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- Corvellec, Hervé, 1961, et al.
(författare)
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The moral responsibility of project selectors
- 2008
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Rapport (övrigt vetenskapligt/konstnärligt)abstract
- The starting point of this paper asserts that managers who elicit and select projects have a moral responsibility. Correspondingly, its purpose is to provide a means for project selectors to appreciate this responsibility so that it can be put into practice. A model of the moral responsibility involved in project selection is presented. This model combines a) an explication of responsibility into attributability—what choices the project manager can ultimately be praised or blamed for, and accountability—the necessity of being prepared to answer for one’s choices; with b) an explication of the project selection process into an initialisation phase, an appraisal phase, and a decision phase. Various moral philosophers are called upon to make explicit the moral issues that are at stake for each of these two dimensions of responsibility at each stage of the project selection process. Concluding remarks point to the need for project selectors to contextualise their use of the model.
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| 2. |
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| 3. |
- Corvellec, Hervé, et al.
(författare)
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The moral responsibility of project selectors
- 2010
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Ingår i: International Journal of Project Management. - : Elsevier BV. - 0263-7863 .- 1873-4634. ; 28:3, s. 212-219
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Tidskriftsartikel (refereegranskat)abstract
- Managers who select projects have a moral responsibility. The purpose of this paper is to present a template to assess this responsibility so that it can be put into practice. Responsibility is here defined as a combination of attributability—what choices the project manager can ultimately be praised or blamed for, and of accountability—what choices the project manager has to be prepared to answer for. The template combines these two aspects of responsibility with the project selection process divided into three phases: initialization phase, appraisal phase, and decision phase. Various moral philosophers are used to highlight the moral issues at stake for each of these two dimensions of responsibility at each stage of the project selection process. Concluding remarks underlines the need for project selectors to adapt to the specific context when they use the template.
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| 4. |
- Dergård, Johan, et al.
(författare)
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Dealing with accountability in project selection
- 2020
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Ingår i: International Journal of Information Technology Project Management (IJITPM). - 1938-0232. ; 11:1, s. 1-16
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Tidskriftsartikel (refereegranskat)abstract
- The purpose of this study is to present a framework to assess how project individuals deal with accountability in project selection. The framework is designed based on project selection and accountability literature and empirical data. Empirical data was collected through semi-structured interviews with project individuals working at organizations operating in information technology and working with information technology projects. This method was chosen since the authors considered it to be appropriate for providing a deeper understanding of social phenomena through enabling the researchers to explore the views, experiences and beliefs of motivations of project individuals on specific matters. The framework reveals that project individuals use multiple strategies to deal with accountability, depending on audience and on forms of accountability. How project individuals deal with accountabilities depends on how trust, transparency and legitimacy are embedded in the different principal-agent relationships and the context that the project individuals are involved in during the selection phase.
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| 7. |
- Macheridis, Nikos
(författare)
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Agility in entrepreneurial projects
- 2009
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Annan publikation (övrigt vetenskapligt/konstnärligt)abstract
- Managing entrepreneurship is of importance for the society, for organizations and for the individual. It is not enough with knowledge and skills relating to the idea behind entrepreneurship. The entrepreneur must have knowledge and skills to manage the entrepreneurial process. The purpose of this paper is to put forward for agile project management as an appropriate way to manage an entrepreneurial project. Agile project management can be used descriptively to structure the entrepreneurial project and prescriptively to guide entrepreneurs in setting and maintaining project alignment and in doing so increase the chance of success in entrepreneurship. The findings of the paper will also help actors in organizations and on societal level to support entrepreneurs in an appropriate way.
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| 8. |
- Macheridis, Nikos
(författare)
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Balancing authority and autonomy in higher education by implementing an agile project management approach
- 2018
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Ingår i: Tertiary Education and Management. - : Springer Science and Business Media LLC. - 1358-3883 .- 1573-1936. ; 24:2, s. 128-143
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Tidskriftsartikel (refereegranskat)abstract
- This article develops and implements an agile management approach in higher education. Such an approach follows core practices, such as project plans. The project manager has to identify the agility drivers that represent changes and pressures; prioritize agility capabilities to take advantage of changes; identify agility providers to obtain agility capabilities; and make managerial choices to manage the project. The object of the study is a department at a public university; it must follow the institutional framework and laws, and the university and faculty decisions, strategies and policies. The article discusses how agility can be created in such circumstances.
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| 9. |
- Macheridis, Nikos
(författare)
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Control Mechanisms Towards Project Success
- 2022
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Ingår i: Journal of Modern Project Management. - 2317-3963. ; 9:3, s. 87-99
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Tidskriftsartikel (refereegranskat)abstract
- This study, based on a systematic literature review, aims to identify and analyze selected control mechanisms when project success criteria operationalize. The main theoretical contribution of this study involves identifying the dimension of control mechanisms in success criteria operationalization. The most easily identified control mechanisms in the data material were output control mechanisms, including process-oriented and stakeholder-oriented kinds. These control mechanisms also occurred more frequently than other control mechanisms. Another theoretical contribution of this study relates to the suitability of control mechanisms. The data material evidently illustrates that operationalization based on conceptualization increases the prevalence of behavioral and social control mechanisms, giving more space to focus on the important issue of selecting appropriate control mechanisms. A further theoretical contribution is that the measuring and evaluation of project success assumes a mix of different control mechanisms, supporting the view that project control should be multidimensional. This study evidences that it is not enough that this mix should include output, behavior, and social control mechanisms but should also relate these control mechanisms to project management success and product success as well as to long-term and short-term success. This mix should include generic elements as tailored control mechanisms.
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| 10. |
- Macheridis, Nikos
(författare)
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Coordination between governance actors in universities : the role of policy documents
- 2015
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Ingår i: Tertiary Education and Management. - : Springer Science and Business Media LLC. - 1358-3883 .- 1573-1936. ; 21:3, s. 173-185
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Tidskriftsartikel (refereegranskat)abstract
- This article focuses on coordination between governance actors in a public university. The purpose of this paper is to illustrate and analyze policy documents as governance tools that allow departmental management to coordinate with the authorities, the board, and the management at different university levels. A central finding is that the importance of policy documents as governance tools takes expression in two different ways that reinforce and complete each other. One way is connected to the authority role and is manifested by the documentation of certain functions to coordinate the different roles the actors are expected to fulfill. The other is connected to the implementation of a policy document, which is manifested through the policy document, and thus becomes part of the organization’s social life.
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