| 1. |
- Aramo-Immonen, Heli, 1964-, et al.
(author)
-
Offshorealan osaaminen nousuun
- 2013
-
In: Projektitoiminta. - Helsinki : Projektiyhdistys ry. - 1455-4178 .- 2242-9549. ; :2, s. 78-81
-
Journal article (peer-reviewed)
|
|
| 2. |
|
|
| 3. |
- Johansson, Tim, et al.
(author)
-
Time-geographic visualisation of stakeholder values : A case study of city relocation
- 2011
-
In: Projektitoiminta. - 1455-4178 .- 2242-9549. ; 34:2012, s. 72-77
-
Journal article (other academic/artistic)abstract
- Successful construction projects include stakeholder management. However, it still is difficult to communicate stakeholders’ interest in the early planning processes of complex building projects due to different stakeholder groups and their conflicting values. The question of how city relocation processes are influenced by stakeholder values is investigated in a case study. Secondary data from municipality public information and two in-dept interviews made it possible to analyse stakeholder’s action and their values in a city relocation process over time. A time-interest-power model is developed from the analysis. A city relocation project will be influenced by stakeholder’s power and interest. However, power and interests are influenced by the perceived values for the different stakeholders. Therefore, communication is important in order to identify values and needs of the many stakeholders in the city relocation processes. One problem for the decision makers is the development of good communication channels especially with the citizens.
|
|
| 4. |
|
|
| 5. |
- Owusu, Richard A., 1960-
(author)
-
Potentials and Strategies for Project Marketing by Finnish Companies in Africa
- 2002
-
In: Projektitoiminta. - Helsinki : Finnish Project Management Association. - 1455-4178 .- 2242-9549. ; XXV:2, s. 30-32
-
Journal article (peer-reviewed)abstract
- The paper describes the massive potential market that exists in Africa for infrastructure projects. The lack of infrastructure to power development in African countries has to be met through purchases of infrastructure projects. From a business marketing perspective, there is a purchaser and a marketer who need to develop mutually beneficial business relationships through project business.
|
|
| 6. |
|
|
| 7. |
- Aubry, Monique, et al.
(author)
-
Project management offices in transition
- 2011
-
In: Project perspectives. - Nijkerk : IPMA. - 1455-4178. ; 33:1, s. 48-53
-
Journal article (peer-reviewed)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.
|
|
| 8. |
- Cordi, Meysam, 1979, et al.
(author)
-
Developing Collaborative Contracting - Three Railway Project Cases
- 2012
-
In: Project Perspectives. - 1455-4178. ; 34, s. 100-107
-
Journal article (peer-reviewed)abstract
- Collaborative contracting models are often associated with a set of tools and techniques to manage relationships, but the efficiency of such formalization in changing project culture has been doubted. Further, although many projects are successful, collaboration often is more limited than policies and guidelines suggest. In this paper, we view partnering practice as a learning process related to a management innovation and analyse how collaboration practice develops in three major railway projects, all using the same partnering model. We find that partnering is easy to introduce due to the flexibility and adaptability of the concept, but that practitioners prefer to keep collaboration informal and groups small. Also, tangible benefits can often be reached with basic and common-sense approaches. When ambitions and complexity increase, however, more sophisticated relationship management becomes inevitable, calling also for integration with core project processes. Yet, partnering tools and systems do not seem to provide much guidance when it comes to organizing such complex multiparty collaboration. Careful attention to organizational issues in early phases is important both to appreciate the full potential of collaboration in the individual project and to promote industry level learning.
|
|
| 9. |
- Müller, Ralf, et al.
(author)
-
A Framework for Building Successful Project-Based
- 2007
-
In: Project Perspectives. - 1455-4178. ; 29:1, s. 68-71
-
Journal article (peer-reviewed)abstract
- Organizations’ move towards improved project-orientation requires appropriate governance structures. The paper presents a governance framework for organizations to gradually move from process orientation to project orientation. The framework provides an economic balance of investments and returns at three consecutive migration steps, and for project, program and portfolio management.
|
|
