on the analysis of 10 cases, the benefits of efficiently conducting PRM along the project lifecycle have been identified. Moreover, this paper depicts the enabling and hindering factors for SMEs to successfully adopt PRM with a positive cost–benefit ratio, to projects with different features and in different types of industries.

Additionally, these findings have allowed the researchers to obtain different clusters with specific procedures to follow in order to obtain different levels of benefits in the project. They also provide SME's project managers indications about RM-specific tools that are appropriate for particular innovation levels or specific economic sectors.

In the following section, the result of an in-depth search for previous publications related to PRM and, more specifically, related to PRM in SMEs, has been conducted. As it is described in Section 3 , the main aim of this paper is to identify how to implement a PRM in SMEs reaching high benefits without many resources. This research has been performed through a deep multiple-case study involving 10 projects conducted in Spanish and Italian SMEs. The objectives and methodology applied in the investigation are also detailed in the referred Section. The results obtained are included in Section 4 , organized in within-case analysis and cross-cases analysis. The implications of these results are discussed in the following section, where the different clusters that have been identified – according to the level of benefits obtained through the implementation of PRM – are explained.

2. Literature review

2.1 project risk management.

The specific characteristics of the projects, such as novelty, uniqueness, high number of stakeholders and temporality, indicate that RM is useful to successfully achieve the project's objectives ( PMI, 2017 ). PRM is an integral part of PM, a process in which methods, knowledge, tools and techniques are applied to a project, integrating the various phases of a project's lifecycle in order to achieve its goal ( ISO 21500, 2012 ; PMI, 2017 ).

According to the Project Management Book of Knowledge (PMBoK), all projects involve associated risks, the positive side of which facilitates achieving certain benefits ( PMI, 2017 ). Some of the overall qualitative definitions of risk are the possibility of an unfortunate occurrence, the consequences of the activity and associated uncertainties and the deviation from a reference value ( Aven, 2016 ). A common definition of risk related to PM is an uncertain event or condition that, if takes place, has both negative and positive effects on the project's objectives ( PMI, 2017 ; ISO 31000, 2018 ; Pritchard and PMP, 2014 ; A Project risk management in SMEs PM, 2004 ; TSO, 2009 ). Therefore, organizations must achieve, through PRM, a balance between the risk assumed and the expected benefit.

RM is considered one of the most relevant areas in the training of project managers ( Nguyen et al ., 2017 ); even the project stakeholders expect them to analyse the different risks that can affect projects.

The way risk is understood and described strongly influences the way risk is analysed, and hence it may have serious implications for RM and decision-making ( Aven, 2016 ). It is also important to consider risk as systemic as it allows the investigation of the interactions between risks and encourages the management of the causality of relationships between them, thus forcing a more holistic appreciation of the project risks ( Ackermann et al. , 2007 ).

Technical-operative risks: technology selection, risks related to materials and equipment, risks related to change requests and its implementation, design risks

Organizational risks related to human factors (organizational, individual, project team): risks derived from regulations, policies, behaviour (lack of coordination/integration, human mistakes related to lack of knowledge)

Contract risks: risks of the contract related to the project

Financial/economic risks: inflation, interest rates fluctuation, exchange rate fluctuation

Political risk: environmental authorizations, governmental authorizations

The RM process defined in ISO 31000:2018 is composed of the following phases: initiate (context analysis); identify (risk identification); analyse (qualification and quantification); treatment (plan and implement) and risk monitor and control (monitoring and re-evaluation). The process must be continuous throughout the project lifecycle to increase the chances of the project's success ( Raz and Michael, 2001 ).

Within these processes, communication acquires great importance within RM and is a key element in its success, but only Portman (2009) specifically analyses it. Communication is the basis that allows the entire project team (including the main stakeholders) to understand the context of the project to develop the PRM approach. It is also necessary to define the support structure to address the risks that materialize and to monitor them by periodically communicating the status of defined indicators.

RM helps to achieve project objectives in a much more efficient way as it facilitates the proactive management of problems and the maximization of benefits if opportunities materialize ( Elkington and Smallman, 2002 ; Borge, 2002 ). Teams work with greater confidence and a lower level of stress, which increases their effectiveness ( APM, 2004 ). However, it is clear that a large number of project managers still believe that RM involves a great deal of work, for which they do not have time, and this is particularly common in projects addressed by SMEs ( Marcelino-Sádaba et al. , 2014 ).

One of the biggest issues in performing RM is the lack of systematic risk identification methods that provide characteristic taxonomies for specific project types based on lessons learned from similar projects ( Pellerin and Perrier, 2019 ).

2.2 Project risk management in SMES

The importance of PRM carried out in SMEs has been analysed and highlighted in the literature ( Blanc Alquier and Lagasse Tignol, 2006 ; Naude and Chiweshe, 2017 ). For SMEs, PRM should be carried out at an early stage in the strategic selection of projects to be implemented because their success has a great influence on its survival. However, as Vacik et al. (2018) indicate in their study, only 4% of the companies studied in their research have used risk measurement methodologies in their decision-making, carrying out the process in a qualitative way.

Some studies are available to assist SMEs in identifying and managing risks in specific business sectors; for example in ICT, where software projects are characterized by a high level of uncertainty in the definition of requirements, RM acquires great importance for SMEs project management ( Neves et al. , 2014 ). There are other studies about risk identification and their management in this area, including the one of Sharif et al. (2013) , Lam et al. (2017) , and Taherdoost et al. (2016) .

Despite the fact that different web tools have been developed for SMEs to solve their biggest difficulties in RM ( Sharif and Rozan, 2010 ; Pereira et al. , 2015 ), RM is generally carried out in person by the project manager due to the high cost of a tool and the need for qualified staff to use it.

Many sectors, such as IT, construction and design, usually work by projects and therefore have information on the specific risks associated to them. In the construction sector, for instance, different analyses, methodologies and tools for RM could be identified ( Tang et al ., 2009 ; Rostami et al. , 2015 ; Oduoza et al ., 2017 ; Hwang et al ., 2014 ). The main problems – lack of time and budget – arise when implementing RM among SMEs in this sector.

Tupa et al. (2017) and Moeuf et al . (2020) have analysed the risks and opportunities inherent to SMEs in the new paradigm brought by the Industry 4.0, in which relationships between people and systems are characterized by high connectivity and a significant quantity of data and information to manage. As a result, a new information security risk has emerged. In addition, due to the new connection systems, it will be possible to establish new information flows that update the indicators established for RM. Due to the great importance of decision-making in project success, the training of project managers in these disciplines is one of the key factors that will affect the PRM in the future.

Sanchez-Cazorla et al. (2016) concluded in their study of PRM, “Risk Identification in Megaprojects”, that further empirical studies are required to provide process information over the project lifecycle. The literature review also shows that there are not enough studies on how PRM could be adapted to SMEs.

Although Marcelino et al. (2014) established a methodology related to the project lifecycle and Lima and Verbano (2019) analysed how to implement a PRM methodology with a positive cost–benefit ratio, more studies are needed about the real practice RM in SMEs, best practices in this area and how to adapt them to different economic sectors, company sizes or types of projects addressed.

From the literature review, it could be concluded that specific methodologies are needed for SMEs in order to tackle PRM in an effective way. Nevertheless, not many methodologies in the literature are suitable for SMEs and their specific characteristics since these methodologies require a great amount of resources or the availability of specific tools and software that SMEs usually do not have.

This paper presents a more detailed analysis of the process developed to obtain good practice patterns according to the different economic sectors and types of projects.

3. Objective and methodology

What are the main RM phases, activities, tools and organizational aspects adopted by SMEs in the PRM process?

What are the evidences and outcomes of PRM adoption in SMEs?

What are the enabling and hindering factors to perform PRM in SMEs?

In particular, RQ1 and RQ3 are formulated to understand how to adopt PRM in SMEs, and RQ2 is defined to identify the evidences and outcomes deriving from a successful PRM adoption.

To achieve the research objective and answer the research questions, an exploratory and explanatory research through multiple case studies was conducted as it is the most suitable methodology for this type of research ( Voss et al ., 2002 ; Eisenhardt and Graebner, 2007 ; Yin, 2009 ).

To this extent, a specific empirical framework proposed by Lima and Verbano (2019) for analysing multiple cases of PRM adoption in SMEs was used since it is the only one available in literature in order to analyse cases with objectives similar to the ones in this study. In Figure 1 the process followed to build the framework and the main constructs and variables investigated with the questionnaire can be observed.

The final questionnaire is structured in nine sections reflecting the framework:

Company and respondents profile;

Project overview (i.e. objectives, type of commitment, innovativeness, strategic relevance and managerial complexity of the project);

PRM organization (people involved, training, procedures)

PRM plan, risks and opportunities considered;

(5-8)regarding each PRM phases (risk identification, analysis, treatment, monitoring and control), activities, tools and difficulties faced; finally, PRM hindering and enabling factors were analysed for the whole process;

Evidences and outcomes of the PRM adoption (i.e. the benefits, time and costs of PRM implementation).

The questionnaire included close-ended questions (i.e. number of employees, total cost of the project, etc.), perception questions on a 5-point Likert scale (regarding for example the level of technology innovativeness of the project and the benefits obtained from PRM) and open-ended questions (concerning, for example, the activities and tools adopted and the difficulties faced in each PRM phase, the enabling and hindering factors for PRM adoption). The choice of the type of questions depends on:

the qualitative or quantitative nature of the specific object investigated,

its degree of novelty (i.e. there is a gap in the literature regarding the measurement of PRM benefits; therefore they have been investigated mostly with perception questions),

the interrelation among the specific object with other variables, leading to more significant comprehension with an open-ended question.

The semi-structured interviews, using this questionnaire, were the primary source of data collection, supplemented with documents related to the project.

A pilot case belonging to service industry in the ICT has been selected in order to test the questionnaire. In particular, this project has been chosen considering the large experience of the project manager and his willingness to collaborate to the study; therefore, this pilot case was very useful to verify comprehensibility and validity of the questionnaire and to improve it. Notwithstanding, this study was then excluded from the cases analysed because the company was expanding beyond the limits set for SMEs. Once verified the questionnaire, the sampling of the cases has started.

The project was the unit of analysis of the research, and three characteristics were necessary to fit the selection criteria: a project with PRM implementation; a cost–benefit ratio of PRM adoption higher than 1 and a project developed in an SME.

In order to obtain a broad sample and gain a deeper understanding of the topic of interest in different scenarios, heterogeneity among the cases was necessary. Therefore, in addition to the requested project's features, the researchers selected projects from different industrial sectors and with different end users (external or internal), in order to guarantee the external validity of the research ( Yin, 2009 ). An overview of the 10 selected cases with the main characteristics of the project is displayed in Table 1 .

All interviews were conducted on-site and, to avoid bias and ensure the construct's validity ( Voss et al ., 2002 ), at least two people who were highly involved in the project (project manager, technical leader, project management consultant) responded to the questions individually. The interviews were about 90 min in length and were conducted in the respondents' native languages, which incentivized them to give more information about the project since they felt more comfortable during the process; for this reason, the questionnaire was translated in Italian and in Spanish. After a preliminary analysis of the collected data, integrative information was often requested by phone or email, and a final verification with the respondents of the resulting project report was conducted. The last column of Table 1 displays the number of interviews and the number of interviewees respectively. The researchers have also analysed documents related to the project in order to increase data reliability and to ensure the project's internal validity through triangulation ( Voss et al ., 2002 ).

The interviews were recorded and transcribed for the data analysis. To analyse the collected data, the directed approach to content analysis, the goal of which is to validate or extend conceptually a theoretical framework or theory ( Hsieh and Shannon, 2005 ), was initially used. This approach consists of coding data before and during its analysis. After the initial coding through the semi-structured questionnaires, in order to refine the results, especially those that emerged from the open-ended questions, it was necessary to complete the coding process through a careful analysis of the interviews. As was indicated by Hsieh and Shannon (2005) , since the goal of the research was to identify and categorize all instances of a particular phenomenon, the recorded interviews were transcribed and inductively coded with descriptive coding (using a word or a specific phrase to aggregate the basic topics of the interview transcript) and in vivo coding methods (i.e. assigning a label corresponding to word or short phrase taken from the interview transcript). For example, one interviewee said that they “did not know well the risks”, while another one, in another case, said they needed “to understand well the risk”. Both these expressions were labelled as “lack of knowledge” regarding the possible impact of the risk. The resulting categories were important variables in the inter-cases comparisons.

The entirety of the coding process was done manually. Segments of data were initially summarized, and then pattern coding was applied independently by two research team members; any coding disagreements were discussed until agreement was reached on all coded portions of the interview, in order to overcome the reliability tests ( Tong et al ., 2007 ). Once this process was done, the within-case analysis was conducted. The aforementioned directed approach analysis and the coding process are part of the within-case data analysis. The main goal of a within-case analysis is to describe, understand and explain what has happened in the single case ( Miles et al. , 1994 ). After understanding each case individually, the cross-case analysis was performed, and, as supported by Myers (2000) , partial generalizations to similar populations were made.

The following cross-case analysis allows the researcher to strengthen a theory, built through examination of similarities and differences across cases. Eisenhardt (1989) states that analysing similarities and differences between pairs of cases is a powerful method to better understand the cases and obtain meaningful findings ( Eisenhardt, 1989 ; Voss et al ., 2002 ).

Replication strategy has been used during the cross-case analysis. In this strategy, a theoretical framework is applied to study one case in depth, and the successive cases are examined to see whether the identified pattern matches the pattern in previous cases (creating a cluster) ( Yin, 2009 ). Therefore, both within-case and cross-case analysis of the data were conducted as they are suitable for multiple-case studies ( Eisenhardt, 1989 ; Voss et al ., 2002 ; Yin, 2009 ).

4. Findings

4.1 results from within-case analysis.

The within-case analyses allowed the researchers to answer the research questions proposed in Section 3 . For each case, the results obtained from the questionnaire were carefully analysed. All information collected was organized into tables for the next phase of the data analysis. In addition, a figure with the PRM phases, the activities conducted, the tools used, the difficulties faced in each phase, the gaps in the process and the PRM results was created. Through these analyses, the enabling and hindering factors were identified and the PRM benefits were evaluated and graphically displayed. As an example of the information collected and the analyses conducted, Figure 2 displays the results of the within-case analysis for the first case study.

Phase 1 (risk identification): the main activities are context analysis, risk identification (both activities were conducted in 9 of the 10 cases), stakeholder analysis and opportunity identification; and the main tools are brainstorming (80%), checklist (70%), risk register (50%). It has been emerged that in only 40% of cases interviews with experts were conducted and in 20% of the projects SWOT analysis, FMEA, 5 Whys and root-cause analysis tools were used.

Phase 2 (risk analysis): the main activities are meetings (both formal and informal). Design-related activities and tests have been found in 40% of cases. The main tools are risk matrix, risk register, risk ranking. Nevertheless, 5 Why and expected money value (EMV).

Phase 3 (risk treatment): all the activities identified have the same relevance (between 20 and 40%) being communication/meetings, design/specification changes the most important ones. Other activities are outsourcing decisions, prototype testing, team monitoring and analysis on the job. In all the cases, the main tools were risk mitigation. risk transfer, risk avoidance and risk retention.

Phase 4 (monitor and control): the main activities are risk revaluation and periodic monitoring meeting. Action monitoring plan, meetings and problem replication have been executed in a less relevant way. A main tool does not arise in this phase, being change request monitoring, risk trigger monitoring and risk audit are the ones used.

These results are summarized in Figure 3 .

Responsible for PRM implementation (who)

People involved in the PRM process (which roles)

Roles in PRM clearly assigned (yes/no)

Internal PRM procedures adopted in the project (yes/no)

PRM training plan for the people involved in the project (yes/no)

In all cases, the project manager was responsible for the PRM implementation process. In some of the cases, members of the team or a PM consultant or function manager was involved. In eight cases, the roles in the PRM process were clearly assigned, and in seven cases, the internal PRM procedures were followed, while PRM training was conducted in only two cases.

The innovation, complexity and relevance of the projects were also assessed. Using a 5-point Likert scale, the interviewees were questioned about the project's technologic innovativeness, innovativeness for the market, project management complexity and strategic relevance. On average, the innovativeness for the market and the PM complexity were medium-high, while the project technologic innovativeness was high and the strategic relevance of the projects was even higher.

In the final section of the interview, the main outcomes and evidence of the PRM process were discussed. A list of benefits than can be obtained through the implementation of PRM was created by the researchers. Using a 5-point Likert scale once again, the interviewees were asked about their perception regarding the achievement of these seven benefits (eight in the cases with an external end-user) through PRM adoption, which was very satisfactory.

In addition to the benefits obtained through PRM, other important evidence emerged from the results. In all cases, PRM was considered useful, and the time/cost spent on its implementation was justified by the benefits, as required by the selection criteria. The interviewees of six projects believe that PRM should be adopted in all of the company's projects. In another two interviews, the respondents stated that PRM should be implemented in all innovative projects, while in the other two cases, the interviewees affirmed that the PRM process should be carried on in the strategic projects.

The last research question concerned the enabling and hindering factors for companies to adopt PRM. The respondents have pointed out the following as the enabling factors: previous PRM experience; support of a PM consultant with PRM experience; having a strategic/innovative project (which stimulates PRM adoption); a PRM report requested by the government/project financer and stakeholder support. In terms of the hindering factors, it has emerged that difficulties in the communication with the external client, lack of support from CEO/stakeholders (i.e. no recognition of PRM importance for the project's success) and PRM being seen as a “waste of time” by some of the people involved in the project are the most significant issues. The proof of the benefits obtained through PRM can be used by project managers to convince the CEO, the external clients and all the stakeholders to adopt PRM in the future projects; moreover, they could explain that those benefits could be achieved only with the cooperation of all actors involved in the projects.

Table 2 summarizes the findings obtained: the PRM organizational aspects in the projects, the level of innovativeness and complexity of the projects, the main evidences and the main benefits obtained through PRM implementation.

