Hull University Business School

Professor Terry Williams

Prof Terry Williams

 

Management Systems

  • Biography
  • Qualifications
  • Teaching
  • Research
  • Key Publications

Biography

Professor Terry Williams, former Dean of Hull University Business School, worked in both the public and private sector, beginning as a Lecturer in Operational Research at the University of Strathclyde, while completing his PhD research. He moved onto YARD LTD (now BAE SYSTEMS), before returning to Strathclyde as a Lecturer in 1992, becoming Head of the Department of Management Science in 2001. He joined the University of Southampton in 2005, becoming Head of School in 2008.

As a life-long Management Science/Operational Researcher, his specific research interests lie in modelling project behaviour. His research into this area is internationally renowned, both within the practitioner and academic communities. Professor Williams is also a Fellow of the Institute of Mathematics and its Applications, a Chartered Mathematician, a Fellow of the OR Society and a certified Project Manager (PMP).

Qualifications

MA (Oxon) in Mathematics, First Class; MSc (Birmingham) in Operational Research; PhD (Birmingham)

Teaching

Teaching covers management science/operational research and modelling and analysis of complex systems. Specifically, teaching covers all aspects of project management.

Research

Professor Williams is known internationally for his research into how to model the behaviour of major projects, both within the practitioner and academic communities. While in practice, Professor Williams developed work into network simulation, leading him to introduce the now accepted idea of “cruciality”, as well as other advances in how to build such models. This work was extended by research into Project-Risk Management, both theoretical and in acting as Risk Manager for major defence projects. Analysing projects post mortem is key to advancing understanding, but also requires new models to explicate and quantify project behaviour.

While working as part of a team with Eden/Ackermann/Howick on post-mortem project litigation, he developed significant improvements in understanding how major projects work. This used, in particular, a multi-methodology approach (including “System Dynamics” modelling), and has been used to study many large projects. In turn this has led to influential insights about how projects work, what Delay & Disruption within a project is (and how to quantify it), and how projects “run away” catastrophically. Work has continued on areas such as the value of project management, project learning, project governance, the actuality of project experience and early-warning signs of project failure. His papers and books in this area are cited frequently and he often presents keynote addresses on his analysis of projects.

As well as serving in various leading research capacities with the Project Management Institute (US), Professor Williams is prominent in research circles. He is one of the leaders of the UK MS/OR community and, until recently, was Joint Editor of J.Oper.Res.Soc (the leading non-US OR journal) and well-known in the area of complex decision modelling. He has an impressive record of successful grant applications including, most recently, being a member of the team awarded a multi- £M Science and Innovation contract from the EPSRC and as CO-Investigator on a £2M+ multi-disciplinary EPSRC project on “Modelling Complexity for the Real World”.

Publications

Books

  • Williams, T., Ojiako, U., Chipulu, M., Gardiner, P. (2012). Cultural imperatives in perceptions of project success and failure. (pp. 162). Newtown Square, PA: Project Management Institute. 978-1-935589-55-6
  • Williams, T., Macbeth, D., Humby, S., James, K. (2012). Procurement and supply in project: misunderstood and under-researched. (pp. 75). Newtown Square, PA: Project Management Institute. 978-1-935589-54-9
  • Williams TM and Samset K (2012) (eds) Project Governance: Getting Investments right. Basingstoke, UK: Palgrave. 978-0-230-36348-9
  • Williams, T., Klakegg, O. J., Walker, D., Andersen, B., Magnussen, O. M. (2010). Early Warning Signs in Complex Projects. (pp. 176). Newtown Square PA: Project Management Institute. 978-1-935589-18-1
  • Klakegg, O., Williams, T., Magnussen, O. (2009). Governance Frameworks for Public Project Development and Estimation. (pp. 276). Project Management Institute. 1933890789
  • Samset, K., Williams, T., Sunnevag, K. (2009). Making essential choices with scant information: Front-end decision making in major projects. (pp. 320). Basingstoke: Palgrave. 0230205860
  • Williams, T. (2008). Management Science in Practice. (pp. 342). Wiley. 0470026642
  • Williams, T. (2007). Post-Project Reviews to Gain Effective Lessons Learned. (pp. 150). Project Management Institute. 9781933890241
  • Williams, Terry (2002) Modelling complex projects, London, UK, Wiley, 284pp.

