- DMS 7109
- 613-562-5800 x 4781
- Complex Project Management
- Foundations of Project Management Research
- Project Management & International Development
- Project Management & Strategy
- Project Management in Non-Traditional Sectors
Lavagnon Ika is an Associate Professor of Project Management (PM). He holds an M.Sc. in PM from UQO and a PhD in business administration with specialization in Project Management from the Université du Québec à Montréal, a Montreal-based joint doctoral program with McGill, Concordia, and HEC Universities.
Over the past 17 years, he has taught PM at the B.Com and MBA/EMBA levels in both the French and English, mainly in Canada but also in Europe, Africa, and the Middle-East. He has led a number of PM workshops in organizational settings and advised a number of project managers and senior business leaders in his consulting work. His clients include different federal government departments. He has supervised a few PhD students and a dozen M.Sc. students and sat on many MSc and PhD committees all over the world.
His research topics include: what makes projects complex; what makes projects successful; why do projects fail and what can be done about it; and what is the role of project strategy, supervision and management in project success/failure. Besides his works on international development projects, Professor Ika has a genuine interest in project settings such as arts and culture, law, education, etc. as well as in strategy and in the foundations of PM Research. He is the author of almost twenty papers in peer reviewed journals as well as more than twenty conference proceedings. Professor Ika's work has been published in many journals including the International Journal of Project Management, the Project Management Journal, the International Journal of Managing Projects in Business, the Journal of African Business, and the International Journal of Project Organization and Management. He is a member of the Editorial Board of the International Journal of Project Management and of the Editorial Review Board of the Journal of African Business. He is the Project Management editor for the Open Access journals, the Taylor & Francis’s Cogent Business & Management and Mega Journal of Business Research.
He received the Emerald Literati Network Awards for Excellence, Highly Commended Paper Award Winner in 2011 and Outstanding Paper Award in 2017, and the IPMA Research Contribution of a Young Researcher Award in 2012. Two of his papers are among the most cited papers in top Project Management journals since 2011. Many of his papers are praised by PM practitioners. For example, one is cited in a recent World Bank's concept note.
Publications during the last 7 years
Chapters in Books
Ika, L.A. A Contribution of Results Based Management to Project Design. In Chaput, L.. Project Design Strategic Information - A Process Approach. Sainte-Foy: Presses de l'Université du Québec, 2011.
Papers in Refereed Journals
Ika, L.A. and Donnelly, J. 2017. Success conditions for international development capacity building project. International Journal of Project Management, 35(1): 44-63.
Ika, L.A. and Söderlund, J. 2016. Rethinking revisited: Insights from an early rethinker. International Journal of Managing Projects in Business, 9(4): 931-934.
Ika, L.A. and Bredillet, C.N. 2016. The metaphysical questions every project practitioner should ask. Project Management Journal, 47(3): 86-100.
Saint-Macary, J. and Ika, L.A. 2015. Atypical Perspectives on Project Management: Moving Beyond the Rational, to the Political and the Psychosocial. International Journal of Project Organization & Management, 7(3): 236-250.
Ika, L.A. 2015. Opening the black box of project management: Does World Bank project supervision influence project impact. International Journal of Project Management, 33(5): 1111-1123.
Ika, L.A. and Hodgson, D. 2014. Learning from international development projects: Blending critical project studies and critical development studies. International Journal of Project Management, 32(7): 1182-1196.
Ika, L.A. 2014. Grands projets : Trop grands pour réussir?. Organisations & Territoires, 23(3): 5-13.
Ika, L.A., Diallo, A. and Thuillier, D. 2012. Critical Success Factors for World Bank Projects and Empirical Investigation. International Journal of Project Management, 30(1): 105-116.
Gauthier, J.B. and Ika, L.A. 2012. Foundations of Project Management Research: An Explicit and Six Facet Ontological. Project Management Journal, 43(5): 5-23.
Ika, L.A. 2012. Project Management for Development in Africa: Why Projects are Failing and What Can be Done About It. Project Management Journal, 43(4): 27-41.
Ika, L.A. and Saint-Macary, J. 2012. The Project Planning Myth in International Development. International Journal of Managing Projects in Business, 5(3): 420-439.
Ika, L.A., Diallo, A. and Thuillier, D. 2011. The Empirical Relationship between Success Factors and Dimensions: The Perspectives of World Bank Project Supervisors and Managers. International Journal of Managing Projects in Business, 4(4): 711-719.
Ika, L.A. and Lytvynov, V. 2011. 'Management-per-result' Approach to International Development Project Design. Project Management Journal, 42(4): 87-104.
Ika, L.A., Diallo, A. and Thuillier, D. 2010. Project Management in the International Development Industry: The Project Coordinator's Perspective. International Journal of Managing Projects in Business, 3(1): 61-93.
Funded Research during the last 7 years
|2014-2017||School of Management Research Fund (SMRF)||Project Leadership and Teamwork in High Power Distance Matrix Structures: The Case of African Science Projects||R||I||Co-I||$ 6,000|
|2014-2015||SSHRC 4A (Approved but not yet funded)||Project manager's level of involvement in project planning: The case of international development projects||R||C||PI||$ 0|
|2013||SSHRC 4A (Approved but not yet funded)||Why international development project managers are yet to be involved in project planning and what can be done about it||R||C||PI||$ 0|
|2012-2014||Telfer School of Management Research Fund (SMRF)||Project supervision in project management and in international development literatures||R||I||PI||$ 20,000|
|2011-2012||Université du Québec en Outaouais||Les facteurs clés de succès des projets de développement - la perception des superviseurs de projet de l'Union européenne, de l'AFD, de la GTZ et du DFI||R||I||PI||$ 10,000|
|2010-2011||Université du Québec en Outaouais||Appui financier pour la soutenance de thèse||O||I||PI||$ 1,000|
|2009-2010||Université du Québec en Outaouais||La recherche sur la gestion des projets de développement international et leur succès : perspectives universelle, contingente et critique||R||I||PI||$ 9,792|
*Purpose = C: Contract (R and D), E: Equipment Grant, R: Research Grant, S: Support Award, P: Pedagogical Grant, O: Other, U: Unknown
**Type= C: Granting Councils, G: Government, F: Foundations, I: UO Internal Funding, O: Other, U: Unknown
Role: PI = Principal Investigator, Co-I = Co-Investigator, Co-PI = Co-Principal Investigator