4.2 Results from cross-case analysis: pattern identification

Group 1: very high level of benefits (cases 4, 7 and 10)

Group 2a: high level of benefits – manufacturing (cases 1, 2 and 9)

Group 2b: high level of benefits – services (cases 5, 6 and 8)

Case 3 had a medium-high innovativeness level and lacked of PRM organization ( Table 2 ). Moreover, some of the PRM phases were poorly implemented, indicating that in this case the lack of structure in the PRM process had a negative impact on the benefits, which were all rated as medium. Given its specific characteristics and the poor results obtained, case 3 was excluded from the clusters.

In group 1 (very high benefits achieved), similarities in the project context (all Spanish manufacturing companies implementing projects with very high strategic relevance) and in the PRM organization (PRM roles assigned, internal procedures adopted and identification of the risk owner) were acknowledged. All companies have identified the same project risk types (i.e. technical-operative risks) and have used two specific tools and performed the same activities to manage these risks. The risks were constantly measured during the projects, and the project manager was responsible for PRM. A consultant with PRM experience in the micro and small company and a project manager with significant PRM experience were crucial for achieving very high benefits.

Six other cases have reached a high level of benefits and, based on the project context characteristics, were split into two groups: manufacturing (group 2a) and services (group 2b).

In the first group, composed of the manufacturing cases, projects have a very high level of innovation and complexity, and the contexts in which they exist are extremely similar. The roles involved in the projects were the same (project manager and project manager consultant), and the same project risks were identified. Several common activities were conducted, and common tools were used in the first three PRM phases.

The project manager's knowledge and experience in implementing PRM enabled the team to adopt process, notwithstanding the fact that in all cases difficulties were faced due to the lack of knowledge and competences about some technical project details (such as material's specific characteristics, client's ERP system that could generate problems in the project). Interesting evidence has emerged in these cases, with opportunities considered and pursued and the risk register being constantly updated as the most significant pieces of evidence.

The third group is formed by three services companies with a very high standard of PRM organization. In contrast to the previous groups, more project risk types were considered in these cases (three in total), which led to the individuation of specific risks in all projects. Similarities are identified in the PRM process, which was slightly adapted in each of the cases. Their strategic relevance has triggered the project managers to adopt PRM, regardless of their lack of knowledge about the difficulties to be faced. While identifying the risks, the opportunities were also considered in all cases.

The project studied in case 3 reached a mid-range level of benefits. Regardless of the project's high level of innovativeness and medium-high level of project management complexity, no PRM roles were assigned, no internal procedures were followed and no PRM training was conducted, indicating a poor level of organization in both cases. The risk analysis was performed sketchily, and there were issues during the “go-live” phase of the project. According to the project manager, “PRM has to be well implemented, otherwise the time dedicated to it will be a waste”. Therefore, in this case, PRM was adopted, and the results were positive, but it is likely that with a better PRM approach, the project would have obtained higher benefits. Given the specific characteristics of the case and the impossibility of replicating the results, this project was not clustered.

Figure 4 summarizes the characteristics of the clusters obtained.

Comparing the benefits graphs in Figure 4 , it could be concluded that the main difference between group 1 (very high level of benefits) and groups 2a and 2b (high level of benefits) is a better decision-making process in the first group. This feature, together with the PRM knowledge of the people involved in the project, led to a better project control (budget, project performance and lower risk impact). On the other hand, the evaluation of budget reserve does not seem to be significantly impacted by PRM, being the lowest perceived benefit in all the groups. A deeper analysis of these differences is discussed in the next section.

5. Discussion

From the analysis of the cases, it can be noted that some common features of PRM adoption are aligned with the results of previous literature. Firstly, in the study of Vacík et al. (2018) , 96% of the analysed companies carried out the RM process in a qualitative way, which indicates that usually no quantitative methods are used. This tendency was confirmed in this research since in all the studied cases the risk analysis was only qualitative. Secondly, many studies about PRM in SMEs, as the ones of Sharif and Rozan (2010) and of Pereira et al. (2015) , state that RM is generally carried out in person by the project manager due to the high cost of the tool and the need for qualified staff to operate it. Also, this statement was confirmed, as in all 10 cases, the project manager was responsible for the PRM implementation and simple tools were used. Moreover, according to Pellerin and Perrier (2019) , one of the biggest issues in performing PRM is the lack of systematic risk identification methods for specific project types based on lessons learned from similar projects. In most of the cases considered in this study, no meetings to discuss the lessons learned were held, and therefore no methods for systematic risk analysis were created. Nevertheless, it is expected that the indications that emerged from this study – about tools and activities to be performed during the risk identification phase and the following PRM phases – can be relevant to developing structured and efficient PRM adoption in SMEs.

only technical-operative risks were considered and identified in all projects;

all PRM phases were followed, but in two cases the risk analysis phase was not fully implemented;

the risk matrix and risk mitigation tools were used in the risk analysis and in the risk treatment phases, respectively, and the risk revaluation activity was performed during the risk monitor and control phase and

when analysing the context in which the projects were developed, it has emerged that all of them had either a very high strategic relevance or a high level of innovation.

As for the PRM organization , the combination of assigning roles in the PRM process, adopting internal procedures and identifying the risk owner is a distinctive feature of the first cluster, in which all projects have achieved very high benefits. In cluster 2a, the roles were not assigned, and no internal procedures were adopted, but there was a consultant with PRM experience, which led these projects to obtain a high level of benefits. Therefore, the identification of the risk owner and the identification of internal PRM procedures, or the involvement of a PM consultant with PRM experience, seem to be necessary aspects to ensuring PRM adoption. In the cases in which there was not a minimum level of knowledge about PRM, the project managers have asked for external support. However, the best option is still to have the knowledge inside the company: in cluster 1, the PRM knowledge was internal; in cluster 2a, it was external and in cluster 2b, it was internal but less consolidated that in the cases of the first cluster.

Regarding the project risks, in cluster 2b, the collaboration of other functional areas with the PRM team led to the consideration of more project risk types. In particular, three types of risk were considered in these projects, indicating a more comprehensive approach of the project context since more functional areas were involved in the PRM team in these cases. It can also be assumed that the service industry, in which all projects of this cluster exist, is more aware of the context of the project than the manufacturing industries, due to the higher involvement of the project stakeholders.

In manufacturing projects in which the strategic relevance was not very high (cluster 2a), only technical-operative risks were considered, while in cluster 1 (manufacturing cases with very high strategic relevance), the organizational risk types, which include lack of competence of the people involved in the process, were also taken into consideration. Therefore, in manufacturing projects, technical operative risks are the primary risks, but if they are strategically relevant, organizational risks must also be considered.

Another positive result from the PRM process is that in clusters 2a and 2b, the opportunities are also being considered, indicating a more comprehensive approach towards risks.

Several differences were identified among the clusters also when analysing the PRM process phases . The studied literature indicates that PRM must be continuous throughout the project's lifecycle in order to be successful, which is confirmed in the cases.

During the risk identification phase of the Spanish projects' implementation (clusters 1 and 2a), many meetings were held, and the risks were constantly measured. In most of these cases, PRM was stimulated by the government, which has facilitated its adoption since the project managers had to deliver to the government a report about the project evolution every six months. During this phase, cluster 2a was the one in which the projects had more activities in common among them (context analysis, risk identification and stakeholder analysis).

Meetings and measurement of risk probability of occurrence, as well as effects based on feelings, were adopted by the manufacturing clusters (1 and 2a) during the risk analysis phase. Risk prioritization and the constant measurement of risks were important to achieving the highest level of benefits (cluster 1). The risk matrix was used in this phase in all cases and served as a basis for risk prioritization in cluster 1.

During the risk treatment phase, two tools were used in the manufacturing clusters: risk mitigation and risk avoidance. In some cases, instead of risk avoidance, the risk retention tool was used. In cluster 2b, only the risk mitigation tool was adopted. Except for the risk revaluation activity in the risk monitor and control phase, in the projects of clusters 2a and 2b, additional activities common to all projects inside the cluster were followed.

The interviewees reported they intend to adopt PRM in the future projects of the company; in cluster 2a in particular, project innovativeness will be the trigger for PRM adoption in future projects.

Regarding the hindering and enabling factors for PRM adoption, the support inside the company to conduct the PRM process and the client cooperation – when needed – are considered crucial factors for successful PRM implementation. In the projects of cluster 1, the company's higher-level management did not interfere in the project managers' decisions about PRM, so the interviewees have not felt any hindering factors during the PRM adoption. Significant hindering factors include the lack of information about the service to be provided or about the technical specifications of the process that are needed to develop a product.

The indications about activities, tools and organizational aspects that enable the effective implementation of PRM in SMEs in different industries represent a significant contribution to the literature of PRM in SMEs since none of the previously published papers have provided this result.

This paper also contributes to informing SMEs that by adopting PRM, they can achieve a positive balance between the risks assumed and the expected benefits, as demonstrated by the 10 cases analysed. As is stated in the PMI (2017) , all projects involve associated risks, the positive side of which allows them to achieve specific benefits. The adoption of PRM has always contributed to the project success of the cases considered, confirming that PRM is positively related to PM performance, as is indicated by Fernando et al. (2018) .

Figure 5 displays a comparison among the clusters according to the variables related to PRM and the benefits obtained.

6. Conclusions

Given the socio-economic importance of SMEs and their need to manage risks to assure project success, this research aims to investigate how to adopt PRM in SMEs with a positive cost–benefit ratio, considering RM phases, activities, tools and organizational aspects that enable the effective implementation of PRM in SMEs.

In order to pursue this objective, a multiple-case study was conducted, analysing 10 cases in Italy and Spain. Three clusters were eventually identified, revealing information about how to implement PRM in SMEs to achieve a high or very high level of benefits, considering different project characteristics and contexts.

The average complexity and innovation of the cases adopting PRM were high since higher project complexity implies higher risks, regardless of the type of industry.

The results obtained through the case studies confirm the literature indicating that SMEs need PM models that are less bureaucratic, with different versions of PRM depending on the characteristics of the project to facilitate its implementation.

From a managerial point of view, the findings offer practical information about PRM phases, activities, tools and organizational aspects to be considered in different types of industries and project complexities for its successful implementation.

Additionally, national and local governments can benefit from this research, taking advantage of the experience of the Spanish government that holds a prominent role in the adoption of PRM in SME projects, requiring periodical reports to financially support the projects.

Thanks to these results, it is possible to increase the diffusion of PRM in SMEs since they can be useful in other projects, thereby promoting the knowledge about and adoption of PRM.

From an academic point of view, this research confirmed the validity of an empirical framework specifically developed by Lima and Verbano (2019) to analyse PRM in SMEs and offers ten new cases to the scant literature devoted to SMEs. In addition, the findings obtained from the cases studied allow to outline the framework displayed in Figure 6 , highlighting the relations among the main constructs. In particular, project features (technology and market innovativeness, strategic relevance, managerial complexity and commitment type) and firm characteristics (sector, production system and public incentives available) have an influence on the adoption of PRM, referring to the following main components (organization, risks and opportunities considered, planning, activities, tools, enabling and hindering factors).

Furthermore, PRM adopted led to different type and level of outcomes and benefits, as emerged in the three clusters analysed. Project dimension and firm dimension, on the contrary, seem not to influence PRM adoption and its benefits.

Finally, as reported in Figure 7 , experience, PM and RM knowledge emerged as enabling factors for a successful PRM implementation; on the other side short time for PRM, lack of technical knowledge and information are the hindering factors.

These findings could support further research in PRM in SMEs, confirming and exploiting the knowledge of this emerging topic and its diffusion. Particularly, this study was not focussed specifically on the relations among the main constructs of the framework that could be examined considering the impact of every single dimension on the others, giving a deeper and specific knowledge on how to implement successfully PRM in SMEs.

Other future studies could be conducted from the starting point of the other limitations of this research: the data collection could be conducted with more than two respondents for each project (if feasible), the sample could be increased to also consider other industrial contexts, other countries and specific project characteristics, so as to expand the validity of this research and the information obtained so far. In addition, a large sample could allow statistical analysis to be performed with a greater possibility of generalization of the obtained results.

Moreover, further research is required to measure the benefits achieved from PRM in a more objective way. It is assumed in the PMBoK that PRM creates value for project outcomes, thereby increasing the probability of project success and strategic benefits ( Willumsen et al. , 2019 ). However, at the moment, there is a very scant literature considering the value of PRM, and no objective measures are available, except the ones regarding the costs, time and quality of the projects. This study offers the identification of the dimensions of PRM benefits, but future studies are needed to refine their measurement.

In conclusion, this research offers an academic and managerial contribution to the emerging topic of PRM in SMEs, which influences the development and sustainability of SME projects and, consequently, the economic growth of many countries' economies.

research topics on project risk management

Construction of the framework

research topics on project risk management

Within-case analysis results from the first case study

research topics on project risk management

PRM phases, activities and tools

research topics on project risk management

Profile of the clusters obtained

research topics on project risk management

Comparison of PRM implementation among the clusters

research topics on project risk management

Framework resulting from the analysis of the cases

research topics on project risk management

Enabling and hindering factors for PRM implementation

Overview of the selected projects

CountrySize*Industrial sectorProduction systemClientLength [months]Total cost [€]Team [number]Total number (number of respondents)
1ItalySmallIT consultancyProjectExternal760.00075 (3)
2ItalyMediumEngineeringProcessExternal18100.000103 (2)
3ItalyMediumIT consultancyProjectExternal333.50063 (2)
4SpainMicroManufacturing (automotive)ProjectInternal24300.00053 (2)
5SpainSmallManufacturing (machining)ProcessInternal18240.00053 (2)
6SpainMediumManufacturing (truck bodies)ProcessInternal12330.00063 (2)
7SpainMicroManufacturing (long boards)ProcessExternal1240.00053 (3)
8SpainSmallManufacturing (cellulose insulation)ProcessInternal1195.00042 (2)
9SpainMediumManagement consultingProjectInternal24500.00033 (2)
10SpainMediumManufacturing (tower cranes)ProcessInternal25NA154 (3)
*The company's size classification follows the indications of : micro (less than 10 employees), small (10–49 employees) and medium (50–250 employees)

Case 1Case 2Case 3Case 4Case 5Case 6Case 7Case 8Case 9Case 10
Organizational aspectsResponsible for PRMPMPMPMPMPMPMPMPMPMPM
People involved in the PRM processPM and his assistant in all phases, and the sales rep. in phases 1,2 and 4 alsoPM and area managersPM, project architect and PM consultantCEO and PM consultantCEO and PM consultanttechnical director and PM consultantteam and PM consultantCEO and PM consultantPM and innovation managerPM
Roles in PRM clearly assignedYesYesNoYesYesYesYesNoYesYes
Internal PRM procedures adopted in the projectYesNoNoYesYesYesYesNoYesYes
PRM training plan for the people involved in the projectYesNoNoNoNoNoYesNoNoNo
Case 1Case 2Case 3Case 4Case 5Case 6Case 7Case 8Case 9Case 10
Innovativeness levelProject technologic innovativeness52454454534.1
Innovativeness for the market22254454533.6
Project management complexity35444333423.5
Strategic relevance55555453544.6
Average (avg) 3.8 3.5 3.8 4.8 4.3 3.8 4.5 3.5 4.8 3.0 4.0
Perceived benefitsGreater probability of project success55354455454.5
Increased external client's trust55354.5
Better decision-making process3453454454.1
Lower risk impact44354443554.1
Better project planning53344454444.0
Better budget control2435444453.9
Better project performance45354442343.8
Better evaluation of budget reserve243334 43.3
Average (avg)
Case 1Case 2Case 3Case 4Case 5Case 6Case 7Case 8Case 9Case 10
PRM evidencesPRM implementation time/cost€ 3.000€ 4.000€ 3.000€ 10.000€ 19.000€ 9.000€ 2.000€ 3.000€ 7.00025 man-days
Time/cost justified by the benefitsYesYesYesYesYesYesYesYesYesYes
PRM useful in the projectYesYesYesYesYesYesYesYesYesYes
Types of projects to adopt PRMAllAllNew client; high visibility projects ; projects with innovativeThe ones that may generate strategic risks for the companyAll the innovative onesAll that involve a new product design and the ones with aAllAllAll; if not possible, at least the strategic onesAll
Opportunities consideredYesYesYesYesNoYesYesNoYesNo

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This work was supported by the University of Padova under Grant VERB_SID19_01.

Corresponding author

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125 Project Management Research Topics Ideas

125 Project Management Research Topics

Are you urgently in need of top-class project management research topics for your upcoming exam? Keep reading for exclusive writing ideas.

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What Is A Project Management Research Paper?

It is an assignment that requires students to integrate the different processes to achieve a particular goal and deliverables. Project management is based on the principle that all tasks are special, and thus, you should not treat two tasks as the same.

In this type of assignment, students have to develop many coordination skills and fairness in dealing with various projects. Since various tasks differ in line with their functional procedures, you have to dig deeper to determine how each yields direct and proportional earnings in the end.

Does all these sound like rocket science to you? Well, the next few lines will make you understand this subject better.

Key Points About A Project Management Thesis

There are different steps involved in writing a project management paper. These will contribute to the body paragraphs’ overall quality, length, and depth. The various practices involved in project management include:

Initiating Planning Executing Controlling Closing the work of a team

When you bring all these processes together, you can achieve a particular goal or specific success within the set time. That brings us to a critical component of project management – time!

Every project has a given time frame within which it is complete. It is the primary challenge as time constraints are always when unexpected issues arise. However, with practice, time will not be a factor anymore; it will be the motivation for completing a particular project.

If you don’t feel those skills are important to you, you can get custom dissertation help from our expert team.

How To Write A Top-Rated Project Management Paper

For you to write a paper that will get the attention of your university teacher, there are various steps that you have to take. Remember that you have to demonstrate to your professor that you understand your topic and can significantly contribute to the topic at the end of the day.

Here is a step-by-step guide that will take you through the full process of project management writing:

  • Understand your assignment: You should carefully read the question and point out any confusing part that you may need clarity with your professor. You also set the goal, timeline, length, format, and other requirements.
  • Develop an interesting project management topic: The best way to generate a writing idea is by brainstorming. You can ask a friend tutor or get inspiration from other research papers.
  • Begin your preliminary research: You can point out arguments that seem important to your topic and find captivating angles to present them. It is advisable to consult sources such as books, journals, or reliable websites. Having research questions in this section will give you ample time.
  • Think of an exciting thesis statement: This will be your central argument that will establish your research paper’s position and purpose. Remember to include the evidence and reasoning you intend to support your answer.
  • Develop an outline for your paper: It includes the key topics, arguments, and examples that will feature in your paper. Having a structured outline helps you complete the writing process effortlessly.

