| 1. |
- Engwall, Mats, 1961-, et al.
(author)
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The Resource Allocation Syndrome : The Prime Challenge of Multi-Project Management?
- 2003
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In: International Journal of Project Management. - : Elsevier. - 0263-7863 .- 1873-4634. ; 6:21, s. 403-409
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Journal article (peer-reviewed)abstract
- This paper explores the nature of organizational settings, where a large extent of the operations is organized as simultaneous or successive projects. Anchored in qualitative case studies, the paper analyzes why the resource allocation syndrome is the number one issue for multi-project management and discusses the underlying mechanisms behind this phenomenon.
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| 2. |
- Grennberg, Torsten
(author)
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Project types in building and construction
- 1993
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In: International Journal of Project Management. - 0263-7863 .- 1873-4634. ; 11:2, s. 68-71
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Journal article (peer-reviewed)abstract
- In the profession of project management, it is normally assumed that the project goals, product quality, delivery time and cost to the client, are very firm, and are not negotiable. To prevent misunderstandings, it is demonstrated in this paper that this is not actually true in a very large number of projects. The examples come from the building and construction business, in particular in Sweden. However, some projects nearer to the UK have the same kind of emergency exits. When such exits are present, the messages about how to work efficiently inside the project are sometimes not as interesting as is believed.
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| 3. |
- Gällstedt, Margareta
(author)
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Working conditions in projects: perceptions of stress and motivation among project team members and project managers
- 2003
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In: International journal of Project Management. - 0263-7863. ; 21:6, s. 449-455
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Journal article (peer-reviewed)abstract
- The emergence of temporary and democratic work forms characterizes work today and organisations to a great extent rely on individuals' performance. Workers' perceptions of working conditions are affected by two important factors: motivation and stress. Projects are motivating due to clear goals, but they are also often time pressured. Incidents like, for example, loss of resources, changing preferences or priorities, or project closure might provoke changes to the set goals, to which individuals have committed. This could obstruct effective goal fulfilment as well as create stress among the people involved. How do project managers and project team members perceive incidents that the typical project encounters? How do they cope with uncertainties the incidents bring about? The finding suggests that incidents cause changes over the project lifecycle, both of goals and of individuals' perceptions of tasks, conditions, and the situation. Different coping strategies are used to reduce uncertainty and stress.
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| 4. |
- Müller, Ralf
(author)
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Determinants for external communications of IT project managers
- 2003
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In: International journal of project management. - 0263-7863. ; 21:5, s. 345-354
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Journal article (peer-reviewed)abstract
- The impact of relational norms, organization structure and project risk on project manager's choices in communications media, frequency and contents in Information Technology (IT) business to business markets were examined. The quantitative study used marketing theories, like Transaction Cost Economics and Media Richness Theory and a worldwide survey. Results showed the importance of relational norms for the stabilization of communications practices. Higher project risk increases communications frequency and preference for face-to-face meetings, while it decreases the preference for written reports. Organization structure has no impact on the communications preferences. The study improves the understanding of external communications in projects, which is a major determinant for project success.
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| 5. |
- Rämö, Hans
(author)
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Doing Things Right and Doing the Right Things : Time and Timing in Projects.
- 2002
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In: International Journal of Project Management. - 0263-7863 .- 1873-4634. ; 20:7, s. 569-574
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Journal article (peer-reviewed)abstract
- This paper discusses the relationship between time and project management in the context of clock-time's rule of doing things right according to deadlines, and doing the right things at the right moment, irrespective of clock-time. It is argued that clock-time (chronos time) is the ruling factor in efficiency and timely moments (kairos time) are crucial in questions of effectiveness. This distinction is accentuated by the importance in managing project organisations to do the right things in that such organisations are less institutionalised than more permanent (going concern) organisations and have to deal with unplanned situations more frequently as compared with permanent organisations.
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| 6. |
- Sense, A.J., et al.
(author)
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Exploring the politics of project learning
- 2003
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In: International Journal of Project Management. - 0263-7863 .- 1873-4634. ; 21:7, s. 487-494
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Journal article (peer-reviewed)abstract
- Competitive advantage for project success will only be realized when project team members effectively access, absorb and apply the multiple learning opportunities that exist within and across projects and, manage the political dimension effectively. These items as individual entities are important project variables to be addressed. Both are also linked. In making a contribution to understanding this nexus, this paper combines and explores case study research findings from 'within a project' and 'across projects' from two countries, which illuminates some 'central agitators' of politics impacting project learning. These revelations have implications for both practitioners and project management researchers. © 2003 Elsevier Ltd and IPMA. All rights reserved.
