18th July 2012

Knowledge Type

Research paper


, Project Management Institute

Major Project



Liam Toomey

Of Interest To

Academia Consultants Leadership teams Operators Private sector clients Public sector clients

Social Networks and Project Management Performance


The aim of the study is to evaluate the impact of social networks on project management performance. In particular, the study examines the four most significant social network structures, as found in the literature, and uncovers their specific network contents.

Results suggest that first, out-degree centrality is perceived to have a significant contribution to project management performance. Second, betweenness centrality is perceived to have a reasonable contribution to project management performance but is dependent on project size and project manager capability. Third, team member structural holes are perceived to have a reasonable contribution to project management performance but are dependent on team member competency and project size. Fourth, boundary spanning, only if via the project manager, is perceived to contribute significantly to project management performance.

Results show that the specific network contents do contribute positively but can also negatively impact project management performance. Therefore, the project manager should consider the project dependencies of project size, team competency, and project manager capability. Moreover, a social networks content model presented may facilitate the project management approach decision. Thus, the project manager can manage social networks to improve project management performance.