| 1. |
- Alderman, N., et al.
(författare)
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Partnering in major contracts : Paradox and metaphor
- 2007
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Ingår i: International Journal of Project Management. - : Elsevier BV. - 0263-7863 .- 1873-4634. ; 25:4, s. 386-393
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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.
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| 2. |
- Alderman, N., et al.
(författare)
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Sense-making as a process within complex service-led projects
- 2005
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Ingår i: International Journal of Project Management. - : Elsevier BV. - 0263-7863 .- 1873-4634. ; 23:5 SPEC. ISS., s. 380-385
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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.
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| 3. |
- 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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| 4. |
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| 5. |
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| 6. |
- Bredin, Karin
(författare)
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People capability of project based organisations : A conceptual framework
- 2008
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Ingår i: International Journal of Project Management. - : Elsevier BV. - 0263-7863 .- 1873-4634. ; 26:5, s. 566-576
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Tidskriftsartikel (refereegranskat)abstract
- This paper develops a conceptual framework intended to increase the understanding of human resource management (HRM) in project-based organisations. Drawing on the capabilities perspective on project-based organisations, it makes two main contributions. First, it proposes the concept of ‘people capability’ to broaden the conceptualisation of HRM in project-based organisations. Secondly, building on the framework proposed by Davies and Brady [Davies A, Brady T. Organisational capabilities and learning in complex product systems: towards repeatable solutions. Res Policy 2000;29(7–8):931–53], an extended conceptual framework for people capability of project-based organisations is suggested. In this framework, people management systems are conceived as the expression of an integration of people capability with strategic, functional and project capabilities. Based on this framework, three sets of activities for the people management system in project-based organisations are identified. Finally, the paper discusses possible avenues for future research within the area of organisational capabilities of project-based organisations.
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| 7. |
- Danilovic, Mike, 1955-, et al.
(författare)
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Managing Complex Product Development Projects with Design Structure Matrices and Domain Mapping Matrices
- 2007
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Ingår i: International Journal of Project Management. - Oxford : Elsevier BV. - 0263-7863 .- 1873-4634. ; 25:3, s. 300-314
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Tidskriftsartikel (refereegranskat)abstract
- Complexity in product development (PD) projects can emanate from the product design, the development process, the development organization, the tools and technologies applied, the requirements to be met, and other domains. In each of these domains, complexity arises from the numerous elements and their multitude of relationships, such as between the components of the product being developed, between the activities to develop them, and among the people doing the activities. One approach to handing this complexity is to represent and analyze these domains’ design structures or architectures. The Design Structure Matrix (DSM) has proved to be a very helpful tool for representing and analyzing the architecture of an individual system such as a product, process, or organization. Like many tools, the DSM has been applied in a variety of areas outside its original domain, as researchers and practitioners have sought to leverage its advantages. Along the way, however, its fundamental rules (such as being a square matrix) have been challenged. In this paper we formalize an approach to using a Domain Mapping Matrix (DMM) to compare two DSMs of different project domains. A DMM is a rectangular (m x n) matrix relating two DSMs, where m is the size of DSM1 and n is the size of DSM2. DMM analysis augments traditional DSM analyses. Our comparison of DSM and DMM approaches shows that DMM analysis offers several benefits. For example, it can help (1) capture the dynamics of PD, (2) show traceability of constraints across domains, (3) provide transparency between domains, (4) synchronize decisions across domains, (5) cross-verify domain models, (6) integrate a domain with the rest of a project or program, and (7) improve decision making among engineers and managers by providing a basis for communication and learning across domains.
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| 8. |
- Danilovic, Mike, et al.
(författare)
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The Use Of Dependence Structure Matrix and Domain Mapping Matrix in Managing Uncertainty in Multiple Project Situations.
- 2005
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Ingår i: International Journal of Project Management. - : Elsevier BV. - 0263-7863 .- 1873-4634. ; 23:3, s. 193-203
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Tidskriftsartikel (refereegranskat)abstract
- Development of complex products is performed in multi-project environment in which it is crucial to explore interdependencies and manage the uncertainty with the information exchange and the understanding of the context. The purpose of this paper is to introduce a dependence structure matrix and domain mapping matrix approach that enables the systematic identification of interdependencies and relations in a Multi-project environment. These approaches enables clarifications of assumptions, the tractability of dependencies, explores the information needed within and between different departments, projects and people. This creates a transparency and enables the synchronization of actions through transformation of information and exploration of assumptions within and between domains. The outcomes of this process are situational visibility creating direction and accountability and the learning that takes place through communicating, reflecting, understanding, and acting.
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| 9. |
- Geraldi, Joana G, et al.
(författare)
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Innovation in project management: Voices of researchers
- 2008
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Ingår i: International Journal of Project Management. - : Elsevier BV. - 0263-7863 .- 1873-4634. ; 26:5, s. 586-589
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Tidskriftsartikel (refereegranskat)abstract
- This paper reports and reflects on the discussions about the nature of the discipline of project management that took place during the 8th conference of the International Research Network of Organizing by Projects (IRNOP VIII), held in Brighton in September 2007. The discussions started with the provocative motion “This house believes that we no longer need the discipline of project management”. The arguments are organised in the following areas: the use of the traditional body of knowledge by practitioners and by academics; the use of project management as a knowledge field by practitioners and by academics. The discussions indicate that project management research is in a fruitful moment of revolution of paradigms. We wish that the new paradigm accepts the plurality of research in projects and we need discussions supporting and also refusing the ‘motion’, and by this means, proposing answers, rather than the answer, to the future of ‘the project management discipline’.
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| 10. |
- Hällgren, Markus
(författare)
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Beyond the point of no return: On the management of deviations
- 2007
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Ingår i: International Journal of Project Management. - : Elsevier BV. - 0263-7863. ; 25:8, s. 773-780
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Tidskriftsartikel (refereegranskat)abstract
- This article explores how deviations are managed in practice in a diesel power plant project. The article builds upon an analysis of a case study of a power plant project and a true story of mountaineering. Metaphorically the paper uses mountaineering to shed light onto the management of deviations and the decisions that follow. At first sight the comparison is farfetched, but once the picture is painted there are similarities that make it worthwhile. The analysis demonstrates the impact of the point of no return on formal procedures when the actions associated with deviations are forced and how these actions are by necessity sanctioned after the solutions are found.
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