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| 7. |
- Söderlund, Jonas, 1971-
(author)
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Building theories of project management : Past research, questions for the future
- 2004
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In: International Journal of Project Management. - 0263-7863 .- 1873-4634. ; 22:3, s. 183-191
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Journal article (peer-reviewed)abstract
- Project management has long been considered as an academic field for planning-oriented techniques and, in many respects, an application of engineering science and optimization theory. Much research has also been devoted to the search for the generic factors of project success. Project management has, however, in the last decade received wider interest from other academic disciplines. As the field rapidly expands, the need for an internal discussion and debate about project management research increases. Project management and project organization is a complex subject and, we argue, is usefully examined from several perspectives. In this paper we discuss the emerging perspectives within the project field. The paper also presents a number of questions that project research to a greater extent should acknowledge. The questions concern issues such as why project organizations exist, how they behave and why they differ. The principal argument is that too much effort has been dedicated to clarifying the reasons of project success and failure, while downplaying a number of important research questions that need to be discussed in order to further the knowledge about project management. © 2003 Elsevier Ltd and IPMA. All rights reserved.
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| 8. |
- Turner, J. Rodney, et al.
(author)
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On the nature of the project as a remporary organization
- 2003
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In: International Journal of Project Management. - 0263-7863. ; 21:1, s. 1-8
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Journal article (peer-reviewed)abstract
- The nature of the project as a temporary organization is analysed from the perspective of organizational theory. This leads to a reassessment of the definition of a project. It is suggested that classical definitions of projects are not wrong, just incomplete. The project as a temporary organization is viewed here as a production function, as an agency for assigning resources to the management of change within the functional organization, and as an agency for managing uncertainty. The role of the project manager is also considered. The project manager is chief executive of the temporary organization, and thus their roles in objective setting and motivating team members are emphasized over their role in planning and executing work. Second, as manager of the agency, they are the agent of the owner (principal) and so a second hierarchy of management and control must be put in place to monitor their performance. These agency costs add to the cost of the project, but may also explain why professional recognition is so important to project managers.
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| 9. |
- Adenfelt, Maria, 1972-
(author)
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Exploring the performance of transnational projects : Shared knowledge, coordination and communication
- 2010
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In: International Journal of Project Management. - : Elsevier. - 0263-7863 .- 1873-4634. ; 28:6, s. 529-538
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Journal article (peer-reviewed)abstract
- In this paper, the discussion on transnational project performance is linked to knowledge sharing. The aim is to enhance our knowledge of how knowledge sharing affects transnational project performance. Using case study data, derived from a transnational project assigned with the task of developing a transnational product, show that transnational project performance was hampered by communication and coordination difficulties. The findings show how (1) the double meaning of knowledge sharing and (2) the organizational context as setting the boundaries for project management in practice are related to transnational project performance.
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| 10. |
- Aegerter Alvarez, Juan Felipe, et al.
(author)
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Escalating commitment in the death zone : new insights from the 1996 Mount Everest disaster
- 2011
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In: International Journal of Project Management. - : Elsevier BV. - 0263-7863 .- 1873-4634. ; 29:8, s. 971-985
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Journal article (peer-reviewed)abstract
- The procession of people and organisations that pour resources into evidently failing causes is surprising and seemingly never-ending. This phenomenon, which is called “escalating commitment” (Staw, 1976), refers to situations in which people are incapable of turning future disasters into sound current decisions. The purpose of this paper is to use the, in project management literature (Kloppenborg and Opfer, 2002), non-traditional case of the 1996 Mt Everest disaster to explain and analyse escalating commitment determinants and processes. Not only does the paper identify and add a determinant to escalation but it also treats determinants and processes in a novel and intertwined fashion. The conceptual developments and findings suggest that escalating commitment strives on conditions that are inherent to any project, which consequently project managers should be aware of. Based on the results project failures could be better explained and understood by examining several explanatory levels simultaneously.
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