| 1. |
- Engwall, Mats, 1961-, et al.
(författare)
-
The Resource Allocation Syndrome : The Prime Challenge of Multi-Project Management?
- 2003
-
Ingår i: International Journal of Project Management. - : Elsevier. - 0263-7863 .- 1873-4634. ; 6:21, s. 403-409
-
Tidskriftsartikel (refereegranskat)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.
|
|
| 2. |
- Grennberg, Torsten
(författare)
-
Project types in building and construction
- 1993
-
Ingår i: International Journal of Project Management. - 0263-7863 .- 1873-4634. ; 11:2, s. 68-71
-
Tidskriftsartikel (refereegranskat)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.
|
|
| 3. |
- Rämö, Hans
(författare)
-
Doing Things Right and Doing the Right Things : Time and Timing in Projects.
- 2002
-
Ingår i: International Journal of Project Management. - 0263-7863 .- 1873-4634. ; 20:7, s. 569-574
-
Tidskriftsartikel (refereegranskat)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.
|
|
| 4. |
- Sense, A.J., et al.
(författare)
-
Exploring the politics of project learning
- 2003
-
Ingår i: International Journal of Project Management. - 0263-7863 .- 1873-4634. ; 21:7, s. 487-494
-
Tidskriftsartikel (refereegranskat)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.
|
|
| 5. |
- Söderlund, Jonas, 1971-
(författare)
-
Building theories of project management : Past research, questions for the future
- 2004
-
Ingår i: International Journal of Project Management. - 0263-7863 .- 1873-4634. ; 22:3, s. 183-191
-
Tidskriftsartikel (refereegranskat)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.
|
|
| 6. |
- Adenfelt, Maria, 1972-
(författare)
-
Exploring the performance of transnational projects : Shared knowledge, coordination and communication
- 2010
-
Ingår i: International Journal of Project Management. - : Elsevier. - 0263-7863 .- 1873-4634. ; 28:6, s. 529-538
-
Tidskriftsartikel (refereegranskat)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.
|
|
| 7. |
- Aegerter Alvarez, Juan Felipe, et al.
(författare)
-
Escalating commitment in the death zone : new insights from the 1996 Mount Everest disaster
- 2011
-
Ingår i: International Journal of Project Management. - : Elsevier BV. - 0263-7863 .- 1873-4634. ; 29:8, s. 971-985
-
Tidskriftsartikel (refereegranskat)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.
|
|
| 8. |
- Alderman, N., et al.
(författare)
-
Partnering in major contracts : Paradox and metaphor
- 2007
-
Ingår i: International Journal of Project Management. - : Elsevier BV. - 0263-7863 .- 1873-4634. ; 25:4, s. 386-393
-
Tidskriftsartikel (refereegranskat)abstract
- Partnering seeks to re-cast relations between actors in projects by promoting the use of collaborative, more open, less managerial and less hierarchical relationships. The advantages of partnering for project participants include better communication leading to improved learning, more informed decision making and increased effectiveness. In this paper we draw on two case studies to show how changing commercial pressures, in the context of already fragile relationships, can quickly lead to the abandonment of partnering. Partnering contracts require a high level of commitment from suppliers, not least in resource terms, and so their potential failure must be regarded as a source of risk. To manage this risk, and make more informed decisions about the relationships they are entering into, we caution that project actors, particularly those occupying commercially weak positions in the relationship, take a hard look at the risks as well as the benefits.
|
|
| 9. |
- Alderman, N., et al.
(författare)
-
Sense-making as a process within complex service-led projects
- 2005
-
Ingår i: International Journal of Project Management. - : Elsevier BV. - 0263-7863 .- 1873-4634. ; 23:5 SPEC. ISS., s. 380-385
-
Tidskriftsartikel (refereegranskat)abstract
- Sense-making is a well-established perspective in strategic management and organization studies but to date has had little impact on the analysis of project management theory and practice. In this paper, we draw upon insights from the sense-making literature to consider the management of complex long-term service-led engineering projects, which combine the supply of capital goods or infrastructure with a long-term service provision. Using a case study of the Pendolino tilting train, we illustrate how significant discontinuities gave rise to the need for sense-making by the different project participants and stakeholders and how the various narratives expressed by different social groupings shaped the management and progress of the project.
|
|
| 10. |
- Alimadadi, Siavash, 1984-
(författare)
-
A pragmatist perspective on front-end project organizing : The case of refurbishment of the Palace of Westminster
- 2022
-
Ingår i: International Journal of Project Management. - : Elsevier. - 0263-7863 .- 1873-4634. ; 40:7, s. 763-777
-
Tidskriftsartikel (refereegranskat)abstract
- This study examines how actors organized collective efforts to initiate the project and navigated their way forward, even though the ultimate outcome was not clearly defined. To address this question, we explore the potential of the philosophical tradition of pragmatism. This approach foregrounds duality, recursiveness and temporality of collective activities and offers a new and compelling way to understand and address the challenges actors face in organizing and managing the front-end. By accounting for both the situatedness of actions in the wider social and relational contexts, and by connecting the flow of present experience to the interpretations of the past and future, pragmatism holds the potential for integrating theory the actuality of lived experience in its continuous unfolding while accounting for actors’ transformative agency. By drawing on a real-time longitudinal study of conception of the program of the Restoration and Renewal (R&R) of the Palace of Westminster, we show how participants face the challenge of understanding and managing complex tensions that continually arise due to a duality of mobilization (between seeking consensus and expanding divergent possibilities) and a duality of transformation (between forming a bold vision of the future and translating abstract goals into concrete actions). To tackle the challenges, participants create strategic accounts that are stable enough to be practically feasible in current circumstances, but also sufficiently adaptable to pursue future possibilities in ways that challenge prevailing approaches. By showing how participants cope with these challenges by creating spaces of experimentation and constructing flexible boundaries this study contributes to the literature on management of project's front-end.
|
|