Once you complete these steps, your writing will be like a walk in the park. You will express your ideas clearly and have a logical paper.

Now let’s explore some of the most sought after project management topics:

Easy Project Management Research Topics

  • How to implement capital improvement projects
  • Discuss the essence of a good project management plan before the onset
  • The role of technology and funding in implementing projects
  • Consider the effects of working from home on project management
  • How global companies manage projects across various regions
  • What is the impact of the world becoming a global village in project management?
  • Why is it necessary to segment tasks in a multi-sectorial project?
  • Discuss the process of harmonizing systems, people, and resources
  • Why is project management as a course in school necessary for the job market?
  • Discuss the challenges related to transit projects
  • Evaluate the various trends in project management in the digital age
  • The role of leadership systems in project management
  • Why time management is necessary for the completion of any task
  • How to develop achievable goals or aspirations in a project
  • The role of risk management before embarking on a project

High-Quality Project Management Topics

  • The undisputed role of administrators in any project
  • Technological systems that have made project management easier
  • Discuss the complexity in completing different projects
  • Why should every project have a project tracking instrument?
  • Steps towards developing a working budget for a project
  • Why do project managers write a proposal before embarking on the actual work?
  • How often should the project manager meet to discuss the progress of a project?
  • How to develop cost-effective projects in developed nations
  • Discuss the various sources of primary funding for projects
  • Why are communications skills necessary for any project?
  • Compare and contrast the completion rate of government projects versus private projects.
  • Discuss the authorization process of a project

Custom Project Management Research Paper Topics

  • Discuss the roles of various officers involved in the running of a project
  • What makes a particular project require a great number of resources?
  • How to develop objectives and scope of work for different projects
  • Analyze how the 24-hour economy is impacting the completing of massive projects
  • Why it is important to determine the timing of an escalation in a project
  • Should project managers remain engaged throughout the lifecycle of a project?
  • Discuss some of the leadership qualities necessary for project management
  • Why motivation is necessary for the completion of any project
  • How to point out signs of retardation in a project
  • The essence of addressing emerging issues in a project as soon as possible
  • What are the differences at the micro and macro levels of a project?
  • Steps involved in the termination process of a project

The Best Project Management Topics For Research

  • Compare and contrast the procedural and mechanical parts of a project
  • How to yield direct and proportional earnings from a project
  • Management of a project during the economic recession
  • Evaluate how COVID-19 restrictions impacted project management policies
  • The role of integrating people and machines in the completion of projects
  • Analyze the role of soft skills in project success rates
  • How does cultural diversity impact project performance in the US?
  • Why it is important to keep financial records in the implementation of a project
  • Evaluate the design and implementation of projects
  • A review of the stalled projects and why the project managers are to blame
  • An in-depth analysis of procurement procedures in project management
  • How organizational characters affect the development of a project

College Project Management Topics For Research Papers

  • Investigate the organizational characteristics that affect project completion
  • Identify cost-effective key performance indicators in a project?
  • Social network analysis tools necessary for project management
  • Discuss how emotional intelligence leads to the success of a project
  • How to develop an effective project scheduling system for large projects
  • Why standard operating procedures are necessary for effective projects
  • The role of teamwork and collaboration in project completion
  • Why quality control is necessary for any successful project
  • Effective resource management techniques for technical projects
  • Interpersonal skills that will make a project work
  • Ethics involved in project management
  • Discuss project mapping and progress reporting

Latest Research Topics For Project Management

  • Are all project problems an indicator of more trouble to come?
  • The role of identifying job descriptions in the success of projects
  • Why it is necessary to incorporate staff retention and training in projects
  • Evaluate the various project documentation processes
  • How to develop better project control and management tools
  • Discuss the differences between contractual and commercial management of projects
  • Why delays and disruptions increase the cost of projects
  • Impact of timely delivery of projects on economic development of countries
  • Effects of sanctions of global projects
  • Discuss conflict resolution practices in a particular project
  • How to develop credit risk modeling techniques for projects
  • Why appraisals and incentives are necessary for project success

Hot Research Project Topics In Business Management

  • The role of business planning in a competitive environment
  • How different business structures affect their development paradigms
  • How to develop effective customer service strategies for businesses
  • Why it is necessary to resolve employment issues before they escalate
  • Inventory control practices in business management
  • Discussing the necessity of keeping a keen eye on tax compliance in business establishments
  • The role of record-keeping in the management of business ventures
  • How to develop pricing structures that will keep the business afloat
  • Discuss the peculiarities of merchandising and packaging
  • Evaluate how insurance is necessary for any business
  • Marketing strategies that will outshine competitors in a business setting
  • How e-commerce is transforming project management in businesses

Innovative Topics For Project Management Research

  • The role of decision making and problem-solving in project management
  • Why technology and analytics are important components of successful projects
  • How to use organizational culture to the benefit of project management
  • How to manage international businesses using social media
  • Discuss the role of entrepreneurs and founders in project development
  • Effective operation strategies for developing projects
  • How to adjust and adapt to organizational change
  • Performance indicators that are necessary for competitive project management
  • The role of feedback in the development of any commercial project
  • Why personal productivity is necessary for any project management strategy
  • Reasons why health and behavioral science are important in project management
  • Discuss the effects of globalization on project management policies

Quality Research Topics In Management

  • Discuss the role of government policies and regulations in project management
  • How power and influence impact award of tenders for various projects
  • Human rights to consider in project management
  • The role of incubation hubs in project development
  • Cross-functional management in projects
  • Team member engagement in project management
  • Legal issues in project management
  • Political interference in development projects
  • Evaluate various workspaces design
  • Why should workplace health and safety be a priority in project management?
  • Virtual teams and project management
  • Why mission statements are necessary for project management

Construction Project Management Research Topics

  • Best practices in digital project management
  • How English as a language necessitates project management
  • Online technologies that offer innovative project management ideas
  • Student-centered symposiums in project management
  • Cheap project management solutions that offer quality output
  • The role of expatriates in development projects
  • Discuss the four phases of project management
  • How to manage change in a project
  • Agile innovation methods for project success
  • Quantitative tools for project management
  • The revival of the construction project economy
  • Developing sustainable construction projects
  • The impact of building information modeling
  • Collaborative work in project management

Want an Expert to Do Your Research?

Scoring top grades is no longer a wish but a reality with these topics. If you wish to hire professional dissertation writers for your project management task, type ‘do my thesis,’ Our writers will come through for you. Our writing assistance is all you need to ace your project management paper today!

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199+ Quantitative Project Management Research Topics

quantitative project management research topics

In the bustling world of project management, every endeavor is a story waiting to unfold. Imagine: a team, armed with ambition, embarks on a project – deadlines loom, resources teeter on edge, and success hangs in the balance. It’s within this narrative that the significance of Quantitative Project Management Research Topics comes to life.

As our tale unfolds, we delve into the quantitative realm, where data becomes the protagonist. Quantitative Project Management research becomes the guiding light, offering a strategic map to navigate complexities, anticipate challenges, and ensure triumph. Join us in this narrative, where the fusion of project management and quantitative research transforms stories of uncertainty into sagas of precision and success.

Definition of Quantitative Project Management

Table of Contents

Quantitative Project Management involves the application of measurable data and statistical methods to enhance project planning and execution. It goes beyond qualitative insights, focusing on numerical analysis for decision-making. By utilizing mathematical models, statistical tools, and data-driven approaches, Quantitative Project Management ensures a precise understanding of project dynamics. This methodology enables project managers to make informed decisions, optimize resource allocation, and improve overall project outcomes based on quantifiable evidence.

Key Components of Quantitative Project Management

Discover some key components of quantitative project management research topic:

Data Collection and Analysis

In Quantitative Project Management, data collection is pivotal for informed decision-making. Project managers gather relevant information, ranging from timelines to resource utilization. Analysis involves scrutinizing this data, identifying patterns, and extracting meaningful insights, providing a foundation for strategic project planning and execution.

Statistical Methods

Quantitative Project Management relies on statistical methods to interpret data accurately. Techniques such as regression analysis, hypothesis testing, and variance analysis empower project managers to make predictions, assess risks, and ensure that decisions are grounded in statistical validity, enhancing the overall robustness of project strategies.

Modeling Techniques

Modeling in Quantitative Project Management involves creating representations of real-world project scenarios. Utilizing mathematical and computational models, project managers simulate different conditions, allowing them to predict outcomes, evaluate potential risks, and optimize resource allocation. Modeling techniques provide a proactive approach, enabling better-informed decision-making throughout the project lifecycle.

Benefits of Quantitative Project Management Research

Here are some benefits of quantitative project management research topics in 2024:

  • Informed Decision-Making: Quantitative Project Management research equips project managers with precise data, enabling informed decision-making at every stage. By relying on quantitative insights, professionals can strategically navigate challenges, allocate resources efficiently, and ensure project success.
  • Enhanced Project Planning: The application of quantitative methodologies enhances project planning by providing a systematic approach to data analysis. This, in turn, allows for more accurate forecasting, realistic timelines, and proactive risk management, ultimately contributing to the development of robust project plans.
  • Optimal Resource Allocation: Quantitative research facilitates a thorough understanding of resource utilization patterns. This insight allows project managers to optimize resource allocation, prevent bottlenecks, reduce wastage, and maximize the efficiency of project workflows.
  • Risk Mitigation: Through statistical analysis, Quantitative Project Management identifies and assesses potential risks. This proactive approach allows teams to implement mitigation strategies, minimizing the impact of uncertainties and ensuring a smoother project execution.
  • Improved Project Outcomes: By incorporating quantitative data into decision-making processes, project managers can fine-tune strategies, respond to evolving project dynamics, and, ultimately, enhance the overall outcomes of their projects. The benefits of quantitative research extend beyond individual projects, contributing to a culture of continuous improvement within project management practices.

List of Quantitative Project Management Research Topics

Sure, here are quantitative project management research topics for students:

Project Planning and Scheduling

  • Comparative analysis of traditional and agile project scheduling methods.
  • The impact of resource allocation on project timelines.
  • Enhancing project planning through machine learning algorithms.
  • Critical path analysis in large-scale construction projects.
  • Optimizing project schedules for resource-constrained environments.
  • Evaluating the effectiveness of predictive scheduling models.
  • The role of artificial intelligence in dynamic project planning.
  • Investigating the influence of project scope changes on scheduling accuracy.
  • Time-cost trade-off analysis in project management.
  • Analyzing the impact of schedule compression techniques on project outcomes.

Risk Management

  • Quantitative assessment of risks in IT project management.
  • The relationship between project complexity and risk management effectiveness.
  • Analyzing the impact of risk response strategies on project success.
  • Developing a quantitative risk assessment framework for construction projects.
  • Predictive modeling for identifying and mitigating project risks.
  • The role of data analytics in proactive risk management.
  • Integrating uncertainty into project risk models.
  • Investigating the effectiveness of risk transfer strategies in project management.
  • Quantifying the impact of external factors on project risk.
  • Comparative analysis of traditional and agile risk management approaches.

Cost Estimation and Control

  • Accuracy of cost estimation methods in construction projects.
  • Evaluating the impact of cost overruns on project success.
  • The relationship between project size and cost estimation accuracy.
  • Quantitative analysis of earned value management in project control.
  • Cost-benefit analysis of implementing project cost control measures.
  • Predictive modeling for cost estimation in software development projects.
  • Analyzing the factors influencing cost escalation in projects.
  • The effectiveness of cost contingency planning in project management.
  • Investigating the impact of inflation on project cost estimates.
  • Quantifying the benefits of adopting value engineering in project cost management.

Quality Management

  • Statistical process control in project quality management.
  • Quantifying the impact of quality management on project performance.
  • The role of Six Sigma in improving project quality outcomes.
  • Evaluating the effectiveness of quality assurance in IT projects.
  • Statistical analysis of customer satisfaction in project delivery.
  • The relationship between project complexity and quality management challenges.
  • Measuring the impact of rework on project quality and cost.
  • Implementing statistical quality control in manufacturing projects.
  • Quantitative analysis of the cost of poor project quality.
  • Comparative study of quality management practices in various industries.

Stakeholder Management

  • Quantitative analysis of stakeholder engagement strategies in project management.
  • Evaluating the impact of stakeholder communication on project success.
  • Stakeholder influence mapping in large-scale construction projects.
  • The role of social network analysis in stakeholder management.
  • Measuring stakeholder satisfaction with project outcomes.
  • Analyzing the impact of stakeholder involvement on project decision-making.
  • Quantifying the influence of project sponsors on project success.
  • The relationship between stakeholder engagement and project risk.
  • Stakeholder management in multicultural project environments.
  • Evaluating the effectiveness of stakeholder feedback mechanisms.

Performance Measurement and Metrics

  • Development of key performance indicators (KPIs) for project management.
  • Measuring project success using quantitative performance metrics.
  • The impact of performance measurement on project team motivation.
  • Comparative analysis of project success metrics in different industries.
  • Quantifying the benefits of implementing balanced scorecards in project management.
  • The role of data analytics in project performance measurement.
  • Investigating the relationship between project performance and organizational success.
  • Measuring the impact of project management maturity on performance.
  • Developing a comprehensive performance measurement framework for projects.
  • Quantitative analysis of the relationship between project performance and customer satisfaction.

Communication and Collaboration

  • The impact of communication technologies on project team collaboration.
  • Quantifying the effects of communication breakdowns on project outcomes.
  • Social network analysis of communication patterns in project teams.
  • Evaluating the effectiveness of virtual collaboration tools in project management.
  • The role of communication in managing global project teams.
  • Quantitative analysis of the impact of communication styles on project success.
  • Measuring the influence of project leadership on team communication.
  • Analyzing the effectiveness of project communication plans.
  • The relationship between communication and conflict resolution in projects.
  • Quantifying the benefits of knowledge sharing in project teams.


  • Quantitative analysis of decision-making biases in project management.
  • The role of decision support systems in project decision-making.
  • Decision analysis for selecting project delivery methods.
  • Evaluating the impact of uncertainty on project decision quality.
  • Quantifying the influence of cognitive biases on project risk assessment.
  • The effectiveness of decision-making in agile project environments.
  • Decision trees for project risk management.
  • Analyzing the impact of group decision-making on project outcomes.
  • Measuring the success of project decisions using quantitative criteria.
  • Comparative analysis of decision-making models in project management.

Agile Project Management

  • Quantitative analysis of project success in agile vs. traditional approaches.
  • The impact of agile methodologies on project team productivity.
  • Evaluating the effectiveness of agile project management in large organizations.
  • Quantifying the benefits of continuous delivery in agile projects.
  • Measuring the impact of agile practices on project adaptability.
  • The relationship between team size and agile project success.
  • Comparative analysis of agile and waterfall project management in IT.
  • Analyzing the influence of organizational culture on agile adoption.
  • Agile project management in regulated industries: A quantitative study.
  • The role of metrics in assessing agile project performance.

Innovation in Project Management

  • Quantifying the impact of innovation on project success.
  • The role of technology adoption in project innovation.
  • Evaluating the effectiveness of innovation management in project teams.
  • Measuring the influence of organizational culture on project innovation.
  • Innovation metrics for assessing project performance.
  • The relationship between project innovation and competitive advantage.
  • Quantitative analysis of the barriers to innovation in project management.
  • Innovation diffusion in project organizations: A comparative study.
  • The impact of open innovation on project outcomes.
  • Assessing the role of project leaders in fostering a culture of innovation.

Sustainability in Project Management

  • Quantifying the environmental impact of construction projects.
  • Evaluating the effectiveness of sustainable project management practices.
  • The role of life cycle assessment in sustainable project development.
  • Measuring the social and economic sustainability of projects.
  • Quantitative analysis of sustainable procurement in project management.
  • The influence of green project management on stakeholder perceptions.
  • Sustainable project management in the context of emerging markets.
  • Assessing the impact of sustainable practices on project costs.
  • The relationship between project sustainability and corporate social responsibility.
  • Comparative analysis of sustainability standards in project management.

Technology and Innovation

  • Design and implementation of a smart office space using IoT devices.
  • Development of a virtual reality-based training program for project managers.
  • Creation of a blockchain-based project management platform.
  • Applying machine learning algorithms to optimize project resource allocation.
  • Development of a mobile app for real-time project collaboration and communication.
  • Designing an automated project risk assessment tool using artificial intelligence.
  • Implementation of a drone-based project monitoring system for construction projects.
  • Integration of augmented reality in project presentations and status reporting.
  • Creating a predictive analytics model for identifying potential project delays.
  • Development of a chatbot for project management inquiries and support.

Sustainability and Green Projects

  • Evaluation of the environmental impact of renewable energy projects.
  • Designing a sustainable waste management system for construction projects.
  • Implementing green building practices in large-scale construction projects.
  • Developing a carbon footprint calculator for project-related activities.
  • Analysis of the economic benefits of sustainable project management practices.
  • Creating a sustainability rating system for project materials and suppliers.
  • Integration of eco-friendly technologies in project delivery processes.
  • Designing a project evaluation framework based on social sustainability criteria.
  • Development of a sustainable procurement strategy for project organizations.
  • Investigating the impact of green project management on overall project success.

Healthcare Projects

  • Implementation of a patient management system for healthcare projects.
  • Designing a telemedicine platform for remote healthcare project consultations.
  • Evaluation of the effectiveness of project management in healthcare IT implementations.
  • Developing a predictive analytics model for patient flow in hospital projects.
  • Integration of lean principles in healthcare project management.
  • Designing a project to improve medical equipment procurement processes.
  • Implementation of a healthcare project quality management system.
  • Investigating the impact of project management on patient satisfaction in healthcare.
  • Creating a mobile app for project managers in healthcare settings.
  • Evaluation of project management methodologies in healthcare facility construction.

