| 1. |
- Andersson, Annika, 1961-, et al.
(författare)
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Containing transaction costs in ERP implementation through identification of strategic learning projects
- 2007
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Ingår i: Project Management Journal. - 8756-9728 .- 1938-9507. ; 38:2, s. 84-92
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Tidskriftsartikel (refereegranskat)abstract
- Implementation of enterprise resource planning (ERP) systems requires in-depth understanding of the idiosyncrasies of the receiving organization, thus implying specific learning costs. ERP projects delivered in form of contracted projects in a competitive market environment often ignore costs for competitive reasons (Linderoth & Lundqvist, 2004). However, these learning costs add to the overall transaction costs of a project. If not budgeted into the individual projects, these costs accumulate at the project portfolio level of project delivery organizations (sellers) and must be managed adequately. One way of minimizing learning costs at the portfolio level is to identify strategic learning projects, which accrue higher than planned (competitive) costs, but lower the costs of future projects and thereby the overall learning costs at the portfolio level. The present study investigated the practices of dealing with costs of learning projects at a Swedish ERP consultancy over at period of six months. The results show how to lower portfolio-level project costs in the longterm through identification of strategic learning projects, with expected budget overruns in the short-term. The study takes a transaction-costs-economic (TCE) perspective. A model shows the impact of short-term learning investments on the lowering of implementation risks in future projects. The model can be used by managers for understanding long-term profitability by exceeding time and budget objectives in the short term.
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| 2. |
- Aubry, Monique, et al.
(författare)
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Exploring PMOs through community of practice theory
- 2011
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Ingår i: Project Management Journal. - : Project Management Institute. - 8756-9728 .- 1938-9507. ; 52:5, s. 42-56
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Tidskriftsartikel (refereegranskat)abstract
- This article explores project management offices (PMOs) through community of practice theory. Preliminary results from a national health care case study are used to confirm the legitimacy of this approach. Today’s knowledgebased economy calls for mechanisms to share knowledge. The issue of making more with less is at stake in order to reuse good practices, support innovative practice, and prevent the reinvention of the wheel. Members of these communities are at the heart of the learning process. The originality of this research is that it sheds light on PMOs in a new theoretical perspective within the field of knowledge management.
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| 3. |
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| 4. |
- 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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| 5. |
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| 6. |
- 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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| 7. |
- 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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| 8. |
- Biedenbach, Thomas, 1976-, et al.
(författare)
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Absorptive, innovative and adaptive capabilities and their impact on project and project portfolio performance
- 2011
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Konferensbidrag (refereegranskat)abstract
- The purpose of this paper is to explore how absorptive, innovative and adaptive capabilities within the early project phases affect project and portfolio performance within the R&D of pharmaceutical and biotechnology organizations. The study follows a sequential mixed method with an initial qualitative study and a subsequent quantitative study. The results show that the set of absorptive, innovative and adaptive capabilities has an overall effect on the set of performance outcomes composed of short- and long-term project success and portfolio performance. This result confirms the findings of the qualitative study that a distinct capability mix is needed in the pharmaceutical R&D process. Within the set of capabilities, absorptive and adaptive capabilities are the primary contributors to the performance outcome, whereas innovative capabilities are a minor contributor.
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| 9. |
- Biedenbach, Thomas, 1976-, et al.
(författare)
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Absorptive, innovative and adaptive capabilities and their impact on project and project portfolio performance
- 2012
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Ingår i: International Journal of Project Management. - : Elsevier BV. - 0263-7863 .- 1873-4634. ; 30:5, s. 621-635
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Tidskriftsartikel (refereegranskat)abstract
- This study explores how absorptive, innovative and adaptive capabilities within early project phases affect project and portfolio performances in pharmaceutical and biotechnology R&D organizations. A sequential qualitative–quantitative mixed method was used with 18 interviews and 80 responses to an online survey. The results show effects of absorptive, innovative and adaptive capabilities on short- and long-term project performance and portfolio performance. Absorptive and adaptive capabilities are the primary contributors to the performance outcome, whereas innovative capabilities are a minor contributor. Managerial and theoretical implications are discussed.
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| 10. |
- Biedenbach, Thomas, 1976-, et al.
(författare)
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Paradigms in project management research : Examples from 15 years of IRNOP conferences
- 2011
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Ingår i: International Journal of Managing Projects in Business/Emerald. - : Emerald Group Publishing Limited. - 1753-8378 .- 1753-8386. ; 4:1, s. 82-104
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Tidskriftsartikel (refereegranskat)abstract
- Purpose – The purpose of this paper is to investigate the philosophical stances and relatedmethodologies used within the last 15 years of project management research using The InternationalResearch Network on Organizing by Projects (IRNOP) conference papers.Design/methodology/approach – Utilizing a systematic sampling approach, IRNOP conferencepapers from 1994, 2000 and 2007 were analyzed for prevalent philosophical streams in projectmanagement research.Findings – Results show a dominance of ontological subjectivism and epistemologicalinterpretivism, with a preference for case studies and qualitative methods. Trends indicate agrowth of positivist studies and, at the same time, an increase in multi-case studies.Research limitations/implications – This paper’s contribution to knowledge lies in theidentification of predominant research paradigms for research reported at project managementconferences using IRNOP as an example. The study shows trends, preferences, and potential differencesbetween published research and conference papers.Originality/value – Information on the quality, quantity and timely trends of underlyingphilosophies in project management research are lacking an insightful exploration of the projectmanagement research field. This is necessary for a better understanding of the past, present andpossible future of research paradigms in project management. The paper’s findings can be used toimprove the interpretation of the state of knowledge in project management research.
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