| 1. |
- Alderman, Neil, et al.
(author)
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Translation and Convergence in Projects : An Organizational Perspective on Project Success
- 2011
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In: Project Management Journal. - : WILEY PERIODICALS, INC. - 8756-9728 .- 1938-9507. ; 42:5, s. 17-30
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Journal article (peer-reviewed)abstract
- A range of theories (actor-network theory, multinodality, and sense making) are drawn together into a single model of project management processes in order to discuss project success and failure. It is argued that success and failure can be characterized in terms of a continuum between project convergence and divergence. The causes of divergence and convergence are discussed with reference to the above theories using four illustrative case studies.
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| 2. |
- Andersson, Annika, 1961-, et al.
(author)
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Containing transaction costs in ERP implementation through identification of strategic learning projects
- 2007
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In: Project Management Journal. - 8756-9728 .- 1938-9507. ; 38:2, s. 84-92
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Journal article (peer-reviewed)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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| 3. |
- Aubry, Monique, et al.
(author)
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Exploring PMOs through community of practice theory
- 2011
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In: Project Management Journal. - : Project Management Institute. - 8756-9728 .- 1938-9507. ; 52:5, s. 42-56
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Journal article (peer-reviewed)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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| 4. |
- Aubry, Monique, et al.
(author)
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Identifying forces driving PMO changes
- 2010
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In: Project Management Journal. - : Wiley. - 8756-9728 .- 1938-9507. ; 41:4, s. 30-45
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Journal article (peer-reviewed)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. |
- Bengtson, Anna, 1968-, et al.
(author)
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Beyond Projet Closure : Why some business relationships recur in subsequent projects
- 2018
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In: Project Management Journal. - : SAGE Publications. - 8756-9728 .- 1938-9507. ; 49:2, s. 89-104
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Journal article (peer-reviewed)abstract
- While a project design provides several managerial advantages within the project life cycle, there are numerous challenges regarding its long-term effects. The aim of this article is to increase our knowledge on the continuity aspect of the project form of organizing, and especially the recurrence of project-based business relationships in subsequent projects. Focusing on the role of network relationships in leveraging between projects, we investigate the reasons for relationship recurrence. Based on a longitudinal case study of three construction projects, our results show that in addition to terminated and dormant relationships after project closure there are recurring relationships, which, unlike the others, do not need reactivation.
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| 6. |
- Bengtsson, Marie, et al.
(author)
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Mapping the Road to Future Projects : Roadmapping as a Balancing and Transformation Process
- 2017
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In: Project Management Journal. - : John Wiley & Sons. - 8756-9728 .- 1938-9507. ; 48:2, s. 39-54
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Journal article (peer-reviewed)abstract
- Based on a longitudinal case study in a large technology-based firm, this article shows how roadmapping can bring about an increased focus on explorative activity and a stronger future orientation in an organization. The case study shows how a radical technology vision, presented in the first roadmapping attempt, contributed to creating an awareness of the value of looking long into the future. This was, however, far from sufficient, and a second attempt with a stronger focus on collaboration and new knowledge generation was initiated to further the desired changeover. Interestingly, the case study points to the significance of visualizations as a means to support knowledge generation, as well as to protect exploration. More generally, we propose how roadmapping can be developed into a balancing and transformation tool associated with mapping as well as the creation of roads.
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| 7. |
- Berggren, Christian, 1950-, et al.
(author)
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Lagomizing, organic integration, and systems emergency wards : Innovative practices in managing complex systems development projects
- 2008
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In: Project Management Journal. - : John Wiley & Sons. - 8756-9728 .- 1938-9507. ; 39:S1, s. S111-S122
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Journal article (peer-reviewed)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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| 8. |
- Berglund, Karin, et al.
(author)
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The worthy human being as prosuming subject : ‘Projectified selves’ in emancipatory project studies
- 2020
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In: Project Management Journal. - : SAGE Publications. - 8756-9728 .- 1938-9507. ; 51:4, s. 367-377
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Journal article (peer-reviewed)abstract
- The projectified self is suggested in this article as a way to advance emancipatory project studies toward improved understandings of how individuals in contemporary neoliberal societies are urged to become self-controlling, self-improving, self-commercializing, life-compartmentalizing, and deadline driven. We propose (1) a developed theoretical foundation for studies of the projectified self, based on recent writings on enterprising selves, and (2) the notion of prosumption as a concept for how the worthiness of this projectified self is constructed in a simultaneous process of project-based production and consumption. This is discussed in relation to the on-going studies of social media entrepreneurs.
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| 9. |
- Biedenbach, Thomas, 1976-, et al.
(author)
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The Open Secret of Values : The Roles of Values and Axiology in Project Research
- 2016
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In: Project Management Journal. - : John Wiley & Sons. - 8756-9728 .- 1938-9507. ; 47:3, s. 139-155
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Journal article (peer-reviewed)abstract
- The purpose of this article is to explore the roles and potential benefits of axiology and value theory in project research. This is done through (1) an exploration of the essentials of axiology and value theory; (2) a review focused on how values have been used in project research; and (3) a reflection based on the historical–logical development of—and paradigmatic influences on—projects and their management. It is concluded that project research would benefit from a more encompassing philosophical treatment of axiology beyond merely acknowledging values as a thematic concept or as part of a project management methodology.
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| 10. |
- Biedenbach, Thomas, 1976-
(author)
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The power of combinative capabilities : facilitating the outcome of frequent innovation in pharmaceutical R&D projects
- 2011
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In: Project Management Journal. - : SAGE Publications. - 8756-9728 .- 1938-9507. ; 42:2, s. 63-80
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Journal article (peer-reviewed)abstract
- The purpose of this article is to investigate how organizations organize the early phases of research and development (R&D) projects in the pharmaceutical industry to achieve frequent innovation. The investigation was designed as a qualitative multiple case study. The analysis identified a standardized projectification of the preproject phases, leading to certain conflicts, such as a severe tension between dynamic, project, and multiproject capabilities, which hamper frequent innovation. Optimizing combinative capabilities to balance the capabilities triumvirate can provide powerful leverage and boost frequent innovation.
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