Education and Learning Projects

  • Development of a gamified project management training program.
  • Implementation of a learning management system for project management courses.
  • Designing an e-learning platform for project management professionals.
  • Investigating the impact of project-based learning on student success.
  • Creating a project management curriculum for high school students.
  • Development of a virtual internship program for project management students.
  • Analysis of the effectiveness of online project management certifications.
  • Integration of project management principles in primary and secondary education.
  • Designing a project to assess the impact of project management education on career success.
  • Implementation of a mentorship program for aspiring project managers.

Social Impact Projects

  • Development of a project to address community infrastructure needs.
  • Implementation of a social impact assessment tool for project proposals.
  • Designing a project to improve access to education in underserved communities.
  • Investigation of the impact of projects on social equity.
  • Creation of a community-based project management support network.
  • Developing a project to enhance disaster preparedness in vulnerable communities.
  • Implementation of a project to address water and sanitation issues in a community.
  • Designing a project to promote social entrepreneurship and innovation.
  • Evaluation of the social and economic impact of community development projects.
  • Creation of a project to address mental health issues in the community.

Data Analytics and Business Intelligence

  • Development of a business intelligence dashboard for project performance monitoring.
  • Implementation of a data-driven decision-making framework for project managers.
  • Designing a project to analyze the impact of data quality on project outcomes.
  • Investigation of the role of data analytics in predicting project success.
  • Creation of a project to optimize project portfolio management through data analysis.
  • Developing a predictive modeling tool for identifying project risks using historical data.
  • Implementation of a data-driven project resource allocation strategy.
  • Designing a project to assess the impact of data-driven communication on project teams.
  • Integration of machine learning algorithms in project data analysis.
  • Evaluation of the effectiveness of data analytics in agile project management.

Marketing and Product Development

  • Development of a project to launch a new product in the market.
  • Implementation of a marketing campaign effectiveness measurement project.
  • Designing a project to analyze consumer behavior in product development.
  • Investigation of the impact of project management on product innovation.
  • Creation of a project to optimize the product development lifecycle.
  • Developing a project to assess the success of marketing projects using KPIs.
  • Implementation of a social media analytics project for marketing campaigns.
  • Designing a project to analyze the impact of branding on project outcomes.
  • Integration of project management principles in new product introduction projects.
  • Evaluation of the role of project managers in product development teams.

Supply Chain and Logistics Projects

  • Development of a project to optimize supply chain processes using data analytics.
  • Implementation of a blockchain-based supply chain management system.
  • Designing a project to assess the impact of project management on logistics efficiency.
  • Investigation of the role of project management in reducing supply chain risks.
  • Creation of a project to enhance collaboration among supply chain partners.
  • Developing a project to assess the environmental impact of supply chain activities.
  • Implementation of a project to improve inventory management processes.
  • Designing a project to analyze the impact of global disruptions on supply chain projects.
  • Integration of lean principles in supply chain project management.
  • Evaluation of the effectiveness of project management in reverse logistics.

Construction and Infrastructure Projects

  • Development of a project to optimize construction project schedules using BIM .
  • Implementation of a project to assess the impact of lean construction practices.
  • Designing a project to enhance safety practices in construction projects.
  • Investigation of the role of project management in reducing construction project delays.
  • Creation of a project to analyze the economic impact of infrastructure projects.
  • Developing a project to improve stakeholder engagement in construction projects.
  • Implementation of a project to assess the environmental impact of construction projects.
  • Designing a project to optimize resource allocation in large-scale construction projects.
  • Integration of project management principles in sustainable construction projects.
  • Evaluation of the impact of technology adoption on construction project outcomes.

These topics cover a broad range of quantitative research areas within project management. Depending on your specific interests and objectives, you can further refine or combine these topics.

Tips for Choosing a Research Topic

Let’s dive into the important tips for choosing quantitative project management research topics for beginners:

Relevance to Industry Needs:

Select a research topic that directly addresses current challenges or opportunities within your industry. Aligning your research with industry needs ensures practical applications and relevance, making your findings valuable to professionals and organizations.

Personal Interest and Expertise

Choose a topic that aligns with your personal interests and expertise. A genuine passion for the subject will fuel your motivation, making the research process more enjoyable and likely to yield meaningful insights. Leveraging your expertise enhances the credibility and depth of your research.

Contribution to Existing Knowledge

Before finalizing a topic, assess its potential contribution to existing knowledge in the field. Aim to fill gaps, challenge assumptions, or offer innovative perspectives. A research topic with the potential to contribute to the broader understanding of your subject area ensures its significance and impact within the academic and professional communities.

In conclusion, Quantitative Project Management Research topics stand as a cornerstone for achieving precision and success in project endeavors. By harnessing the power of data-driven insights, statistical methods, and modeling techniques, project managers can navigate complexities, make informed decisions, and optimize resource allocation. The benefits extend beyond individual projects, contributing to industry-wide advancements. 

As we continue to explore and innovate, the fusion of project management and quantitative research emerges as a driving force, propelling the field toward continuous improvement and excellence in project outcomes. Embrace the quantitative journey, where data transforms challenges into opportunities, ensuring a path to triumphant project delivery.

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Project portfolio risk management. Bibliometry and collaboration Scientometric domain analysis

Camilo andrés micán rincón.

a Universidad del Valle, Colombia

Oscar Rubiano-Ovalle

Carolina delgado hurtado.

b Universidad del Cauca, Colombia

Carlos-Augusto Andrade-Eraso

c Rice University, USA

Associated Data

Data included in article/supp. material/referenced in article.

‘ 'Project Portfolio Risk Management” is approached through a bibliometry and collaboration networks study determining its dynamics and development as a formal domain that links Project, Risk Management and Portfolio concepts.


To facilitate replicability, a scientometric study under a PRISMA structure is carried out: i) Identification or domain structuring, as well as keywording accuracy; ii) Screening: Search string refinement and outputs review; iii) Eligibility: Several criteria applied to a content analysis, and iv) Inclusion: Consolidation of domain analytics through bibliometry and collaboration networks.

Originality and findings

Assessing the field as a formal knowledge domain is novel, contributing to a synthesis of its trends and evolution: For first time, descriptive statistics show increasing attention based on the growing citation scores, participation, H index and productivity of its main journals. Project Portfolio Selection is established as hot topic, the main authors are identified, as well as key concepts such as optimization, mathematical programming, multi-objective optimization, stochastic programming, and robust optimization. Three main research themes are obtained: Incorporation of Risk Assessment into Project Portfolio Selection problem, Risk Management as a Project Portfolio Management process, and Risk Analysis considering social and environmental issues. An accurate match is found in the contrast of the domain's behavior with some bibliometric and linguistic laws.

Practical implications

Theoretical richness is achieved in the conjunction of the three terms, presenting dynamics and tendencies and thus contributing to focus related research processes on a unified field for the use of both scholars' and practitioners’ perspectives.

1. Introduction

Project Management (PM) has garnered significant attention in organizations, leading to increased resource allocation and project implementation to drive strategic benefits [ 1 ]. Consequently, Project Portfolios have emerged as a collection of projects and programs aimed at achieving specific organizational objectives [ 2 , 3 ]. Managing these portfolios involves coordinating interfaces between projects to ensure their successful execution [ 4 ]. Effective project portfolio management can have positive implications for the strategic advancement of the parent organization.

Effective Risk Management (RM) is pivotal for project portfolio success [ 5 ], enhancing the alignment with strategic objectives [ 2 , 3 ]. From a project portfolio perspective, solely managing risks at the project level is inadequate as it fails to account for crucial project portfolio attributes, including project interdependency, risk interdependency, shared risks between projects, and the strategic impact of the portfolio [ 2 , 6 , 7 ]. As a result, the literature has progressively shifted from risk management applied to individual projects to encompass risk management applied to project portfolios, forming the domain of Project Portfolio Risk Management (PPRM) [ 2 ].

The concept of a "knowledge domain" encompasses the representation of underlying knowledge development in a specific topic area, field of study, discipline, or their combination [ 8 ]. Shapere [ 9 ] describes domains as repositories of information addressing specific problems. In the case of Project Portfolio Risk Management (PPRM), the literature addresses various issues and generates diverse definitions, perspectives, methodologies, and methods, establishing it as a formal knowledge domain. However, research on the current state and trends of PPRM is limited. While literature reviews exist on Project Portfolio Management and Project Risk Management, few studies focus specifically on the configuration of PPRM literature. For instance, a recent qualitative analysis identified recurring topics and proposed future research directions [ 10 ], but acknowledged limitations in terms of search criteria and exclusions of relevant results. Therefore, a comprehensive understanding of the current landscape and trends in PPRM literature remains necessary.

A comprehensive understanding of the current state and dynamics of the PPRM domain is essential for addressing field-specific challenges. It is crucial to grasp the current configuration of PPRM and identify future research opportunities. In this context, scientometric studies play a vital role in studying knowledge domains, offering insights into trends and developments and bridging the existing gap.

This research employs scientometric techniques to analyze PPRM dynamics, integrating production and collaboration indicators to reveal knowledge development. The study's conceptual analysis offers practical implications for future research, contributing to a cohesive scientific body. It aims to create a bibliometric landscape illuminating PPRM's status and dynamics, emphasizing interconnections between Project, Risk Management (RM), and Portfolio. Research questions were formulated, including the general inquiry: What insights into PPRM's status, dynamics, and trends does a scientometric study of bibliometry and collaboration networks offer? Secondary questions are detailed in section 3.1.1 .

Scientometrics quantitatively evaluates scientific activity by measuring researchers, production, institutions, and countries [ 11 ]. It applies metrics to analyze quantity, quality, interrelationships, cohesion, citations, and countries [ [12] , [13] , [14] ]. This approach offers valuable insights into the dynamics and characteristics of scientific research.

Bibliometric domain analysis addresses the gap and research question, akin to other fields [ 15 , 16 ]. PPRM aims to reveal trends, collaboration patterns, and research components. This analysis clarifies the intellectual structure within existing literature, which would otherwise be scattered and unclear.

Recent scientometric and bibliometric studies have made significant contributions to the fields of Economy, Firms, and Management. Notably, Anugerah, Muttaqin, and Trinarningsih [ 17 ] and other researchers [ [18] , [19] , [20] , [21] ] provide valuable insights and techniques for domain analytics. These studies employ diverse bibliometric indicators and explore collaboration networks, advancing knowledge in the field. This article also addresses network dynamics, a critical aspect of Scientometrics, as it provides indicators essential for capacity building and project management [ [22] , [23] , [24] , [25] , [26] ]. These contributions offer valuable tools to analyze and understand the dynamics of any knowledge domain, including the one explored in this study.

The bibliometric analysis uncovered notable insights on Project Portfolio Selection. The study revealed its high relevance, with key concepts centering on optimization, mathematical programming, multi-objective optimization, stochastic programming, and robust optimization. Additionally, three major research themes emerged: the integration of Risk Assessment into Project Portfolio Selection, the role of Risk Management as part of Project Portfolio Management, and the consideration of Risk Analysis in social and environmental contexts. These findings provide valuable insights into the current trends and focal points in Project Portfolio Selection.

Some limitations are brought up for discussion, notably the potential omission of seminal and preprinted literature within the time scope of bibliometric studies. Additionally, the H-index's application is limited due to its current use in gauging scholarly interest in PPRM. Notable weaknesses of this metric are addressed and interpreted in the ensuing discussion section.

The paper proceeds as follows: First, a brief conceptualization and background of PPRM is presented. Then, in the materials and methods section, the domain is established through keywording techniques. A whole section that describes the methodology used in the frame of PRISMA. It is followed by a results section that carefully describes not only the descriptive results, but also explains what variables and for what purposes they are used in each deployed indicator. These results are discussed either by supporting or contrasting other studies, shading light for the understanding of the meaning of the findings in the field. Lastly, there is a final section that synthesizes the conclusions of the study.

2. Background - project portfolio risk management –PPRM

PPRM originates from the foundational concept of project portfolios, stemming from Markowitz's Modern Portfolio Theory (MPT) [ [27] , [28] , [29] ]. Initially, PPRM centered on infusing Risk Assessment into Project Portfolio selection, akin to financial portfolio structuring [ 28 ], primarily addressing the initial phase of Project Portfolio Management, known as Project Portfolio Structuring. Yet, for a comprehensive coverage of all management phases – Project Portfolio Structuring, Resource Management, and Portfolio Control – a secondary Risk Planning approach emerged. This approach adapts traditional Project Risk Management techniques employed at the project level [ 3 , 6 ] to account for interdependencies between projects within the portfolio, recognizing their impact on project risks., recognizing their impact on project risks.

Furthermore, specific studies focus on the characteristics of different types of project portfolios. For instance, research investigates information technology project portfolios [ 30 ], oil and gas exploration project portfolios [ 6 ], among others. Some studies adopt a more generic approach, examining project portfolios in a broader context [ 3 ]. Consequently, the literature suggests that risks at the project portfolio level can be analyzed at a moderately unified level of detail [ 2 , 31 ]. To achieve this, discussions in PPRM integrate risk approaches derived from both Modern Portfolio Theory and traditional Project Risk Management. These approaches consider the entire Project Portfolio Management life cycle, encompassing various PPRM elements and accommodating the distinctive characteristics of different project portfolio types.

Regarding the current state of PPRM, recent studies [ [32] , [33] , [34] , [35] ] highlight the increasing attention given to Risk Identification, process integration, technology adoption, and continuous evolution within Project Portfolio Risk Management. Organizations recognize the significance of managing risks in their project portfolios and actively seek to implement Risk Management strategies. There is a clear trend towards conducting thorough analyses of potential risks, considering both internal and external factors, and emphasizing early identification and assessment throughout the project portfolio management process. Furthermore, there is a growing emphasis on integrating risk considerations across different stages of Project Portfolio Management, including project selection, resource allocation, and project execution.

Increasing technology integration in PPRM meets the need for real-time risk analysis, aided by risk management software. This technological shift spurs the field's evolution, with companies acknowledging their risk management strengths and weaknesses, prompting adaptations to tackle emerging challenges. PPRM's dynamism arises from continuous enhancements driven by organizational awareness of risk management practices, reflecting an iterative process of improvement and adaptation.

Addressing gaps for improved effectiveness in risk management practices and project portfolio outcomes is essential in the field. S. Meskendahl [ 36 ] has established a positive correlation between project portfolio performance and business-level results. However, achieving desired outcomes faces challenges from project and portfolio risks, as well as the dynamic nature of projects, portfolios, and parent organizations [ 36 , 37 ]. Consequently, Risk Management plays a crucial role in successful project portfolio management [ 6 , 32 , 38 ], and ultimately, project portfolio success [ 39 , 40 ]. Nevertheless, unresolved issues persist, as highlighted by these authors. Concerns include the absence of standardized risk management practices, limited research in areas like Risk Appetite, the need for integration with other management processes, and a lack of comprehensive insights into the evolving landscape of Dynamic Risk Management.

PPRM is highly relevant and holds implications for organizations and society, as evident from the literature. It serves as a framework for consolidating risk management activities at the project portfolio level, avoiding duplication of effort and resources. This consolidation enhances risk management effectiveness throughout the Project Portfolio Life Cycle [ 2 , 33 , 31 ]. The main goal of PPRM is to maximize value by conducting comprehensive risk analysis and management. It involves mitigating negative impacts, capitalizing on opportunities, considering project interdependencies, and aligning with organizational capabilities [ 2 , 33 , 34 ]. By adopting an integrated PPRM approach, organizations can optimize risk management practices, resulting in improved project outcomes and operational efficiency.

3. Materials and methods

Information Sciences offer diverse approaches for literature analysis in various domains, including Domain Analysis, Analytical Domain Theory, or the Analytical Paradigm of Domain. This technique, derived from disciplines like Bibliotechnology and Software Engineering, provide valuable insights [ 30 ]. Hjørland [ 5 ] identified 11 techniques and suggested their combined use for more robust and comprehensive results. By synergistically employing these techniques, researchers can gain a deeper understanding of domain-specific literature and enhance their insights into the field.

Bibliometry is recognized as a valuable approach in research methodologies [ 41 ], often integrated with network analysis techniques [ [11] , [12] , [13] , [14] ]. This article adopts a synergistic approach by combining bibliometric and network analysis methods. Through the analysis of publication and collaborative networks, it aims to provide a comprehensive understanding of the research landscape in the field.

To ensure replicability, we adhered to a systematic protocol encompassing research design, questions, data source, type, software, and treatment. This approach, aligned with PRISMA's four stages in Fig. 1 , offers a comprehensive and reproducible method for such studies.

Fig. 1

Methodology for the analysis of the PPRM domain.

3.1. Research design

This section outlines research questions, methods, tools, analysis unit, data source, software, treatment protocol, and research approach.

3.1.1. Research questions

The general research question to what this study points out is:

(RQ): What does a scientometric study of bibliometry and collaboration networks of Project Portfolio Risk Management indicate in terms of the domain's status, dynamics, and tendencies?

The secondary or specific research questions are: (RQ1) ¿What is the overall dynamics of the scientific output in PPRM? (RQ2); ¿Which topics have mainly been approached in the PPRM domain?; (RQ3) ¿What is the thematic structure supported by the most representative keywords in research related to PPRM, and how has it evolved over time?; (RQ4) ¿To what extent does scientific collaboration represent the link between the studies that contribute to construct the PPRM domain?

3.1.2. Unit of analysis

This aims to analyze Scopus database for scientific products, focusing on Project Management, Risk Management, and Project Portfolio conjunction of topics and keywords.

3.1.3. Data source

Both examined databases exhibit similar dynamics with no significant differences [ 15 ], rendering them comparable and excellent research resources, supported by previous studies [ 16 ]. Researchers can confidently utilize either database, ensuring reliable and valuable data for analysis.

The selection process considered six key requirements, including multidisciplinarity, selectiveness, bibliographical references, availability, coverage, and accuracy, as suggested by Ref. [ 42 ]. The databases were evaluated based on their ability to ensure comprehensive coverage of scientific journals, address misspellings and inconsistencies, and avoid biases towards countries, languages, or publishers [ 42 ]. Scopus, known as the world's largest abstract and citation database [ 43 ], met all the criteria and was chosen as the data source. Scopus offers multidisciplinary coverage, utilizes computerized methods for data collection, and is recognized for its statistical reliability. It provides extensive coverage of publications in the field of PPRM and employs unified indexes and selection policies for scientific journals across disciplines [ 15 ]. These factors contribute to Scopus's suitability for this study, ensuring a robust and comprehensive analysis of the research landscape in PPRM.

