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- Berggren, Christian, 1950-, et al.
(författare)
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Lagomizing, organic integration, and systems emergency wards : Innovative practices in managing complex systems development projects
- 2008
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Ingår i: Project Management Journal. - : John Wiley & Sons. - 8756-9728 .- 1938-9507. ; 39:S1, s. S111-S122
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Tidskriftsartikel (refereegranskat)abstract
- In complex systems development, project management is a key factor for innovation, for bringing together system capabilities to actually working systems and taking them to the customer. The critical question then is: How can successful project management in this field be conceptualized, practiced, and understood? In the extant literature, there is a plethora of suggested tools for advanced planning and scheduling, for system decomposition and modularization, and for reducing interdependencies and avoiding errors. There is also a growing criticism of these “planning approaches,” suggesting various contingency and flexibility approaches, to reflect and adapt to complexity and change. This critique, however, tends to lack grounded suggestions for effective managerial practices and does not distinguish between general flexibility needs and specific project structures required to make complex systems development at all possible. This article centers on the development of large, complex systems with an empirical focus on the telecom industry. Key challenges here, it is argued, are to understand complexity, reduce complexity, and rapidly act on the consequences of complexity to ensure timely delivery of reliable and predictable systems to highly demanding customers. To cope with these challenges, a set of innovative practices has been developed within Ericsson, a world leader in mobile network systems. We focus on three such practices, which together represent examples of a “neo-realistic” approach to project management: (1) lagomizing, a top-down redefinition of project goals to reduce complexity and transform expectations; (2) organic integration, an articulation and visualization of a shared understanding of system capabilities; and (3) Systemakut, the Systems Emergency Ward, a real-time, high-visibility agora for managing integration, handling errors, and making swift decisions and in public. The study is based on a research methodology involving knowledge coproduction, where the team of authors represents both academic knowledge and practitioner experience of managing innovations in complex systems development projects.
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- Berggren, Christian, et al.
(författare)
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Rethinking project management education : Social twists and knowledge co-production
- 2008
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Ingår i: International Journal of Project Management. - : Elsevier. - 0263-7863 .- 1873-4634. ; 26:3, s. 286-296
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Tidskriftsartikel (refereegranskat)abstract
- Projects play an important role in modern enterprises, not only as arenas for corporate renewal and capability integration, but also for the development of leadership capacity. As a consequence, the area of project management is becoming increasingly important for universities and management educators. Previous research and reports, however, have given severe critique to much of the project management education for its lack of relevance and rigor - but offered surprisingly little guidance as to what to do to deal with the problems. In this paper, our aim is to contribute to the current debate about project management education for practicing managers. We draw on more than ten years of experience from two senior-level education programs to show how educational practices can be developed to stimulate knowledge co-production between practitioners and academia. We suggest a model based on a "social twist" of experiential learning theory and discuss six learning modes of how to rejuvenate, stretch and improve project management education.
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- Bredin, Karin, et al.
(författare)
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HRM and project intensification in R&D-based companies : A study of Volvo Car Corporation and AstraZeneca
- 2006
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Ingår i: R & D Management. - : Wiley. - 0033-6807 .- 1467-9310. ; 36:5, s. 467-485
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Tidskriftsartikel (refereegranskat)abstract
- Projects have become the standard mode of organising R&D activities. The main focus of this paper is to analyse the relationship between the project operations of the R&D-based firm and its Human Resource Management (HRM). This paper draws on a comparative case study of AstraZeneca and Volvo Car Corporation. It is argued that the project intensification currently under way has some important structural and content effects on the HRM practice of the firms. As to the content effects, we identify five critical areas within the HRM practice where special attention is needed due to project intensification. As to the structural effects, we identify two separate logics for HR specialists: the HR-based logic and the task-based logic. These logics give new knowledge about the design of the HR organisation and how the HR departmental structures should be adapted in a project-intensive setting. The case studies also illustrate three alternative roles for line managers when they assume increased HR responsibility.
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