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- Andersson, Annika, 1961-, et al.
(författare)
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Challenges in project management : Grabbing the elephant
- 2007
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Ingår i: Projects & Profits. ; 7:12, s. 33-37
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Tidskriftsartikel (refereegranskat)abstract
- Projects and project management tend to have special meanings to the individuals involved in a specific line of research. This article reports on some topics covered in an informal Swedish network devoted to study project management. Ten topics are selected for discussion that fall into three broad categories—projects as practice, productivity in projects and education in a PM curriculum.
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| 2. |
- Aubry, Monique, et al.
(författare)
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Identifying forces driving PMO changes
- 2010
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Ingår i: Project Management Journal. - : Wiley. - 8756-9728 .- 1938-9507. ; 41:4, s. 30-45
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Tidskriftsartikel (refereegranskat)abstract
- Project management offices (PMOs) are dynamic organizational entities, frequently in transition from one charter and structure to the next. Within this article, we present empirical results on the nature and reasons for this transition. The article reports the second of a series of studies aimed at understanding the dynamics of PMOs. It addresses the mistaken paradigm that PMOs change because characteristics or functions in an existing PMO are wrong and require a new PMO charter or structure that can last for a long time. Instead of that, the article proposes a process view on the transformation of the PMO as being triggered by conditions within the external and/or internal context and producing outcomes in terms of impacts from the transformation. A global web-based questionnaire on PMO transitions in structure and charter yielded 184 responses. Factor analysis and correlation analyses revealed that the transition of a PMO from one configuration to the next is not a question of being right or wrong. PMOs in transition can rather be understood as a multilevel dynamic process anchored in a specific organizational context change. From the academic viewpoint, the authors believe that this research filled a large gap in the understanding of the reasons for and nature of PMOs to transition.
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| 3. |
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| 4. |
- Aubry, Monique, et al.
(författare)
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Project management offices in transition
- 2011
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Ingår i: Project perspectives. - Nijkerk : IPMA. - 1455-4178. ; 33:1, s. 48-53
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Tidskriftsartikel (refereegranskat)abstract
- This paper presents empirical results from a research on Project Management Offices (PMO) in transition. This research adopted a process view of PMOs in transition. Descriptive data from 17 case studies was primarily obtained through interviews and analyzed using qualitaive text analysis methods. Thirty-fi ve factors of change have been grouped in ix categories forming a typology of drivers of PMO change. The major contribution of this research is to gain a better understanding of the dynamic evolution of PMOs. For researchers, these findings contribute to the project management theoretical development within the field of organizational change. For practitioners, it challenges the paradigm of considering the PMO change as a sign of failure.
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| 5. |
- Aubry, Monique, et al.
(författare)
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Project management offices in transition
- 2010
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Ingår i: International Journal of Project Management. - : Elsevier. - 0263-7863 .- 1873-4634. ; 28:8, s. 766-778
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Tidskriftsartikel (refereegranskat)abstract
- This paper presents empirical results from a research on Project Management Offices (PMO) in transition. While PMOs are now a prominentfeature of organizational project management, the underlying logic that leads to their implementation or renewal is still not understood. Thisresearch adopted a process view of PMOs in transition. Descriptive data from 17 case studies was primarily obtained through interviews andanalyzed using qualitative text analysis methods. Thirty-five factors of change have been grouped in six categories forming a typology of driversof PMO change. In addition, three patterns of PMO change are presented. The major contribution of this research is to gain a better understandingof the dynamic evolution of PMOs. For researchers, these findings contribute to the project management theoretical development within the fieldof organizational change. For practitioners, it challenges the paradigm of considering the PMO change as a sign of failure.
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| 6. |
- Blomquist, Tomas, 1963-, et al.
(författare)
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Ekonomisk styrning för förändring : en studie av ekonomiska styrinitiativ i hälso- och sjukvården
- 1998
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Doktorsavhandling (övrigt vetenskapligt/konstnärligt)abstract
- Since the end of the 1980’s Swedish county council managers has been preoccupied with planning and implementing organisational change in order to alleviate the financial problems and to create more efficient production systems. Many of these efforts to change have implied changing the systems for management accounting and control, changes that have been inspired both by market-oriented ideologies and by the governance principles of large corporations in the private sector. Literature on management accounting and control indicates however, that management is unintentionally contributing to the creation of organisational inertia and conservatism. This contradiction is formulated as a change dilemma; ”How can managerial principles that make organizations subject to bureaucratization and inertia be used as important strategies for organizational change?” The purpose of the study is thus to analyze the use of management control systems as organizational change strategies in health care, employing a change perspective on management control.When used as a change strategy, management accounting and control becomes manifest as management control initiatives. Actors handle these control inititatives by organising themselves around the issue at hand. This organising process ends or fades away when there are no need for further attention to the control initiative.Empirical studies were made in the councils of Västerbotten, Sörmland and Uppsala counties. Management control initiatives investigated were performance-related pay, quality improvement work, systematic planning procedures, provider/purchaser-models, downsizing projects and profit center systems.The systems for management accounting and control appeared to structure health care organisations in terms of spatial structuring temporal structuring and actor categorization. The management control initiatives introduced were structured as extraordinary organising processes delimited in terms of space, time and involved actors. Actors in the administrative norm system participated with the intention to change the organisation, while those in the medical norm system aimed at just handling the initiative.Management control initiatives can therefore be seen as passing opportunities to change, passing in the sense that the organising processes are temporary by nature, opportunities in the sense that temporary re-coupling can be used to achieve long-term change. One such opportunity is the formulation of control initiatives; the possibility of using simple and standardized change strategies can be useful, but only if they are also linked to the medical norm system. A second opportunity is the temporary organising processes; if the project form of organising change can also be conveyed to the medical norm system, management control initiatives could result in short, intense courses of events that actually change things. The third opportunity s the recurrent cyc ica pro perties of management accounting and control systems, enabling recurrent activities around the same themes, thereby keeping them alive.