3.1.4. Data type

The study concentrated on six document types as per Scopus Indexed Documents [ 44 ]: scholarly articles, conference papers, reviews, book chapters, conference reviews, and short surveys.

3.1.5. Software tools

Bibliometrix version 3.0 and 4.0 packages [ 45 ] were used, which are specialized bibliometric software to deal with data exported from databases as Scopus. They use APIs (application programming interfaces) from R-Scopus version 0.6.6 [ 46 ].

Biblioshiny [ 46 ] facilitated bibliometric analysis using a web-based Shiny App, allowing data management, importing, filtering, and converting information. It provided clustering analytics and plots for sources, authors, and documents without altering the code.

3.1.6. Data treatment protocol

A thorough research process covered 1970 to 2022, applying diverse data treatment methods as per technical requirements (see section 2.5).

Data collection for this study was carefully conducted, addressing aspects such as cleaning for duplicity, refining keywords, and assessing output quality. As recommended by Ref. [ 47 ], the collection took place within a single day to minimize discrepancies and changes resulting from database updates.

To analyze thematic evolution, we employ co-word network analysis and clustering, following methodologies by Ref. [ 45 ] inspired by Ref. [ 48 ].

For document coupling data, a bi-dimensional Coupling Map was created, indicating coupling strength using a novel method involving title and abstract keywords. Clustering employed Callon's Centrality Index [ 49 ] and Normalized Local Citation Score [ 46 ], comparing actual citations to expected rates within the publication year.

To generate co-occurrence data as keyword networks, we employed the "Louvain Community Detection Algorithm." This algorithm calculates community vectors and global modularity, indicating community structure quality. It was executed in the Biblioshiny App with the R Network Toolbox (version 1.4.2) [ 50 ].

Co-citation analysis grouped cited articles into two clusters: highly cited articles based on co-citation counts, and current articles assigned to clusters using reference distribution. This approach formed Co-citation clusters containing reference articles and their citing current counterparts.

3.1.7. Research approach

The study followed a PRISMA structure, ensuring replicability and transparency. Each phase of the process was thoroughly reported [ 51 ]. This approach aligns with the requirements of Domain Analytics, which emphasize the use of clear mechanisms and indicators to analyze emerging trends and changes in the domain [ 8 ].

The four PRISMA stages deployed in Fig. 1 were accomplished as follows. Identification stage

Define the knowledge domain by describing the research question and creating a comprehensive search string to represent the field.

Knowledge Domain Establishment : Formally define PPRM as a knowledge domain using Venn diagrams for unit analysis and comprehensive literature review [ 52 ] (See Fig. 2 ).

Fig. 2

Conjunction of three concepts – Project Management, Risk Management, and Project Portfolio, to conform the PPRM domain.

Fig. 2 shows the conjunction of the three concepts that formally make up the PPRM domain.

Search String Construction: Venn diagrams were utilized to represent and visualize the proposed domain, and they served as the basis for constructing search strings using Boolean, Truncation, and Position operators [ 53 , 54 ]. Multiple versions of these strings were generated, producing initial outcomes (See Table 1 ). The keywording methodology employed a novel approach, incorporating general and broad criteria, along with a review of clustering and semantic accuracy. Through this analysis, a specific search string, denoted as RSn RS3, was selected, yielding 3688 results.

Search strings tested in terms of keyword analysis.

RSnResearch StringOutcomes
RS (portfolio OR “Project portfolio” OR “Portfolio management” OR “Project portfolio management” OR PPM) AND (project OR projects OR “project management” OR pm OR “project interdependencies” OR “projects interdependencies” OR “project interdependency” OR program OR “program management”) AND (“risk management” OR risk OR RM OR uncertainty OR “uncertainty management” OR “risk analysis” OR “uncertainty analysis” OR “risk interdependencies” OR “risk and uncertainties”).4461
RS (portfolio OR PPM) AND (project OR projects OR pm OR program) AND (risk OR RM OR uncertainty)4461
RS (portfolio) AND (project OR projects OR program) AND (risk OR uncertainty)3688
RS (portfolio) AND (project) AND (risk OR uncertainty)2530

3.1.8. Keywording analysis for search string refinement

Keywordsestablishment : To faithfully represent main domain concepts' grouping and combination, a specific keywording methodology was initiated using Bibliometrix for main word extraction.

Clustering : Keywords were grouped into clusters based on time periods spanning three decades from 1970 to 2022. The analysis focused on identifying the strongest and most interconnected keywords within each decade. Additionally, a review of the most recent decade was conducted, considering the potential impact of Price's Second Bibliometric Law on the dynamics of the domain, specifically the obsolescence of scientific literature [ [55] , [56] ]. The distribution of keywords was carefully examined to identify any "noise" or irrelevant words that were unrelated to the domain, ensuring more accurate results.

Semantic Accuracy review : A filtering process was applied to eliminate inaccurate items. The cluster from the last decade was reviewed for semantic accuracy, and the main trends were identified based on significant keywords. Following Zipf's Law and Goffman's transition point [57], new exclusion and truncation operators were used to adjust word groups unrelated to the domain. If unrelated clusters were successfully removed and non-domain keywords constituted less than 20% of the total, the inclusion and exclusion criteria were considered met. This approach aimed to refine the results and ensure the relevance of the obtained data.

Word Tendencies Incorporation: We incorporated the most representative keyword tendencies in the domain and search string. Screening stage

This was conceived to broadly review and clean the results obtained with the final search string, filtering results to an outcome of 461 from the initial 3688 records.

Screening for Bibliometry: The records were screened under the following criteria:

Inclusion: Scientific research products accessible through Scopus during the 1970 to 2022 timespan.

Exclusion: As filter, the records were excluded if they were duplications, gray literature or had a different meaning or belonged to a dissimilar context.

Screening for Collaboration: The records available for scientific collaboration analysis were screened under the following criteria:

Inclusion: Filtered and most relevant (90%) of scientific research products on the domain accessible through Scopus from 1970 to 2022.

Exclusion: Records were excluded if they duplicated products, authors, or ID. Eligibility stage

Employing Conceptual Content Analysis, a widely-used technique for inferring concepts in written documents, the study refined the domain definition [ 57 ]. This analysis quantified term presence, revealing patterns and interpreting underlying meanings of identified concepts [ 58 ]. It offered valuable insights into the domain's conceptual landscape.

3.1.9. Bibliometric Conceptual Content Analysis-CA

To enhance data quality and mitigate accuracy and database coverage risks, a conceptual content analysis was conducted on the retrieved publications. This analysis aimed to identify and eliminate publications that were not relevant to the field and identify errors in variables such as authors, institutions, journals, years, and citations. Through this Bibliometric Conceptual Content Analysis, the remaining 421 items underwent a thorough review, ensuring the reliability of the data and improving the overall analysis quality. The analysis focused on evaluating the Title (T), Abstract (A), Keywords (K), and content to refine the results and enhance accuracy within the domain.

Collaboration Networks Content Analysis: A CA revision of author-constructed networks was performed based on criteria: included accurate bibliometric items and collaboration reporting; excluded records lacking accuracy or author collaboration. This led to validated content items. Inclusion stage

Utilizing scientometric indicators, we generate and present a domain's profile through analytical techniques:

Bibliometric Domain Analysis : Utilized to depict current journal performance and emerging trends [ 59 ], our analysis contributes to delineating the evolving structure of the scientific domain. By employing bibliometric methods, we map PPRM science [ 46 ], covering Source Growth, H Index-based Source Impact, Top Authors' production over time, Thematic evolution, Scientific Productivity Frequency Distribution, and Bradford's Law Source Distribution.

3.1.10. Scientific collaboration domain analysis

Scientific Collaboration Network Analysis is a prevalent approach for studying interactions among scholars. It employs author(s), country, and institution connections to mirror academic research and collaboration dynamics.

This study employs indicators such as Clusters, Collaboration, and Network Analysis to explore cooperation within institutions, countries, and international affiliations [ 60 ].

4.1. By analyzing 461 scientific items, we provide a PPRM profile and highlight emerging domain areas using the following indicators

4.1.1. source growth.

Fig. 3 illustrates cumulative publication occurrences in prominent scientific journals from 1970 to 2022, providing insights into the frequency of PPRM-related publications during that period.

Fig. 3

Source growth bibliometric indicator.

The European Journal of Operational Research, represented by the brown curve, demonstrates the growth of PPRM. Other journals also contribute to the field's development from 1970 to 2017, with ongoing growth. Notably, the domain experienced significant progress starting in 1987.

4.2. Source Impact by H index

Fig. 4 presents author-level variables indicating impact and productivity of influential researchers in PPRM. The Hirsch Index, also known as the Hirsch number, is used to measure this impact. It identifies the scientist's most cited papers in the domain and the number of citations they have received from other publications [ 46 ]. The European Journal of Operational Research and the International Journal of Project Management are recognized as leaders with a score of 9, while other journals follow with scores of 6.

Fig. 4

Source impact by H Index bibliometric indicator.

4.2.1. Top-Authors’ production over the time

Fig. 5 displays the author's production over time using a red line to indicate the timeline. The number of articles is shown as dots or bubbles, with larger bubbles representing higher records (ranging from 1.0 to 3.0). The blue dots represent Times Cited (TC) per year, with the intensity shade indicating the citation count within the PPRM domain (ranging from 0 to 10). Notably, authors like Mohagheghi and Mousavi made contributions between 2015 and 2022, each with one paper in the last two years, cited between one and three times. Salo Ahti has the longest track record, writing on PPRM topics from 2005 to 2017.

Fig. 5

Top-Authors’ production over the time bibliometric indicator.

4.2.2. Thematic evolution

In Fig. 6 , a keyword map spanning over 52 years (1970–2022) illustrates the usage, emergence, and evolution of key terms in the PPRM domain. Notably, no persistent keywords were found throughout this period. "Investment" emerged from 2001 to 2010 and remains relevant, while terms like "Project Management," "Construction Industry," and "Research and Development" disappeared after 2020. "Risk assessment" prevailed for eleven years, including the present. Emerging topics indicated by keywords include "Project Assessment," "Linear Programming," "Monte Carlo Methods," "Risk Assessment," "Bayesian Networks," "Project Portfolio Selection," "Investment," "Managers," and "Decision Theory."

Fig. 6

Thematic evolution indicator.

4.2.3. Frequency Distribution of the scientific productivity

Fig. 7 presents the distribution of Lotka's Law, introduced by Alfred Lotka in 1926 [ 61 ]. The plot shows the actual percentage of authors contributing to PPRM on the ordinate axis, while the abscissa axis represents the number of documents considered. A dotted line represents the application of Lotka's Law, enabling a comparison between the actual records and the model proposed by Lotka, which is discussed in Section 4. The interpretation of the graph shows that in the field of PPRM, more than 80% of the authors have published only one article, while those who have written more than one article account for less than 20% of the total. Authors with three or more papers account for fewer than 5%.

Fig. 7

Frequency distribution of the scientific productivity.

4.2.4. Bradford's law Source Distribution

Bradford's Law [ 62 ] highlights a pattern commonly observed in bibliometric studies, indicating exponentially diminishing returns when searching for references in scholarly journals. In Fig. 8 , we sorted the journals in the PPRM domain into three groups, each containing about one-third of all articles. Following Bradford's Law, the number of journals in each group should be proportional to 1:n:n2. The figure displays the most representative journals in blue, forming the core publications. Notably, the European Journal of Operation Research emerges as the most representative journal, alongside others like the International Journal of Project Management, Project Management Journal, and the Proceedings SPE Annual Technical Conference and Exhibition, which collectively constitute a 'nucleus' within the PPRM domain.

Fig. 8

Bradford's law source distribution.

4.2.5. Trend Topics

Fig. 9 illustrates a plot where the size of circles corresponds to the frequency of a term or keyword used. The smallest circle represents 0–25 occurrences, with increasing sizes for 26–50, 51–75, 76–100, and 101–125 occurrences. The gray line indicates the timeframe during which each term has been studied. Among the most prevalent terms in the PPRM domain, Cost Benefit Analysis stands out, present from 2003 to 2018. Notably, Risk Assessment, Project Portfolio Selection, and Decision Making are frequently used words, with 101–125 occurrences. Recent trends include the use of words like Multiobjective Optimization, Sustainable Development, Stochastic Systems, and Project Portfolio.

Fig. 9

Trend topics.

4.3. Scientific collaboration domain analysis results

4.3.1. institution collaboration network.

Fig. 10 presents a network analyzing collaboration and social interactions [ 63 ]. It illustrates linkages over time among key institutions contributing to the PPRM domain. The dominant network, shown in red, consists mainly of Asian institutions, with the Islamic Azad University and the Shahed University as prominent members. Another network, denoted in green, involves nine participants, primarily from North American institutions. A smaller network, mainly comprising United States institutions, is also observed. The remaining linkages show one-to-one interactions between different countries. This visual representation provides valuable insights into collaborative relationships and the geographic distribution of contributions in the PPRM field.

Fig. 10

Historical direct citation network.

4.3.2. Country/Region collaboration

Fig. 11 presents a Country Collaboration Map using a world map with shaded blue and gray areas, and link lines of varying width to display affiliations among countries. Dark blue shades indicate high productivity, while gray indicates no articles. The map highlights countries where PPRM is a significant topic, with the United States leading in article count (159), followed by China (118), Iran (99), Brazil (54), and Canada (37). The line width between countries represents linkage strength. North America emerges as the highest publisher, followed by Asia, while Africa shows minimal or no contribution. Notably, the primary collaboration occurs between the US and Iran. This visualization underscores global research trends and collaborative patterns in the domain.

Fig. 11

Country/Region collaboration map.

4.3.3. Clusters by document coupling

Fig. 12 depicts a bi-dimensional Coupling Map, measuring cluster centrality along the x-axis and cluster impact along the y-axis using Callon's Centrality Index [49].

Fig. 12

Clusters by document coupling.

As suggested by Ref. [ 64 ], the results in figure show the behavior of the PPRM domain in terms of four quadrants:

The upper-right quadrant indicates strong centrality and impact; it contains two "motor themes" clusters. The prominent red cluster includes keywords like Project Portfolio Selection (76%), Project Portfolio Configuration (51.7%), and Portfolio Selection (60%). The blue cluster, comparatively lower in impact and centrality, comprises Project Portfolio Selection (14%), Portfolio Management (27.8%), and Project Portfolio Management (22.7%) keywords.

The results for the upper left quadrant contain highly developed but isolated topics. In the PPRM area, there is only one cluster consisting of optimization (23.1%), portfolio selection (15%) and capital planning (50%).

The lower-left quadrant signifies emerging or declining themes with weaker development. In PPRM, two clusters represent this quadrant. The purple cluster includes concepts like utility function (100%), Corporate Social Responsibility (100%), and Project Portfolio (13.8%). The light brown cluster features concepts like asset management (100%), Integer Programming (33.3%), and Stochastic Optimization (20%), primarily representing emerging or disappearing themes in the domain.

Finally, the lower-right quadrant, composed by one cluster, seemed to be important for PPRM but is not well developed so far. It corresponds to basic-transversal themes: Project Portfolio Management (68.2%), Risk Management (70%) and Project Portfolio (31%).

4.3.4. Co-occurrence network analysis

Fig. 13 utilizes a sphere network layout to identify main research trends in the PPRM domain, represented by four clusters displayed in red, purple, blue, and green, with red being the most prominent and green the least. Node size and link line width correspond to co-occurrence extent and relationship strength between nodes, respectively [ 50 ]. This visualization offers insights into the interconnections and relative importance of topics within the PPRM domain.

Fig. 13

Co-occurrence Network Analysis (base on keywords).

In Fig. 12 , the term "Project Portfolio Selection" emerges as a prominent topic in the PPRM domain, represented by the largest red node with strong co-occurrence relationships. This central node connects to related concepts like project selection and uncertainty, forming a significant network. The purple network is led by Portfolio Management and Project Management. The blue network revolves around the concept of Project Portfolio but is smaller in comparison. Lastly, the green network, comprising only two nodes, appears to have limited influence within the overall system.

4.3.5. Co-citation network analysis

As recommended by Ref. [ 65 ], this approach is commonly employed to analyze intellectual structures in scientific fields. Results reveal evolving research clusters formed through co-citation pairs from various authors.

Fig. 14 shows that the co-cited papers in three clusters tend to share the PPRM as common theme.

Fig. 14

Co-citation network analysis.

5. Discussion

Project Portfolio Risk Management integrates strategic aspects of Portfolio, Risk considerations [ 3 , 66 ], and achieving organizational objectives [ 67 ]. Understanding the field's status and trends is crucial for comprehensive insights.

Scientometric analysis in Project Portfolio Risk Management (PPRM) remains limited, lacking comprehensive evidence and rigorous exploration of the field's dynamics and trends [ 68 ]. Despite new methods, there's a need for defining the field's status and guiding practitioners and scholars. This study's methodology and limitations prompt the question of its contribution to effective PPRM domain analysis.

Aiming to achieve the above, the results are discussed under six aspects that conform the main issues to support the contributions made by the authors: PPRM research themes, Performance Analysis, Science Mapping, Network Analysis, limitations, and Future Studies.

5.1. Discussion on PPRM research themes

The analysis, as in Ref. [ 17 ], utilized keyword co-occurrence to explore and depict the main research trends in the Project Portfolio Risk Management (PPRM) domain, as shown in Fig. 13 . The three main clusters, centered around the keywords "Project Portfolio Selection" (red cluster), "Portfolio Management" (purple cluster), and "Project Portfolio" (blue cluster), were the focus of the investigation, allowing for an in-depth exploration and discussion of research areas and themes in PPRM.