Book Chapters

  • Howick S, Ackermann F, Eden C and Williams T (2011) “Delay and Disruption in Complex Projects “ in Meyers, Robert A. (Ed.) “Complex Systems in Finance and Econometrics" Springer Verlag ISBN: 978-1-4419-7700-7 (Print) 978-1-4419-7701-4 (Online)
  • Williams, T., Checkland, P. (2011). Systems thinking and the systems movement. In Aspects of complexity. In Cooke-Davies, T. (Ed.), (pp. 135-148). Newtown Square, PA: Project Management Institute. 978-1-935589-30-3
  • Williams, T. (2011). Towards a coherent research agenda. In Aspects of complexity. In Cooke-Davies, T. (Ed.), (pp. 171-178). Newtown Square, PA: Project Management Institute. 978-1-935589-30-3
  • Williams, T. (2009). Decisions made on Scant Information: Overview. In Williams TM, Samset K and Sunnevag K (Eds) Making essential choices with scant information: Front-end decision making in major projects.. Basingstoke: Palgrave.
  • Howick, S., Ackermann, F., Eden, C., Williams, T. (2009). Understanding the causes and consequences of disruption and delay in complex projects: how systems dynamics can help. In Meyers RA (Ed) Encyclopedia of Complexity and System Science. (vol. 2, pp. 1845-1864). New York: Springer Verlag.
  • Williams, T. (2008). Project Modelling. In Turner JR (Ed) Gower Handbook of Project Management. (4th Edition, pp. 587-599). Aldershot: Gower.
  • Williams, T. (2008). Quantitative Methods. In Thomas J and Mullaly M (Eds) Researching the Value of Project Management.. Project Management Institute.

