Research

A thoroughly conducted scientific or scholarly research finds answers to hypotheses or propositions and produces outcomes that have a direct and indirect impact on individuals, institutions, communities and the world at large. When the researchers conducted a study on sound and transparent, reliable, and valid protocols, the results may stand the test of time. To pass the validity and reliability test, a researcher must learn to think critically and avoid the pitfalls in human reasoning. The human capacity to reason is quintessential to scientific research, and when that capacity is blurred and overwhelmed by biases, conflict of interests, conflict of conscience, emotions, illogical thoughts, the outcomes of a research can be vulnerable and susceptible to egregious errors; they take, for instance, correlation for causation, make generalizations about members of a category after having encountered only a restricted subset of that category, look for evidence that supports a hypothesis without also looking for evidence that would disconfirm such hypothesis and confuse what must logically be true with what seems to be right in the world.
Moreover, accurate and correct statistical report about PM phenomena is no longer determined only by the significance of a test or survey if the p-value is equal to or less than alpha 0.05. Studies show that p-value of 0.5 alone is not adequate to reject the null hypothesis. An accurate determination of rejecting the null hypothesis must include the effect size and the confident or certain intervals (Cumming, 2012; Verdam et al., 2013; Trafimow & Rice, 2011).

Culpibality of PM Fields of Study

Parallelly, the project management fields of study are fraught with misconstrued and misinformed notions. Some practitioners, scholars, and writers, to name a few examples, equate project management to a unique conceptualization or contextualization. This belief is rampant and widely held among IT project management enthusiasts.  For them, what occurs in the IT industry reflects on the entire project management industry, and that the success or failure of the PM fields is largely measured by the failure or success of information technology projects. There also those whose who focus on methodology as the quintessential solution or panacea to the continuing failure of project management practitioners to deliver projects, particularly complex size projects, without considering inaccurate project cost estimate, schedule delays, budgetary constraints, environmental disasters, and resistance. This misinformation or misconstruction also exacerbate the fragmentation and superficial conduct of qualitative and quantitative research inquiries regarding project management activities.
Moreover, accurate and correct statistical report about PM phenomena is no longer determined only by the significance of a test or survey if the p-value is equal to or less than alpha 0.05. Studies show that p-value of 0.5 alone is not adequate to reject the null hypothesis. An accurate determination of rejecting the null hypothesis must include the effect size and the confident or certain intervals (Cumming, 2012; Verdam et al., 2013; Trafimow & Rice, 2011).

Critical Mission of PMSURI

The Project Management University Research Institute intends to fill the knowledge gap between misinformation and fragmented research results with those that meet internal and external validity outcomes by applying the hybrid of qualitative and quantitative research methodologies in its research endeavors.  Internal validity is measured in terms of design and data accuracy and how causal, linear, and correlational relationships can be drawn from such data. External validity is measured in terms of its generalizability and repeatability. In other words, other researchers across disciplines will be able to replicate PMSURI researched results or discoveries.