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| 7. |
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| 8. |
- Blomquist, Tomas, 1963-, et al.
(författare)
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On productivity in project organizations
- 2009
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Ingår i: International Journal of Managing Projects in Business/Emerald. - : Emerald Group Publishing Limited. - 1753-8378 .- 1753-8386. ; 2:4, s. 591-598
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Tidskriftsartikel (refereegranskat)abstract
- Purpose – The purpose of this paper is to look at the underlying unit cost considerations in project conduct at the firm level and an established business unit concept is extended to multi-project organizations. The approach and background are described along with apparent implications. Design/methodology/approach – The methodology developed by Gold is extended to cover multi-project organizations. The adaptation of the productivity network is demonstrated using a hypothetical case. Findings – The focus of the paper is on demonstrating an approach. Generally, productivity in an organization is found not to be dictated by a single input, but by the multiplicative outcome of each together. In particular, the number of projects handled each year appears to be of strategic importance in productivity. Research limitations/implications – The paper is conceptual, so applicability depends upon the nature of the particular organization to which it is applied. Implications, of course, will depend upon the degree to which actual data match the model. Practical implications – The approach permits managers to get a handle on productivity in their organizations. It is particularly attractive insofar as it largely depends upon available accounting information for input. This paper seeks to fuel greater interest and debate by practitioners and project management academics about the topic. Originality/value – Although the paper is conceptual, the authors believe that it may among the first to quantitatively treat productivity in multi-project organizations. The approach can be used to understand the productivity as well as some elements of effectiveness of multi-project organizations.
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| 9. |
- Blomquist, Tomas, 1963-, et al.
(författare)
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Project-as-practice : in search of project management research that matters
- 2010
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Ingår i: Project Management Journal. - : SAGE Publications. - 8756-9728 .- 1938-9507. ; 41:1, s. 5-16
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Tidskriftsartikel (refereegranskat)abstract
- Research on projects is not only an immaturefield of research, but it is also insubstantial whenit comes to understanding what occurs in projects.This article contributes to making projectmanagement research matter to the academic aswell as to the practitioner by developing a projectas-practice approach, in alignment with theongoing debate in social science research.The article outlines a framework and argues thatthere are two major challenges to the researcherand also suggests how these challenges can bemet. Underlying notions of the practice approachare outlined to ensure a development of theproject-as-practice approach that makes projectmanagement research matter!
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| 10. |
- Blomquist, Tomas, 1963-, et al.
(författare)
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Projects - real, virtual or what?
- 2010
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Ingår i: International Journal of Managing Business in Projects. - : Emerald Group Publishing Limited. - 1753-8378. ; 3:1, s. 10-21
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Tidskriftsartikel (övrigt vetenskapligt/konstnärligt)abstract
- Purpose – At the heart of this paper is the question of how to describe the ongoing changes of project management (PM) and how to cultivate the understating of projects. In line with the theme of this issue, a non-traditional approach of presenting this paper is used with the aim of providing a lived experience view on projects. This helps pave the way for changed perceptions of many of the traditional ideas of projects and PM, implicitly demanding a need for rethinking the field. The purpose of this paper is to offer some of that rethinking and suggest how to research it. Design/methodology/approach – The approach is narrative and builds on exploratory storytelling which is common in the social sciences but quite non-traditional in the PM sphere. Findings – The paper explores the kind of arguments people might have when defending their perceptions of what a project is and should be. Practical implications – Traditional PM might benefit from being open to experiences from non-traditional areas of application, and equally important is that the reverse might apply. Originality/value – Rethinking PM and relating to social science areas is very much in the vogue presently. The authors wish to push that issue even further, and this paper illustrates one way to achieve a fruitful dialogue or a discussion in a scientifically based context.
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