Articles

  • O’Leary T and Williams T  (2013) Managing the social trajectory: a practice perspective on project management. IEEE Trans.Eng.Mgmt. 60, 3, 566-580
  • Chipulu M, Neoh JG, Ojiako U, Williams T (2013) A multidimensional analysis of project manager competences. IEEE Trans. Eng. Mgmt. 60, 3, 506-517
  • Ghiami Y, Williams T, and Wu Y (2013) A two-echelon inventory model for a deteriorating item with stock-dependent demand, partial backlogging and capacity constraints, European Journal of Operational Research 231, 3, 587–597
  • Williams TM, Klakegg OJ, Walker D, Andersen B, Magnussen OM (2012) Identifying and Acting on Early Warning Signs in Complex Projects. Project Management Journal. 43, 2, 37-53
  • Geraldi JG, Maylor H and Williams TM. (2011) Now, let’s make it really complex (complicated): a systematic review of the complexities of projects. International Journal in Operations and Production Management 31, 9, 966-990
  • Katsaliaki, K., Mustafee, N., Dwivedi, Y., Williams, T., Wilson, J. (2010). A profile of OR research and practice. (vol. 61, pp. 82-94). Journal of the Operational Research Society.
  • O'Leary, Timothy and Williams, Terence (2010) Negotiating social reality: a practice perspective on managing business change projects. Academy of Management Journal (Submitted)
  • Williams, Terence and Samset, Knut (2010) Issues in front-end decision-making on projects. Project Management Journal, 41, (2), 38-49. (doi:10.1002/pmj.20160)
  • Katsaliaki, K., Mustafee, N., Dwivedi, Y.K., Williams, T. and Wilson, J.M. (2010) A profile of OR research and practice published in the Journal of the Operational Research Society. Journal of the Operational Research Society, 61, 82-94. (doi:10.1057/jors.2009.137)
  • Williams, Terry, Klakegg, Ole Jonny, Magnussen, Ole Morten and Glasspool, Helene (2010) An investigation of governance frameworks for public projects in Norway and the UK. International Journal of Project Management, 28, (1), 40-50. (doi:10.1016/j.ijproman.2009.04.001)
  • Soltani, Ebrahim, Lai, Pei-chun, Van der Meer, Robert and Williams, Terry M. (2008) Managerial approaches toward service quality: the case of three service organisations. Service Industries Journal, 28, (10), 1399-1414. (doi:10.1080/02642060802250229)
  • Klakegg, Ole Jonny, Williams, Terry, Magnussen, Ole Morten and Glasspool, Helene (2008) Governance frameworks for public project development and estimation. Project Management Journal, 39, (S1), S27-S42. (doi:10.1002/pmj.20058)
  • O'Leary, Tim and Williams, Terry (2008) Making a difference? - evaluating an innovative approach to improving project delivery capability in a UK government department. International Journal of Project Management, 26, (5), 556-565. (doi:10.1016/j.ijproman.2008.05.013)
  • Howick, Susan, Eden, Colin, Ackermann, Fran and Williams, Terry (2008) Building confidence in models for multiple audiences: the modelling cascade. European Journal of Operational Research, 186, (3), 1068-1083. (doi:10.1016/j.ejor.2007.02.027)
  • Williams, Terence (2008) How do organisations learn lessons from projects – and do they? IEEE Transactions in Engineering Management, 55, (2), 248-266.(doi:10.1109/TEM.2007.912920)
  • Shafti, Farhad, Ven der Meer, Robert and Williams, Terry (2007) An empirical approach to service classification for productivity management studies. Service Industries Journal, 27, (6), 709-730. (doi:10.1080/02642060701453197)
  • Ackerman, F., Eden, C., Williams, T. and Howick, S. (2007) Systemic risk assessment: a case study. Journal of the Operational Research Society, 58, (1), 39-51. (doi:10.1057/palgrave.jors.2602105)
  • Soltani, E., Van der Meer, R.B., Williams, T.M. and Lai, P. (2006) The compatibility of performance appraisal systems with TQM principles - evidence from current practice. International Journal of Operations & Production Management, 26, (1), 92-112.
  • Williams, T. and Robertson, S. (2006) Understanding project failure: using cognitive mapping in an insurance project. Project Management Journal, 37, 55-71.
  • Williams, T., Sachdeva, R. and Quigley, J. (2006) Mixing methodologies to enhance implementation of healthcare operational research. Journal of the Operational Research Society (Submitted)
  • Cicmil, Svetlana, Williams, Terry, Thomas, Janice and Hodgson, Damian (2006) Rethinking project management: researching the actuality of projects [In special issue: Rethinking Project Management]. International Journal of Project Management, 24, (8), 675-686. (doi:10.1016/j.ijproman.2006.08.006)
  • Williams, T., Soltani, E. and Van der Meer, R. (2005) Lessons learned from TQM-focused organisations: some implications for theory and practice of performance management. Magnus Journal of Management, 1, (2), 30-55.
  • Williams, Terry (2005) Extreme over-runs and what we can learn. PMI Global Congress 2005 EMEA.