Research theme 1 – Project Portfolio Selection problem: The study's research theme centers on the project portfolio selection problem, a "hot topic" derived from Financial Portfolio Theory, notably Markowitz's seminal work in 1952 [ 34 , 39 ]. Fig. 14 analysis highlights Markowitz as a highly cited author in the domain. As emphasized by Refs. [ 39 , 69 ], this problem involves selecting the right risk measure for evaluating project portfolio risk during investment, requiring optimal modeling of risk correlations and uncertainties associated with inputs or calculations.

Fig. 13 's keyword co-occurrence network validates the research theme of Project Portfolio Selection, which encompasses optimization, mathematical programming, multi-objective optimization, stochastic programming, and robust optimization. This theme involves modeling risk correlation between projects and optimizing portfolio selection, considering both risks and benefits, much like Financial Portfolio Assessment [ 60 , 70 ].

Fig. 9 's results highlight a research theme centered on keywords like uncertainty, risk, fuzzy logic, simulation, and decision-making. This theme focuses on defining and modeling risk and uncertainty in Project Portfolio Selection. Notably, the presence of fuzzy logic and simulation as key keywords suggests their use in explicitly representing risk and uncertainty arising from input data in portfolio selection models [ [ 40 , 60 ]]. These findings underscore the importance of addressing risk and uncertainty through various modeling techniques to enhance decision-making in the context of Project Portfolio Selection.

The Project Portfolio Selection Problem emerged prominently in the Trend Topics analysis, with top-ranking keywords including multiobjective optimization, stochastic systems, project portfolio selection, and Monte Carlo methods.

Research theme 2 – Risk Management as a Project Portfolio Management Process: It stems from the second cluster in the keywords co-occurrence network, centered around the keyword "Portfolio Management." As highlighted by [ [ 34 , 69 ]], it involves adopting an approach derived from Project Risk Management theory to analyze project portfolio risk. This second research theme is characterized by keywords such as Project Management, Risk Management, and Project Portfolio Risk, among others. It emphasizes the importance of incorporating risk management principles into the broader context of Project Portfolio Management.

The second approach in Portfolio Risk Management adopts principles from Project Risk Management and treats it as a process within Project Portfolio Management. It involves studying risk management processes, such as planning, identification, assessment, and response, specifically in the context of project portfolios. This research theme, highlighted by Ref. [ 30 ], primarily focuses on the portfolio execution phase, including Resource Management and Steering, allowing researchers and practitioners to gain insights into effective Project Portfolio Risk Management practices.

This cluster explores research related to shared resources between projects, interactions between risk factors, shared risk factors among projects, and risk propagation within the portfolio [ 30 , 71 , 72 ]. It emphasizes the importance of adequate risk management processes, which have been shown to positively impact project portfolio success according to Ref. [ 32 ].

Research theme 3 – Risk analysis considering social and environmental issues: This research theme is derived from the third cluster identified in the keywords co-occurrence network which is based on the keyword “project portfolio”.

5.2. Discussion on Performance Analysis

The Sources Growth metric, depicted in Fig. 3 , reflects the growth rate of Project Portfolio Risk Management research in scientific journals. It quantifies the frequency of knowledge dissemination in the domain over the study period by tracking the cumulative occurrences of publications in each journal per publication year. The European Journal of Operational Research stood out as the leading journal in the PPRM field from 1970 to 2022, highlighting its substantial contribution and development in this area. This observation is consistent with findings in other fields [ 33 ].

Fig. 8 's Source Distribution results were utilized to identify the core sources in PPRM. This indicator, based on Bradford's Law, reveals a pattern in the journals contributing to the domain. By sorting the number of articles into three groups, this study successfully determined the most representative journals and the nucleus of journals in the field.

The contribution of authors in the PPRM domain is evident from Fig. 5 , which displays their yearly production with a red line denoting their timeline. This visualization captures the output and continuity of the most prominent authors. However, the extent to which this author profile indicates impact continuity and consistency requires discussion.

In line with [ 73 , 74 ], the analysis of authors' impact considers two crucial aspects: productivity (measured by the number of articles published within a specific period) and impact (evaluated by the yearly citation count). This study thoroughly examined both aspects, revealing notable contributions from authors like Mohagheghi and Mousavi Sm, with papers cited between five to ten times within a five-year span. However, upon reviewing the results in Fig. 5 regarding their overall prevalence, Salo Ahti emerged as the most representative author, with papers spanning from 2005 to 2017. This demonstrates Ahti's sustained and substantial influence on the PPRM domain over time.

Examining the Frequency Distribution of Scientific Productivity, following Lotka's Law, revealed unequal author contributions within the PPRM field ( Fig. 7 ). Confirming Lotka's principle, most authors (about 80%) have modest publication records, while a minority (under 10%) make substantial contributions, forming a prolific group driving relevant literature. This pattern underscores the distinct scientific productivity dynamics of the PPRM domain.

5.3. Discussion on science mapping

Keywordsmaps were crucial in quantifying and visualizing the thematic evolution of PPRM, providing insights into its conceptual subdomains [ [ 64 , 75 , 76 ]]. This study contributed significantly by identifying major themes across four periods, offering an up-to-date overview of its thematic structure. The analysis allowed examination of topic usage, emergence, and evolution. Fig. 6 displayed 13 topics with diverse patterns, encompassing both obsolete and emerging terms. Interestingly, no specific keywords dominated the 51-year period, but certain terms emerged in the past two decades and have maintained relevance.

Two key indicators, Co-citation Network Analysis and Country/Region Collaboration Map, were utilized to explore the collaborative structure and international impact in PPRM. The Co-citation Network Analysis ( Fig. 14 ) revealed strong clusters of 20 and 19 authors, demonstrating influential collaborations. The Country/Region Collaboration Map ( Fig. 11 ) highlighted global distribution resulting from international cooperation, identifying countries emphasizing PPRM research. These indicators facilitated Science Mapping and Network Analysis, providing valuable insights into the collaborative and global landscape of PPRM research [ 63 , 65 ].

5.4. Discussion on network analysis

Network metrics were employed to analyze collaborative aspects in the evolution of PPRM science. Scientific collaboration among researchers, as emphasized by authors [ 77 , 78 ], shaped the domain. Fig. 14 revealed the Scientific Authorship Collaboration Network with 14 clusters. Notably, the most robust research relationships were observed among four members. The largest cluster consisted of five authors, while other clusters showed less significant linkages, primarily involving only two authors.

International research cooperation's significant impact underscores the importance of studies like this in assessing global PPRM research activities. Fig. 12 's Clusters by Document Coupling analysis effectively examined impact and centrality, presenting a Coupling Map. To ensure validation criteria were met, as suggested by Ref. [ 79 ], mapped clusters had a minimum size, providing substantial evidence and distinguishing them from others. Specifically, the clusters in this study contained a minimum of five papers per year.

The Co-occurrence Network Analysis, akin to Ref. [ 47 ], identified "Project Portfolio Selection" as a "Hot topic" in PPRM. However, the thematic evolution demonstrated changing high-frequency words over time, suggesting no persistent prevalence of specific keywords in the PPRM domain.

5.5. Discussion on limitations

Despite following a valid protocol and employing comprehensive analysis strategies, the present study has some limitations. The chosen time scope may have missed important early contributions to PPRM. Future analyses should include historical background information for a more comprehensive understanding of the domain's development.

Bibliometric studies face challenges in accurately representing science mapping and research fronts in knowledge domains. Additionally, the increasing use of preprints [ 80 ] necessitates considering their inclusion in the analysis for a more comprehensive assessment.

Indicators used in Fig. 5 , Fig. 10 , Fig. 14 share a common limitation with most knowledge fields in terms of citation analysis accuracy. Some authors might receive high citation counts not for original discoveries but for reviews, leading to potentially misleading results about their contributions to the field [ 81 ]. This unsolved problem in citation analysis affects the assessment of research impact in various disciplines, including PPRM.

The H-index gauged scholarly interest in PPRM, yet its limitations must be acknowledged. The search protocol involved precise keywording techniques: refining, reviewing, clustering, and incorporating trends. These steps enhanced search term accuracy and cleanliness.

The H-index effectively measures scholarly interest in PPRM, but its limitations, such as treating old and recent records equally, can distort current impact interpretation. To counter this, supplementary indicators were included for a holistic impact assessment.

Opting for a single database was a deliberate choice, as multiple databases weren't deemed necessary. Rigorous filtering removed overlaps or repetitions. The chosen databases sufficed for the study's goals, showing no notable differences or shortcomings, thus posing no significant constraint.

Despite the limitations acknowledged, once the research protocol was accomplished through the use of a large number of records to support the findings, we believe that the results and discussion have provided evidence for a comprehensive picture of the domain.

5.6. Discussion for future studies

To enhance the quality of future scientometric studies, several limitations must be addressed. Seminal literature and preprints are often overlooked when defining the time scope, warranting their inclusion for a comprehensive analysis. Accuracy issues related to bibliometric techniques and knowledge field classification based on journal scopes should also be carefully considered. To mitigate these concerns, future studies are encouraged to adopt accuracy measurement approaches as suggested by authors like Boyack and Klavans [ 80 ]. Emphasizing these aspects will lead to more robust and reliable insights into the research domain.

Relying solely on database journal codes poses a notable limitation, potentially causing inaccurate subject assignments. Despite mitigation efforts through keywording, database selection, and software, delimitation and subject assignment challenges persist in bibliometric research. Acknowledging this limitation is crucial, prompting a thoughtful assessment of the extent to which results and conclusions remain accurately extrapolatable or validatable.

We consider that, regarding the use of H index to measure the interest of scholars, future studies must use additional metrics to complement and contrast the findings to overcome the probable noise that appears when giving the same importance to old and resent records.

6. Conclusions

Following PRISMA guidelines for replicability, this scientometric study examines source dynamics, highlighting increasing interest in Project Portfolio Risk Management (PPRM). Notably, the "European Journal of Operational Research" reflects this trend. Leading researchers exhibit an H Index of 9, underscoring their impact. Despite limitations, these findings offer valuable insights with cross-domain applicability.

Project Portfolio Selection, a pivotal PPRM theme, emphasizes risk assessment and optimization, influenced by Markowitz's seminal contribution. Scholars delve into modeling project risk correlations, mitigating uncertainties in input values during investment-phase portfolio assessments.

PPRM amalgamates mathematical theories—Optimization and Modeling—for Project Portfolio Selection. Terms like Optimization, Risk, Uncertainty, Fuzzy Logic, Simulation, and Decision-making illuminate Risk correlation and Portfolio Optimization benefits. Defining and modeling Risk and Uncertainty in Project Portfolio Selection is pivotal. Fuzzy Logic and simulation depict Uncertainty, evaluating Risk. This research optimizes project portfolios by factoring in risk, uncertainty, and decision-making.

Risk management within PPRM involves handling shared resources, interactions, and propagation of risks within portfolios. Effective risk processes enhance portfolio success. Key terms—project management, risk management, project portfolio risk—are integral to this theme. Exploring shared resources and risk interactions aids risk mitigation in project portfolios.

The risk analysis theme evaluates project impact on social and environmental aspects in portfolios. It delves into shared resources, risk interactions, propagation, and overall social and environmental implications in analysis.

Keyword maps were used to analyze the thematic evolution and structure of PPRM over four periods. The study identified major themes and their emergence and trends. Results revealed diverse topics, with certain terms remaining relevant in the past two decades. The absence of persistent keywords over the 51-year period indicates the dynamic nature of PPRM research.

The Science Mapping and Network Analysis of PPRM offered valuable insights into its structure, collaboration, and impact. These approaches provided a deeper understanding of thematic landscape, intellectual collaboration, and global distribution, revealing strong author clusters and collaborative networks. The global distribution of research articles emphasized the significance of international cooperation, identifying countries where PPRM research thrives and offering insights into its global landscape and impact. Among 14 clusters, four members formed the strongest research relationships, while others showed limited linkages with two authors. This underscores the importance of collaboration and the influence of key authors in advancing PPRM research.

The field's productivity distribution followed patterns observed in other disciplines. Applying the Lotka Law, we found a concentration of scientific productivity among a few authors, while a larger group contributed less. This power-law distribution indicates the presence of a select group of highly productive authors in the field.

The Lotka Law analysis facilitated comparisons with established trends in scientific literature. It revealed that the field exhibited similar patterns to the wider scientific community, suggesting that it operates according to fundamental principles observed in other disciplines. Applying the Lotka Law provided valuable insights into productivity distribution, confirming parallel trends within the field. These findings enhance our understanding of the field's scholarly landscape and its adherence to established principles of scientific productivity.

Co-occurrence Network Analysis identified "Project Portfolio Selection" as a "hot topic," yet thematic evolution analysis showed changing high-frequency words over 51 years, indicating the dynamic nature of PPRM research focus.

To delve deeper into the network analysis, Document Coupling and Co-occurrence analyses were conducted, providing insights into impact and centrality. These analyses identified thematic categories such as motor, isolated, basic, and transversal themes, revealing the structural dynamics within PPRM. Additionally, the Co-citation Network Analysis unveiled clusters formed by co-citation patterns among authors, deepening our understanding of the intellectual structure of PPRM.

Despite adhering to a valid protocol and bibliometric principles, this study encountered limitations, some mitigated through established techniques. However, persistent limitations common in bibliometric studies warrant attention from future research, as emphasized in the future studies discussion.

Author contribution statement

All authors listed have significantly contributed to the development and the writing of this article. </p>

Data availability statement

Declaration of competing interest.

The authors declare that they have no known competing financial interests or personal relationships that could have appeared to influence the work reported in this paper.

Acknowledgements and disclaim of authorship

The authors wish to express their gratitude to the valuable participation of the Universidad del Valle (1025100) University of Cauca (501100005682) and Rice University (100007863). This study was prepared for academic purposes. The writing, methodology, results, discussion, and conclusions of this document are of total responsibility of the authors.

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49 Risk Management Dissertation Topics Ideas & examples

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Risk Management Dissertation Topics

Risk management dissertation topics focus on identifying and assessing risks in different situations happening in human life. They are mostly natural but can be artificial as well. Risk management research topics also focus on minimizing the impacts of different types of risks. Students are showing an increased interest in this field with every passing day. Check out our related posts on innovation management , change management , and event management .

Best Risk Management Dissertation Topics for college students

Risk management thesis topics have been enlisted below for the guidance of our clients in the field. Here are some risk management dissertation topics and ideas that will surely get your creative spark going:

  • Studying the relationship between risk management and performance in organizational setups.
  • Effects of decision support on the risk management strategies in business contexts: a review of the literature.
  • Earthquake risk management: focus on potential barriers and opportunities.
  • Studying the relationship between earthquake risk management and earthquake insurance: a descriptive analysis.
  • Sustainable risk management: a review of empirical evidence.
  • Risk management in the construction industry: a systematic review.
  • Geotechnical risk management: comparing developed and developing countries of the world.
  • Investigating the guidelines and principles associated with the domain of risk management.
  • Studying the relationship between consumer safety and risk management.
  • Focusing on the factors for the optimization of risk management in services: a quantitative study.
  • A futuristic analysis of risk management domain: a review of empirical evidence.
  • Smart grid security risk management: a new domain to be investigated.
  • SMEs and risk management: focus on the successful tools.
  • Studying the strategies used for the assessment of risk management in organizations of X country.
  • Risk management and population health: a correlational analysis.
  • Studying the supply chain risk management and performance measurement association.
  • Comparative analysis of traditional versus modern risk management strategies on international levels.
  • An international disaster risk management system: a review of the literature.
  • Studying the risk management strategies in the pharmaceutical development industry: a descriptive analysis.
  • Understanding the relationship between risk management and risk analysis.
  • Comparing flood risk management strategies of developed and developing countries of the world.
  • Studying the relationship between risk perception and risk management: a correlational analysis.
  • Enterprise risk management: focus on potential challenges and interventions.
  • Relationship between corporate governance and risk management: focus on X country.
  • Big data and risk management in the domain of engineering and science projects.
  • Community-based disaster risk management: a review of empirical evidence.
  • Portfolio risk management: focus on the importance of six sigma quality principles.
  • Using financial instruments and operational methods for the integration of supply chain risk management.
  • Uncovering the practical applications of risk management in the Third World countries.
  • Comparative analysis of risk management strategies for tsunamis versus floods in X country.
  • Studying the risk management of occupational stress: a quantitative study.
  • Effects of procurement options in the construction industry on the risk management domain.
  • Correlational analysis of risk process, risk typology, and risk dimensions in the risk management domain.
  • Human risk management system: a descriptive analysis.
  • Radioactive material transport risk management: a systematic review.
  • Risks of purchasing a home in this declining market
  • cash flow risks in relation to export industries
  • Risk management policies in developing countries
  • Risk management policies in the construction business
  • How to protect your data using basic computer security systems
  • Managing risks in fundraising
  • structuring risk management in such a way that it is able to extract maximum gains from the prevailing risk scenarios
  • Comparing risk management policies of different business sectors
  • A look into medical malpractice: How to manage the risk
  • “Nuisance” lawsuits are more expensive to defend than settle. A major concern for Risk management executives
  • Risk Management in a Supply Chain: How have Current Trends in Global Supply Chain Management Impacted the Way that Risk-management Strategies have Evolved?
  • Evaluating the Significance of Liquidity Risk Management and Credit Supply in the Financial Markets
  • Critical Success Factors for the Implementation of an Operational Management System for Financial Services Organizations
  • Operational Risk Management: Best Methods and Practices for Warehousing Industry

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Top 30+ Project Management Research Topics To Work in 2024

Home Blog Project Management Top 30+ Project Management Research Topics To Work in 2024

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In the ever-evolving field of project management, staying ahead of the most recent research trends is essential for professionals who wish to enhance their skills and increase successful project outcomes. This article highlights the top ten project management research topics expected to impact the project management field in 2024 significantly.

Along with Project Management certification courses , this thorough list will be an invaluable tool for exploring the main research frontiers in the dynamic field of project management. Whether you are an aspiring project manager, an academic researcher, or an industry professional looking to optimize your project strategies, project management certifications will support your growth.

What is a Project Management Research Paper?

Project management research papers are academic documents that go deeply into a single topic or aspect of the field of project management. It is usually written by students, researchers, or professionals in the field of project management, and its goal is to add new knowledge, insights, or views to the field.

