The compelled circumstantial trust in project management environment: validation of the scale model

Authors

  • Raphael de Oliveira Albergarias Lopres
  • Farid El Massiou
  • Bouchaib Bahli Ryerson University Canada

DOI:

https://doi.org/10.19255/JMPM02512

Keywords:

Project Management, Circumstantial Trust, Stakeholders

Abstract

This article investigates the phenomenon of compelled circumstantial trust, which project managers are subject to when performing their functions in the project environment. The objective is to contribute to project manager‘s higher productivity and efficiency. Compelled circumstantial trust is a phenomenon that happens, for instance, when there is a change of any key stakeholder in the project environment, or when a new project manager takes over the project. Therefore, it is necessary to trust the administrative legacy inherited and those who are part of it, which may represent a potential problem for an efficient project management model and become a challenge for the project manager, and ultimately for the sponsor. This article discusses compelled circumstantial trust and presents a validated scale, together with a set of practices that aims to improve the performance of project managers in the exercise of their duties, while keeping the privileges and particularities of their role.

Author Biographies

Raphael de Oliveira Albergarias Lopres

Raphael Albergarias has over 17 years of ex-perience in business management, market consult-ing, executive education, and government (superin-tendent and sub-secretary). Founder and President of IPMA Brazil. Regional development director of LATNET IPMA. Coordinator of the first commission of Project, Program Portfólio in the CRA / CFA sys-tem. Business Development Executive of the Inter-national Institute of Education. Partner of IDGP - a consultancy with a focus on business results. Partic-ipation in about 100 projects, from the implementa-tion of upstream and downstream megaprojects to the ERP implementation and Process Modeling (22bi USD). Doctorate in Administration from ESC Rennes - FRA; Ph.D. Candidate in Psychology from the Uni-versity of Sorbonne - Paris 8; Master of Science in Administration from FGV; MBA in Project manage-ment from UFRJ; Bachelor in Business Administra-tion. Specialist in Implementation of Strategic Pro-jects from the universities Stanford and Cambridge. Technical reviewer for Mundo PM magazine.

Farid El Massiou

Farid El Massioui is professeur émérite de psychologie, Université Paris 8. 2000 - 2020 : Professeur des universités ; Université Vincennes / Saint-Denis Paris 8. 1985 - 2000 : Chercheur au CNRS 1983 - 1984 : Maître assistant associé à l’université de Clermont Ferrand. 2015-2019 : Médiateur de l’Université Depuis 2017 : Membre du comité scientifique de l’Institut d’Accompagnement Psychologique et de Ressources. 2008 - 2013 : Création et direction du Laboratoire Psychologie et Neurosciences au sein de l’Institut de Médecine Environnementale. Paris. 2004 - 2008 & 1990 - 2000 : Membre du Comité National de la Recherche : Section ‘Comportement - Cognition - Cerveau’. 2004 - 2008 : Membre du Comité National de la Recherche : section inter-disciplinaire ‘Santé & Société ‘ (CNRS). 2001 - 2016 Membre du conseil de l’UFR de Psychologie de l’Université Vincennes/Saint-Denis Paris 8. Depuis 1996 : Président fondateur du Club "Attention & Performance" qui est l'un des Clubs de la Société des Neurosciences. 1995 - 2013 : Membre, vice président puis secrétaire général du Comité National des Sciences Biologiques de l’Académie des Sciences.

Bouchaib Bahli, Ryerson University Canada

Bouchaib Bahli, PhD Full Professor of Information Technology Management Ted Rogers School of Information Technology Management Ryerson University 55 Dundas St W, Toronto, ON M5B2K3tel. 416-979-5000 ext. 2445 Office: 2-054

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Published

2022-05-20

How to Cite

Albergarias Lopres, R. de O. ., Massiou, F. E., & Bahli, B. . (2022). The compelled circumstantial trust in project management environment: validation of the scale model. The Journal of Modern Project Management, 8(3). https://doi.org/10.19255/JMPM02512