Proceedings

  • Williams, Terry (2005) Assessing and moving on from the dominant project management discourse in the light of project overruns. IEEE Transactions on Engineering Management, 52, (4), 497-508. (doi:10.1109/TEM.2005.856572)
  • Soltani, Ebrahim, van der Meer, Robert B. and Williams, Terry M. (2005) A contrast of HRM and TQM approaches to performance management: some evidence. British Journal of Management, 16, (3), 211-230. (doi:10.1111/j.1467-8551.2005.00452.x)
  • Eden, Colin, Williams, Terry and Ackermann, Fran (2005) Analysing project cost overruns: Comparing the "measured mile" analysis and system dynamics modelling. International Journal of Project Management, 23, (2), 135-139. (doi:10.1016/j.ijproman.2004.07.006)
  • Eden, Colin, Ackermann, Fran and Williams, Terry (2005) The amoebic growth of project costs. Project Management Journal, 36, (1), 15-27.
  • Soltani, E., van der Meer, R., Gennard, J. and Williams, T. (2004) HR performance evaluation quality management context: a review of the literature. International Journal of Quality and Reliability Management, 21, (4), 377-396. (doi:10.1108/02656710410530082)
  • Soltani, E., Van der Meer, R.B. and Williams, T.M. (2004) Challenges Posed to Performance Management by TQM Gurus: Contributions of Individual Employees Versus Systems-Level Features. Total Quality Management & Business Excellence, 15, (8), 1069-1091. (doi:10.1080/1478336042000255488)
  • Williams, Terry (2004) "Why Monte-Carlo simulations of project networks can mislead". Project Management Journal, 35, (3), 53-61.
  • Williams, Terry (2004) Identifying the hard lessons from projects – easily. International Journal of Project Management, 22, (4), 273-279. (doi:10.1016/j.ijproman.2003.11.001)
  • Soltani, E., Van der Meer, R.B., Gennard, J. and Williams, M.T. (2004) Have TQM organisations adjusted their performance management (appraisal) systems? A study of UK-based TQM-driven organisations. The TQM Magazine, 16, (6), 403-417. (doi:10.1108/09544780410563329)
  • Williams, Terry, Ackermann, Fran and Eden, Colin (2003) Structuring a delay and disruption Claim: an application of cause-mapping and system dynamics. European Journal of Operational Research, 148, (1), 192-204. (doi:10.1016/S0377-2217(02)00372-7)
  • Williams, Terry (2003) The Contribution of Mathematical Modelling to the Practice of Project Management. IMA Journal of Management Mathematics, 14, (1), 3-30. (doi:10.1093/imaman/14.1.3)
  • Soltani, Ebrahim, Van der Meer, Robert, Gennard, John and Williams, Terry (2003) A TQM approach to HR performance evaluation criteria. European Management Journal, 21, (3), 323-337. (doi:10.1016/S0263-2373(03)00052-5)
  • Soltani, E., Van der Meer, R., Gennard, J. and Williams, T. (2003) Performance management: TQM versus HRM - lessons learned. Management Research News, 26, (8), 38-49.
  • Williams, T.M. (2003) Learning from projects. Journal of the Operational Research Society, 54, (5), 443-451. (doi:10.1057/palgrave.jors.2601549)
  • Williams, T.M. (2003) Assessing Extension of Time delays on major projects. International Journal of Project Management, 21, (1), 19-26. (doi:10.1016/S0263-7863(01)00060-6)
  • Eden, C., Williams, T., Ackermann, F. and Howick, S. (2000) The role of feedback dynamics in disruption and delay on the nature of disruption and delay (D&D) in major projects. Journal of the Operational Research Society, 51, (3), 291-300.
  • Williams, T.M. (2000) Safety regulation changes during projects: the use of system dynamics to quantify the effects of change. International Journal of Project Management, 18, (1), 23-31. (doi:10.1016/S0263-7863(98)00063-5)
  • Williams, Terry M. (2000) Systemic project risk management - the way ahead. International Journal of Risk Assessment and Management, 1, (1-2), 149-159.
  • Williams, Terry (1999) Towards realism in network simulation. Omega, 27, (3), 305-314. (doi:10.1016/S0305-0483(98)00062-0)
  • Williams, Terry (1999) Allocation of contingency in activity duration networks. Construction Management and Economics, 17, (4), 441-447. (doi:10.1080/014461999371367)
  • Williams, T.M. (1999) Seeking optimum project duration extensions. Journal of the Operational Research Society, 50, (5), 460-467.
  • Williams, T.M. (1999) The need for new paradigms for complex projects. International Journal of Project Management, 17, (5), 269-273. (doi:10.1016/S0263-7863(98)00047-7)