A research paper on project management will look at some aspects of project management, be it a theoretical framework, methodology, best practices, or case studies. It entails conducting a systematic investigation into the chosen topic, accumulating and analyzing relevant information, and drawing conclusions or making suggestions based on the findings. The study of the project management research topics 2024 will help budding project managers along with PMP certification training .

List of Project Management Research Topics and Ideas

 Here is a list of project management research topics, for writing your project research paper.

1Impact of Global Leadership in Leading to the Success of a Project
2Effects of Cultural Diversity on Project Performance
3Popular Leadership Style Used by Project Managers
4Evaluate PMBOK Guidelines
5Stakeholder Approach to Successful Adoption of Projects
6Effect of Change Mobilization on Companies
7Impact of Reward System on Boosting Productivity
8Relation Between Leadership and Change Management
9How to Develop Cost-effective Projects in Developed Nations?
What is a Project Management Research Paper?

Top 10 Project Management Research Topics

The following are the top project management thesis topics in 2024. Let us look into key points and overview of each project management research proposal:

1. Impact of Global Leadership in Leading to the Success of a Project

The following are the key points covered in the thesis on project management of “Impact of global leadership in leading to the success of a project”.

  • Global Leadership in Leading Projects: Global leadership is the skill of project managers to lead and manage project teams that are from different cultures, different time zones, and different parts of the world. It means learning and adjusting to different cultural norms, ways of communicating, and ways of doing work.
  • Communication and Working Together: Good communication and working together are key to the success of a project, especially when it's a global project.
  • Team Building and Motivation: Global leaders must establish trust, develop a sense of a common goal, and provide adequate support and recognition to team members regardless of their geographic location.
  • Knowledge Transfer and Learning: The importance of knowledge transfer and learning among project teams should be highlighted by global leadership.

The influence of global leadership on the success of a project has become an increasingly vital subject of research in the discipline of project management. Project teams are becoming more diverse, multicultural, and geographically dispersed as organizations continue to expand their global operations. This trend has created an urgent need for effective global leadership to navigate the complexities and challenges of managing projects across multiple countries, cultures, and time zones.

2. Effects of Cultural Diversity on Project Performance

How cultural diversity affect teams

  • Understanding Cultural Diversity: People from other cultures bring their own unique set of values, beliefs, behaviors, and modes of communication to the table, creating a rich stew of cultural diversity.
  • Benefits of Cultural Diversity in Project Management: Cultural diversity has various advantages for project management in addition to highlighting differences.
  • Challenges of Cultural Diversity in Project Management: Even though cultural diversity can have a lot of positive effects on a project, it also poses special difficulties that project managers must overcome to ensure project success.
  • Effective Management of Culturally Diverse Teams: It can be difficult to manage a team with different cultural backgrounds, but with the correct strategy, project managers can capitalize on diversity's advantages and complete projects successfully.

This research topic, it is examined how cultural diversity affects project performance as well as how project managers may successfully lead a multicultural team to project success.

In today's globalized world, cultural diversity is more common than ever and has a big impact on project management. Project managers need to understand how cultural variations between the team, stakeholders, and clients might impact project performance.

3. Popular Leadership Style Used by Project Managers

The following are the key points discussed in the research paper “Popular leadership style used by project managers”.

  • Qualities of Effective Leadership.
  • Leadership Styles of Project Managers:
  • Democratic leadership style
  • Transformational leadership style
  • Situational leadership style
  • Comparative analysis
  • Charismatic leadership style
  • Summarizing the main findings and contributions of the research.

The paper begins by emphasizing the significance of effective project management leadership and its influence on project outcomes. It emphasizes that project managers require not only technical expertise but also the ability to inspire and lead their teams to deliver results. The purpose of this study is to identify the most prevalent leadership styles employed by project managers and cast light on their effectiveness within the context of project management.

Overall, the project management research paper offers insightful insights into the most prevalent leadership styles employed by project managers. It provides a thorough comprehension of the significance of leadership in project management and emphasizes the effectiveness of transformational leadership in motivating high-performance teams. The findings are a valuable resource for project managers and other professionals who wish to improve their leadership skills and project outcomes.

4. Evaluate PMBOK Guidelines

The following are the key points in “Evaluate the PMBOK guidelines”.

  • Introduction to PMBOK Guidelines
  • Evaluation of Strengths
  • Identification of Weaknesses
  • Areas for Improvement
  • Suggestions for Enhancements

This research paper tries to evaluate the Project Management Body of Knowledge (PMBOK) guidelines, a widely accepted project management standard. The PMBOK provides a comprehensive framework and best practices for effectively managing projects. This study analyzes the strengths and weaknesses of the PMBOK guidelines, identifies areas for improvement, and proposes potential enhancements to increase its relevance and applicability in modern project management practices.

Delve into the most popular KnowledgeHut's Project Management Courses:

5. Stakeholder Approach to Successful Adoption of Projects

The following are the key points discussed in the research paper “Stakeholder Approach to Successful Adoption of Projects.”

  • This paper examines the significance of stakeholder management to the successful adoption of projects.
  • Understanding Stakeholders
  • Significance of Stakeholder Management
  • Stakeholder Analysis
  • Engaging Stakeholders
  • Stakeholder Engagement Strategies
  • Managing Stakeholder Expectations
  • Overcoming Challenges
  • Benefits of the Stakeholder Approach

This research paper begins with an overview of stakeholders and their significance in project management. It emphasizes that stakeholders include individuals, groups, and organizations that can influence a project or be influenced by it. The paper emphasizes the necessity of identifying, analyzing, and ranking stakeholders based on their interests, power, and influence while acknowledging the wide variety of stakeholders involved in any given project.

The paper concludes by highlighting the importance of adopting a stakeholder-based approach to project management for attaining successful project outcomes. It prioritizes the need for project managers to recognize stakeholders as essential collaborators and engage them actively throughout the project lifecycle. By considering the interests of stakeholders, managing their expectations, and maintaining open communication channels, projects can increase their likelihood of successful adoption and long-term sustainability.

6. Effect of Change Mobilization on Companies

The following are the key points discussed in the research paper “Effects of change mobilization in Companies.”

  • Importance of Change Mobilization
  • Change Mobilization Strategies
  • Impact on Organizational Performance
  • Challenges and Barriers to Change Mobilization
  • Overcoming Challenges and Enhancing Change Mobilization

The "Effect of Change Mobilization in Companies" research paper investigates the influence of change mobilization on organizational performance and employee engagement. The study investigates the numerous strategies and approaches utilized by businesses to successfully carry out and oversee initiatives to change. The findings demonstrate a positive relationship between effective change mobilization and increased productivity, innovation, and employee satisfaction. The paper highlights the significance of leadership, communication, and employee participation in facilitating organizational change.

7. Impact of Reward System on Boosting Productivity

The following are the key points included in the project management research paper “Impact of a reward system on boosting productivity”.

  • This paper investigates the effect of a reward system on boosting productivity in a variety of contexts.
  • Importance of Rewards in Motivation.
  • Factors Affecting the Effectiveness of Reward Systems.
  • Types of Rewards
  • Case Studies and Empirical Evidence.
  • Challenges and Limitations.
  • The research paper also concludes that well-designed reward systems can have a positive impact on productivity by motivating individuals and fostering a sense of purpose and satisfaction.

The research paper investigates the effects of implementing a reward system on organizational productivity levels. The study investigates how incentives and recognition can positively impact employee motivation, engagement, and overall performance.

Overall, the research paper illuminates the significant influence of a reward system on increasing organizational productivity. It provides administrators and human resource professionals with valuable insights and recommendations that can be used to improve employee motivation and performance, leading to increased productivity and organizational success.

8. Relation Between Leadership and Change Management

The following are the key points discussed in the research paper “Relation between Leadership and Change Management”:

  • Definition of leadership and change management in the project management context.
  • Leadership's Role in Change Management.
  • Leadership Styles and Change Management.
  • Key Factors for Effective Leadership in Change Management.
  • Case Studies and Examples.
  • Challenges and Recommendations.

This project management research topic examines the vital connection between leadership and change management in the context of project management. It attempts to examine how effective leadership influences the success of organizational change initiatives. Examining various leadership styles and their influence on change management processes, the study identifies the important factors that contribute to effective leadership in driving successful change.

9. How to Develop Cost-effective Projects in Developed Nations?

The following are the key points discussed in the research paper “How to Develop Cost-effective Projects in Developed Nations”:

  • A survey of project management in developed countries
  • The significance of efficiency in project development.
  • Objective and methodology of research.
  • Cost-effectiveness factors in developed countries.
  • Cost-Effective Project Management Strategies.
  • Case Studies and Effective Methods.
  • Cost-Effective Project Management Framework for Developed Nations.

This research paper concentrates on the identification of strategies and methods to build cost-effective projects in developed nations. The study acknowledges the challenges project managers experience in high-cost environments and aims to provide practical insights and suggestions for achieving optimal project outcomes while minimizing costs. The paper synthesizes current research and case studies to highlight key contributors to cost-effectiveness and presents a framework for project management in developed nations.

10. Analyze the Role of Soft Skills in Project Success Rates

The following are the key points included in the research paper “Analyze the Role of soft skills in project success rates”:

  • Definition of soft skills
  • Importance of soft skills in project management
  • Relation between soft skills and project accomplishment
  • Effective communication
  • Leadership and team management
  • Resolution of disagreements and problem-solving
  • Importance of soft skills development
  • Team composition and selection
  • Integration of soft skills in project management practices

The "Analyze the Role of Soft Skills in Project Success Rates" research paper examines the significance of soft skills in determining project success rates. Soft skills are a collection of personal characteristics and interpersonal abilities that enable individuals to communicate, collaborate, and manage relationships in professional settings. This study seeks to investigate the effect of these abilities on project outcomes, shedding light on their contribution to project success.The paper begins with an introduction to the significance of soft skills in the contemporary workplace, emphasizing their increasing recognition alongside technical expertise. It emphasizes the growing complexity of initiatives and the need for effective teamwork, communication, and leadership skills to successfully navigate such complexity.

Software Project Management Research Topics

These topics cover a range of critical issues, tactics, risk management, AI integration, and agile methodologies in software project management.

  • Software Project Management Challenges in Distributed and Remote Teams.
  • Effective Software Project Risk Management Strategies.
  • The Role of DevOps in Accelerating Software Project Delivery.
  • Agile vs. Waterfall: Comparative Analysis in Software Project Management.
  • Quality Assurance and Testing Practices in Software Project Management.
  • Project Portfolio Management in Software Organizations.
  • Managing Scope Changes and Requirements Volatility in Software Projects.

Construction Project Management Research Ideas

These topics cover sustainability, safety, technology adoption, and stakeholder engagement in construction project management.

  • Risk Assessment and Mitigation in Large-Scale Construction Projects.
  • The Role of Technology in Improving Construction Project Efficiency.
  • Resource Allocation and Cost Control in Construction Methods.
  • Safety Management and Accident Prevention in Construction.
  • Optimizing Construction Project Scheduling and Time Management.
  • Green Building Practices and Sustainable Construction Projects.
  • Stakeholder Collaboration and Communication in Complex Construction Projects.
  • Impact of Lean Construction Principles on Project Delivery.

Research Topics for Project Management in Healthcare

These topics cover various aspects of healthcare project management, facility construction, implementing technology, quality improvement, and crisis management.

  • Healthcare Supply Chain Management and Project Efficiency.
  • Managing Change in Healthcare Organizations: A Project Management Perspective.
  • Optimizing Healthcare Facility Construction and Renovation Projects.
  • Telemedicine Project Management and its Impact on Health care Delivery.
  • Healthcare Project Risk Management: A Case Study Analysis.
  • Patient-Centered Care Initiatives and Project Management Best Practices.
  • Quality Improvement Projects in Healthcare: Challenges and Success Factors.

How to Write a Project Management Research Paper?

It is suggested to get certified in PRINCE2 certification training for aspiring project managers, which will help them work on well-organized and logical project management topics for research papers. Here is a step-by-step guide to writing your research paper on project management:

  • Select a topic of project management that sparks your interest.
  • Utilize credible sources such as academic journals, books, Google research, websites, and scholarly articles to conduct extensive research on the selected topic.
  • Create a plan to organize your primary ideas and thoughts.
  • Write an appealing introduction that provides perspective and states your research question.
  • Provide a comprehensive survey of the appropriate research by summarizing existing studies and theories.
  • Clearly describe your method, including how you plan to collect and examine data.
  • Use tables, charts, or graphs as necessary to present your findings or results.
  • Consider any restrictions or limitations of your study and explain how they may have affected your findings.
  • Your paper should be proofread and edited for clarity, coherence, grammar, and spelling.
  • Format your paper according to the specific instructions provided by your institution or the journal to which you are submitting.
  • To avoid plagiarism, cite your sources using the appropriate format (e.g., APA, MLA).
  • To enhance the quality and rigor of your research paper, solicit feedback from peers or professors.

These topics for research in project management provide an excellent roadmap for project management academicians and practitioners to follow as we move forward. By focusing on these areas, we can obtain valuable insights, foster innovation, and elevate the project management discipline to new heights. The discipline of project management, such as construction project management research topics and ideas, is in a constant state of evolution, and researchers need to explore new avenues and address new challenges. Along with getting trained in these project management research proposal topics, it is suggested to enroll in KnowledgeHut Project Management courses for beginners and get globally recognized accreditations.

Frequently Asked Questions (FAQs)

Project management for research is the process of planning, coordinating, and carrying out research tasks in a way that helps reach certain goals within certain limits. 

The questions that a study or research project is trying to answer are the research questions. Most of the time, this question is about a problem or issue that is answered in the study's result through the analysis and interpretation of data.

The latest emerging project topics are Hybrid Project Management, Artificial Intelligence (AI) And Automation, Rise in remote working, Advanced Resource and Project Management Software, and Projects and Organizational strategy.


Kevin D.Davis

Kevin D. Davis is a seasoned and results-driven Program/Project Management Professional with a Master's Certificate in Advanced Project Management. With expertise in leading multi-million dollar projects, strategic planning, and sales operations, Kevin excels in maximizing solutions and building business cases. He possesses a deep understanding of methodologies such as PMBOK, Lean Six Sigma, and TQM to achieve business/technology alignment. With over 100 instructional training sessions and extensive experience as a PMP Exam Prep Instructor at KnowledgeHut, Kevin has a proven track record in project management training and consulting. His expertise has helped in driving successful project outcomes and fostering organizational growth.

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research topics on project risk management

  • 04 Jun 2024
  • Research & Ideas

Navigating Consumer Data Privacy in an AI World

Consumers expect companies to do everything they can to protect their personal data, but breaches continue to happen at an alarming rate. Eva Ascarza and Ta-Wei Huang say companies must take bold steps to proactively manage customers’ sensitive data if they want to earn trust and remain competitive.

research topics on project risk management

  • 07 May 2024
  • Cold Call Podcast

Lessons in Business Innovation from Legendary Restaurant elBulli

Ferran Adrià, chef at legendary Barcelona-based restaurant elBulli, was facing two related decisions. First, he and his team must continue to develop new and different dishes for elBulli to guarantee a continuous stream of innovation, the cornerstone of the restaurant's success. But they also need to focus on growing the restaurant’s business. Can the team balance both objectives? Professor Michael I. Norton discusses the connections between creativity, emotions, rituals, and innovation – and how they can be applied to other domains – in the case, “elBulli: The Taste of Innovation,” and his new book, The Ritual Effect.

research topics on project risk management

  • 26 Apr 2024

Deion Sanders' Prime Lessons for Leading a Team to Victory

The former star athlete known for flash uses unglamorous command-and-control methods to get results as a college football coach. Business leaders can learn 10 key lessons from the way 'Coach Prime' builds a culture of respect and discipline without micromanaging, says Hise Gibson.

research topics on project risk management

  • 02 Apr 2024
  • What Do You Think?

What's Enough to Make Us Happy?

Experts say happiness is often derived by a combination of good health, financial wellbeing, and solid relationships with family and friends. But are we forgetting to take stock of whether we have enough of these things? asks James Heskett. Open for comment; 0 Comments.

research topics on project risk management

Employees Out Sick? Inside One Company's Creative Approach to Staying Productive

Regular absenteeism can hobble output and even bring down a business. But fostering a collaborative culture that brings managers together can help companies weather surges of sick days and no-shows. Research by Jorge Tamayo shows how.

research topics on project risk management

  • 12 Mar 2024

Publish or Perish: What the Research Says About Productivity in Academia

Universities tend to evaluate professors based on their research output, but does that measure reflect the realities of higher ed? A study of 4,300 professors by Kyle Myers, Karim Lakhani, and colleagues probes the time demands, risk appetite, and compensation of faculty.

research topics on project risk management

  • 29 Feb 2024

Beyond Goals: David Beckham's Playbook for Mobilizing Star Talent

Reach soccer's pinnacle. Become a global brand. Buy a team. Sign Lionel Messi. David Beckham makes success look as easy as his epic free kicks. But leveraging world-class talent takes discipline and deft decision-making, as case studies by Anita Elberse reveal. What could other businesses learn from his ascent?

research topics on project risk management

  • 16 Feb 2024

Is Your Workplace Biased Against Introverts?