  • Rodrigues, A.G. and Williams, T.M. (1998) Systems dynamics in project management: assessing the impacts of client behaviour in project performance. Journal of the Operational Research Society, 49, (1), 2-15.
  • Eden, Colin, Williams, Terry and Ackermann, Fran (1998) Dismantling the learning curve: the role of disruptions on the planning of development projects. International Journal of Project Management, 16, (3), 131-138. (doi:10.1016/S0263-7863(97)00053-7)
  • Williams, T.M. (1997) Empowerment versus risk management? International Journal of Project Management, 15, (4), 219-222. (doi:10.1016/S0263-7863(96)00074-9)
  • Rodrigues, A.G. and Williams, T.M. (1997) Systems dynamics in software project management: towards the development of a formal integrated framework. European Journal of Information Systems, 6, (1), 51-66.
  • Ackermann, F., Eden, C. and Williams, T. (1997) Modelling for litigation: mixing qualitative and quantitative approaches. Interfaces, 27, (2), 48-65.
  • Williams, T.M. (1996) The two-dimensionality of project risk. International Journal of Project Management, 14, (3), 185-186. (doi:10.1016/0263-7863(96)00030-0)
  • Williams, T. (1996) Simulating the man-in-the-loop: a proposed 'way ahead' for simulating systems under human control. Insight, 9, (4), 17-21.
  • Williams, Terry, Eden, Colin, Ackermann, Fran and Tait, Andrew (1995) Vicious circles of parallelism. International Journal of Project Management, 0263-7863, (3), 151-155. (doi:10.1016/0263-7863(95)00034-N)
  • Williams, T.M. (1995) What are PERT estimates? Journal of the Operational Research Society, 46, (12), 1498-1504.
  • Williams, Terry (1995) A classified bibliography of research relating to project risk. European Journal of Operational Research, 85, (1), 18-38. (doi:10.1016/0377-2217(93)E0363-3)
  • Williams, Terry, Eden, Colin, Ackermann, Fran and Tait, Andrew (1995) The effects of design changes and delays of project costs. Journal of the Operational Research Society, 46, (7), 809-818.
  • Williams, T.M. (1994) Managing risk in development and initial production. International Journal of Production Research, 32, (7), 1591-1597. (doi:10.1080/00207549408957024)
  • Williams, Terry M. (1994) Using the risk register to integrate risk management in project definition. International Journal of Project Management, 12, (1), 17-22. (doi:10.1016/0263-7863(94)90005-1)
  • Williams, T.M. (1993) What is critical? International Journal of Project Management, 11, (4), 197-200. (doi:10.1016/0263-7863(93)90035-L)
  • Williams, T.M. (1993) Risk management infrastructures. International Journal of Project Management, 11, (1), 5-10. (doi:10.1016/0263-7863(93)90003-6)
  • Williams, T.M. (1992) Practical use of distributions in network analysis. Journal of the Operational Research Society, 43, (3), 265-270.
  • Williams, T.M. (1992) Critically in stochastic networks. Journal of the Operational Research Society, 43, (4), 353-357.
  • Williams, T.M. (1992) Heuristic scheduling of ship replenishment at sea. Journal of the Operational Research Society, 43, (1), 11-18.
  • Marsh, B.D., Williams, T.M. and Mathieson, G.L. (1990) The use of mixed Prolog/Fortran for battle simulation. Journal of the Operational Research Society, 41, (4), 311-318.
  • Williams, T.M. (1990) Risk analysis using an embedded CPA package. International Journal of Project Management, 8, (2), 84-88. (doi:10.1016/0263-7863(90)90041-9)
  • Williams, T.M., Gittins, R.P. and Burke, D.M. (1989) Replenishment at sea. Journal of the Operational Research Society, 40, (10), 881-887.
  • Williams, T.M. (1987) Adaptive Holt-Winters forecasting. Journal of the Operational Research Society, 38, 553-560.
  • Williams, T.M. (1984) Special products and uncertainty in production/inventory systems. European Journal of Operational Research, 15, (1), 46-54. (doi:10.1016/0377-2217(84)90047-X)
  • Williams, T.M. (1984) Stock control with sporadic and slow-moving demand. Journal of the Operational Research Society, 35, (10), 939-948.
  • Williams, T.M. (1983) Tables of stock-outs with lumpy demand. Journal of the Operational Research Society, 34, (5), 431-435.
  • Williams, T.M. (1982) Reorder levels for lumpy demand. Journal of the Operational Research Society, 33, (2), 185-189.
  • Williams, T.M. (1980) Nonpreemptive multi-server priority queues. Journal of the Operational Research Society, 31, (12), 1105-1107.

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