Extroverts are more likely to express their passion outwardly, giving them a leg up when it comes to raises and promotions, according to research by Jon Jachimowicz. Introverts are just as motivated and excited about their work, but show it differently. How can managers challenge their assumptions?

research topics on project risk management

  • 05 Feb 2024

The Middle Manager of the Future: More Coaching, Less Commanding

Skilled middle managers foster collaboration, inspire employees, and link important functions at companies. An analysis of more than 35 million job postings by Letian Zhang paints a counterintuitive picture of today's midlevel manager. Could these roles provide an innovation edge?

research topics on project risk management

  • 24 Jan 2024

Why Boeing’s Problems with the 737 MAX Began More Than 25 Years Ago

Aggressive cost cutting and rocky leadership changes have eroded the culture at Boeing, a company once admired for its engineering rigor, says Bill George. What will it take to repair the reputational damage wrought by years of crises involving its 737 MAX?

research topics on project risk management

  • 16 Jan 2024

How SolarWinds Responded to the 2020 SUNBURST Cyberattack

In December of 2020, SolarWinds learned that they had fallen victim to hackers. Unknown actors had inserted malware called SUNBURST into a software update, potentially granting hackers access to thousands of its customers’ data, including government agencies across the globe and the US military. General Counsel Jason Bliss needed to orchestrate the company’s response without knowing how many of its 300,000 customers had been affected, or how severely. What’s more, the existing CEO was scheduled to step down and incoming CEO Sudhakar Ramakrishna had yet to come on board. Bliss needed to immediately communicate the company’s action plan with customers and the media. In this episode of Cold Call, Professor Frank Nagle discusses SolarWinds’ response to this supply chain attack in the case, “SolarWinds Confronts SUNBURST.”

research topics on project risk management

  • 02 Jan 2024

Do Boomerang CEOs Get a Bad Rap?

Several companies have brought back formerly successful CEOs in hopes of breathing new life into their organizations—with mixed results. But are we even measuring the boomerang CEOs' performance properly? asks James Heskett. Open for comment; 0 Comments.

research topics on project risk management

  • 12 Dec 2023

COVID Tested Global Supply Chains. Here’s How They’ve Adapted

A global supply chain reshuffling is underway as companies seek to diversify their distribution networks in response to pandemic-related shocks, says research by Laura Alfaro. What do these shifts mean for American businesses and buyers?

research topics on project risk management

  • 05 Dec 2023

What Founders Get Wrong about Sales and Marketing

Which sales candidate is a startup’s ideal first hire? What marketing channels are best to invest in? How aggressively should an executive team align sales with customer success? Senior Lecturer Mark Roberge discusses how early-stage founders, sales leaders, and marketing executives can address these challenges as they grow their ventures in the case, “Entrepreneurial Sales and Marketing Vignettes.”

research topics on project risk management

  • 31 Oct 2023

Checking Your Ethics: Would You Speak Up in These 3 Sticky Situations?

Would you complain about a client who verbally abuses their staff? Would you admit to cutting corners on your work? The answers aren't always clear, says David Fubini, who tackles tricky scenarios in a series of case studies and offers his advice from the field.

research topics on project risk management

  • 12 Sep 2023

Can Remote Surgeries Digitally Transform Operating Rooms?

Launched in 2016, Proximie was a platform that enabled clinicians, proctors, and medical device company personnel to be virtually present in operating rooms, where they would use mixed reality and digital audio and visual tools to communicate with, mentor, assist, and observe those performing medical procedures. The goal was to improve patient outcomes. The company had grown quickly, and its technology had been used in tens of thousands of procedures in more than 50 countries and 500 hospitals. It had raised close to $50 million in equity financing and was now entering strategic partnerships to broaden its reach. Nadine Hachach-Haram, founder and CEO of Proximie, aspired for Proximie to become a platform that powered every operating room in the world, but she had to carefully consider the company’s partnership and data strategies in order to scale. What approach would position the company best for the next stage of growth? Harvard Business School associate professor Ariel Stern discusses creating value in health care through a digital transformation of operating rooms in her case, “Proximie: Using XR Technology to Create Borderless Operating Rooms.”

research topics on project risk management

  • 28 Aug 2023

The Clock Is Ticking: 3 Ways to Manage Your Time Better

Life is short. Are you using your time wisely? Leslie Perlow, Arthur Brooks, and DJ DiDonna offer time management advice to help you work smarter and live happier.

research topics on project risk management

  • 15 Aug 2023

Ryan Serhant: How to Manage Your Time for Happiness

Real estate entrepreneur, television star, husband, and father Ryan Serhant is incredibly busy and successful. He starts his days at 4:00 am and often doesn’t end them until 11:00 pm. But, it wasn’t always like that. In 2020, just a few months after the US began to shut down in order to prevent the spread of the Covid-19 virus, Serhant had time to reflect on his career as a real estate broker in New York City, wondering if the period of selling real estate at record highs was over. He considered whether he should stay at his current real estate brokerage or launch his own brokerage during a pandemic? Each option had very different implications for his time and flexibility. Professor Ashley Whillans and her co-author Hawken Lord (MBA 2023) discuss Serhant’s time management techniques and consider the lessons we can all learn about making time our most valuable commodity in the case, “Ryan Serhant: Time Management for Repeatable Success.”

research topics on project risk management

  • 08 Aug 2023

The Rise of Employee Analytics: Productivity Dream or Micromanagement Nightmare?

"People analytics"—using employee data to make management decisions—could soon transform the workplace and hiring, but implementation will be critical, says Jeffrey Polzer. After all, do managers really need to know about employees' every keystroke?

research topics on project risk management

  • 01 Aug 2023

Can Business Transform Primary Health Care Across Africa?

mPharma, headquartered in Ghana, is trying to create the largest pan-African health care company. Their mission is to provide primary care and a reliable and fairly priced supply of drugs in the nine African countries where they operate. Co-founder and CEO Gregory Rockson needs to decide which component of strategy to prioritize in the next three years. His options include launching a telemedicine program, expanding his pharmacies across the continent, and creating a new payment program to cover the cost of common medications. Rockson cares deeply about health equity, but his venture capital-financed company also must be profitable. Which option should he focus on expanding? Harvard Business School Professor Regina Herzlinger and case protagonist Gregory Rockson discuss the important role business plays in improving health care in the case, “mPharma: Scaling Access to Affordable Primary Care in Africa.”

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Diabetes management: how lifestyle, daily routine affect blood sugar.

Diabetes management takes awareness. Know what makes your blood sugar level rise and fall — and how to control these day-to-day factors.

When you have diabetes, it's important to keep your blood sugar levels within the range recommended by your healthcare professional. But many things can make your blood sugar levels change, sometimes quickly. Find out some of the factors that can affect blood sugar. Then learn what you can do to manage them.

Healthy eating is important for everyone. But when you have diabetes, you need to know how foods affect your blood sugar levels. It's not only the type of food you eat. It's also how much you eat and the types of food you combine in meals and snacks.

What to do:

Learn about planning balanced meals. A healthy-eating plan includes knowing what to eat and how much to eat. Two common ways to plan meals are carbohydrate counting and the plate method. Ask your healthcare professional or a registered dietitian if either type of meal planning is right for you.

Understand carbohydrate counting. Counting carbs involves keeping track of how many grams of carbohydrates you eat and drink during the day. If you take diabetes medicine called insulin at mealtimes, it's important to know the amount of carbohydrates in foods and drinks. That way, you can take the right dose of insulin.

Among all foods, carbs often have the biggest impact on blood sugar levels. That's because the body breaks them down into sugar, which raises blood sugar levels. Some carbs are better for you than others. For example, fruits, vegetables and whole grains are full of nutrients. They have fiber that helps keep blood sugar levels more stable too. Eat fewer refined, highly processed carbs. These include white bread, white rice, sugary cereal, cakes, cookies, candy and chips.

Get to know the plate method. This type of meal planning is simpler than counting carbs. The plate method helps you eat a healthy balance of foods and control portion sizes.

Use a 9-inch plate. Fill half of the plate with nonstarchy vegetables. Examples include lettuce, cucumbers, broccoli, tomatoes and green beans. Divide the other half of the plate into two smaller, equal sections. You might hear these smaller sections called quarters. In one quarter of the plate, place a lean protein. Examples include fish, beans, eggs, and lean meat and poultry. On the other quarter, place healthy carbohydrates such as fruits and whole grains.

Be mindful of portion sizes. Learn what portion size is right for each type of food. Everyday objects can help you remember. For example, one serving of meat or poultry is about the size of a deck of cards. A serving of cheese is about the size of six grapes. And a serving of cooked pasta or rice is about the size of a fist. You also can use measuring cups or a scale to help make sure you get the right portion sizes.

Balance your meals and medicines. If you take diabetes medicine, it's important to balance what you eat and drink with your medicine. Too little food in proportion to your diabetes medicine — especially insulin — can lead to dangerously low blood sugar. This is called hypoglycemia. Too much food may cause your blood sugar level to climb too high. This is called hyperglycemia. Talk to your diabetes health care team about how to best coordinate meal and medicine schedules.

Limit sugary drinks. Sugar-sweetened drinks tend to be high in calories and low in nutrition. They also cause blood sugar to rise quickly. So it's best to limit these types of drinks if you have diabetes. The exception is if you have a low blood sugar level. Sugary drinks can be used to quickly raise blood sugar that is too low. These drinks include regular soda, juice and sports drinks.

Exercise is another important part of managing diabetes. When you move and get active, your muscles use blood sugar for energy. Regular physical activity also helps your body use insulin better.

These factors work together to lower your blood sugar level. The more strenuous your workout, the longer the effect lasts. But even light activities can improve your blood sugar level. Light activities include housework, gardening and walking.

Talk to your healthcare professional about an exercise plan. Ask your healthcare professional what type of exercise is right for you. In general, most adults should get at least 150 minutes a week of moderate aerobic activity. That includes activities that get the heart pumping, such as walking, biking and swimming. Aim for about 30 minutes of moderate aerobic activity a day on most days of the week. Most adults also should aim to do strength-building exercise 2 to 3 times a week.

If you haven't been active for a long time, your healthcare professional may want to check your overall health first. Then the right balance of aerobic and muscle-strengthening exercise can be recommended.

Keep an exercise schedule. Ask your healthcare professional about the best time of day for you to exercise. That way, your workout routine is aligned with your meal and medicine schedules.

Know your numbers. Talk with your healthcare professional about what blood sugar levels are right for you before you start exercise.

Check your blood sugar level. Also talk with your healthcare professional about your blood sugar testing needs. If you don't take insulin or other diabetes medicines, you likely won't need to check your blood sugar before or during exercise.

But if you take insulin or other diabetes medicines, testing is important. Check your blood sugar before, during and after exercise. Many diabetes medicines lower blood sugar. So does exercise, and its effects can last up to a day later. The risk of low blood sugar is greater if the activity is new to you. The risk also is greater if you start to exercise at a more intense level. Be aware of symptoms of low blood sugar. These include feeling shaky, weak, tired, hungry, lightheaded, irritable, anxious or confused.

See if you need a snack. Have a small snack before you exercise if you use insulin and your blood sugar level is low. A blood sugar level below 90 milligrams per deciliter (mg/dL), which is 5.0 millimoles per liter (mmol/L), is too low. The snack you have before exercise should contain about 15 to 30 grams of carbs. Or you could take 10 to 20 grams of glucose products. This helps prevent a low blood sugar level. If your blood sugar is 90 to 124 mg/dL (5.0 to 6.9 mmol/L), have 10 grams of glucose before you exercise.

Stay hydrated. Drink plenty of water or other fluids while exercising. Dehydration can affect blood sugar levels.

Be prepared. Always have a small snack, glucose tablets or glucose gel with you during exercise. You'll need a quick way to boost your blood sugar if it drops too low. Carry medical identification too. In case of an emergency, medical identification can show others that you have diabetes. It also can show whether you take diabetes medicine such as insulin. Medical IDs come in forms such as cards, bracelets and necklaces.

Adjust your diabetes treatment plan as needed. If you take insulin, you may need to lower your insulin dose before you exercise. You also may need to watch your blood sugar level closely for several hours after intense activity. That's because low blood sugar can happen later on. Your healthcare professional can advise you how to correctly make changes to your medicine. You also may need to adjust your treatment if you've increased how often or how hard you exercise.

Insulin and other diabetes medicines are designed to lower blood sugar levels when diet and exercise alone don't help enough. How well these medicines work depends on the timing and size of the dose. Medicines you take for conditions other than diabetes also can affect your blood sugar levels.

Store insulin properly. Insulin that is not stored properly or is past its expiration date may not work. Keep insulin away from extreme heat or cold. Don't store it in the freezer or in direct sunlight.

Tell your healthcare professional about any medicine problems. If your diabetes medicines cause your blood sugar level to drop too low, the dosage or timing may need to be changed. Your healthcare professional also might adjust your medicine if your blood sugar stays too high.

Be cautious with new medicines. Talk with your healthcare team or pharmacist before you try new medicines. That includes medicines sold without a prescription and those prescribed for other medical conditions. Ask how the new medicine might affect your blood sugar levels and any diabetes medicines you take. Sometimes a different medicine may be used to prevent dangerous side effects. Or a different medicine might be used to prevent your current medicine from mixing poorly with a new one.

With diabetes, it's important to be prepared for times of illness. When you're sick, your body makes stress-related hormones that help fight the illness. But those hormones also can raise your blood sugar. Changes in your appetite and usual activity also may affect your blood sugar level.

Plan ahead. Work with your healthcare team to make a plan for sick days. Include instructions on what medicines to take and how to adjust your medicines if needed. Also note how often to measure your blood sugar. Ask your healthcare professional if you need to measure levels of acids in the urine called ketones. Your plan also should include what foods and drinks to have, and what cold or flu medicines you can take. Know when to call your healthcare professional too. For example, it's important to call if you run a fever over 101 degrees Fahrenheit (38.3 degrees Celsius) for 24 hours.

Keep taking your diabetes medicine. But call your healthcare professional if you can't eat because of an upset stomach or vomiting. In these situations, you may need to change your insulin dose. If you take rapid-acting or short-acting insulin or other diabetes medicine, you may need to lower the dose or stop taking it for a time. These medicines need to be carefully balanced with food to prevent low blood sugar. But if you use long-acting insulin, do not stop taking it. During times of illness, it's also important to check your blood sugar often.

Stick to your diabetes meal plan if you can. Eating as usual helps you control your blood sugar. Keep a supply of foods that are easy on your stomach. These include gelatin, crackers, soups, instant pudding and applesauce.

Drink lots of water or other fluids that don't add calories, such as tea, to make sure you stay hydrated. If you take insulin, you may need to sip sugary drinks such as juice or sports drinks. These drinks can help keep your blood sugar from dropping too low.

It's risky for some people with diabetes to drink alcohol. Alcohol can lead to low blood sugar shortly after you drink it and for hours afterward. The liver usually releases stored sugar to offset falling blood sugar levels. But if your liver is processing alcohol, it may not give your blood sugar the needed boost.

Get your healthcare professional's OK to drink alcohol. With diabetes, drinking too much alcohol sometimes can lead to health conditions such as nerve damage. But if your diabetes is under control and your healthcare professional agrees, an occasional alcoholic drink is fine.

Women should have no more than one drink a day. Men should have no more than two drinks a day. One drink equals a 12-ounce beer, 5 ounces of wine or 1.5 ounces of distilled spirits.

Don't drink alcohol on an empty stomach. If you take insulin or other diabetes medicines, eat before you drink alcohol. This helps prevent low blood sugar. Or drink alcohol with a meal.

Choose your drinks carefully. Light beer and dry wines have fewer calories and carbohydrates than do other alcoholic drinks. If you prefer mixed drinks, sugar-free mixers won't raise your blood sugar. Some examples of sugar-free mixers are diet soda, diet tonic, club soda and seltzer.

Add up calories from alcohol. If you count calories, include the calories from any alcohol you drink in your daily count. Ask your healthcare professional or a registered dietitian how to make calories and carbohydrates from alcoholic drinks part of your diet plan.

Check your blood sugar level before bed. Alcohol can lower blood sugar levels long after you've had your last drink. So check your blood sugar level before you go to sleep. If your blood sugar isn't between 100 mg/dL and 140 mg/dL (5.6 mm/L and 7.8 mmol/L ), have a snack before bed. The snack can counter a drop in your blood sugar.

Periods and menopause

Periods and menopause both have important effects for people with diabetes.

Changes in hormone levels the week before and during periods can lead to swings in blood sugar levels.

Look for patterns. Keep careful track of your blood sugar readings from month to month. You may be able to predict blood sugar changes related to your menstrual cycle.

Adjust your diabetes treatment plan as needed. Your healthcare professional may recommend changes in your meal plan, activity level or diabetes medicines. These changes can make up for blood sugar swings.

Check blood sugar more often. If you're likely nearing menopause or if you're in menopause, talk with your healthcare professional. Ask whether you need to check your blood sugar more often. Also, be aware that menopause and low blood sugar have some symptoms in common, such as sweating and mood changes. So whenever you can, check your blood sugar before you treat your symptoms. That way you can confirm whether your blood sugar is low.

Most types of birth control are safe to use when you have diabetes. But combination birth control pills may raise blood sugar levels in some people.

It's very important to take charge of stress when you have diabetes. The hormones your body makes in response to prolonged stress may cause your blood sugar to rise. It also may be harder to closely follow your usual routine to manage diabetes if you're under a lot of extra pressure.

Take control. Once you know how stress affects your blood sugar level, make healthy changes. Learn relaxation techniques, rank tasks in order of importance and set limits. Whenever you can, stay away from things that cause stress for you. Exercise often to help relieve stress and lower your blood sugar.

Get help. Learn new ways to manage stress. You may find that working with a psychologist or clinical social worker can help. These professionals can help you notice stressors, solve stressful problems and learn coping skills.

The more you know about factors that have an effect on your blood sugar level, the better you can prepare to manage diabetes. If you have trouble keeping your blood sugar in your target range, ask your diabetes healthcare team for help.

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With AI and Machine Learning (ML) changing how society addresses challenges and opportunities, the trustworthiness of AI technologies is critical. Trustworthy AI systems are those demonstrated to be valid and reliable; safe, secure and resilient; accountable and transparent; explainable and interpretable; privacy-enhanced; and fair with harmful bias managed. The agency’s AI goals and activities are driven by its statutory mandates, Presidential Executive Orders and policies, and the needs expressed by U.S. industry, the global research community, other federal agencies,and civil society.

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AI approaches are increasingly an essential component in new research. NIST scientists and engineers use various machine learning and AI tools to gain a deeper understanding of and insight into their research. At the same time, NIST laboratory experiences with AI are leading to a better understanding of AI’s capabilities and limitations.

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NIST Launches Trustworthy and Responsible AI Resource Center (AIRC)

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Minimizing Harms and Maximizing the Potential of Generative AI

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NIST Launches ARIA, a New Program to Advance Sociotechnical Testing and Evaluation for AI

Bias in AI

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