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- Alderman, Neil, et al.
(author)
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Managing Complex Projects : Networks, Knowledge and Integration
- 2013
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Book (other academic/artistic)abstract
- Concerned with the management of complex long-term engineering projects, this important volume, of great interest to postgraduate students of business, technology management and engineering, reports on a set of rich, novel and unique findings concerning the conduct and management of three high profile and complex projects.The major investments which constitute complex long-term projects represent an increasingly important source of economic activity, often with particularly significant consequences for economic growth and public policy. This informative volume expertly contributes to broader debates concerning new organizational forms, knowledge management and organizational learning and the management of innovation in project-based settings.
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- Alderman, N., et al.
(author)
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Partnering in major contracts : Paradox and metaphor
- 2007
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In: International Journal of Project Management. - : Elsevier BV. - 0263-7863 .- 1873-4634. ; 25:4, s. 386-393
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Journal article (peer-reviewed)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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- Alderman, N., et al.
(author)
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Sense-making as a process within complex service-led projects
- 2005
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In: International Journal of Project Management. - : Elsevier BV. - 0263-7863 .- 1873-4634. ; 23:5 SPEC. ISS., s. 380-385
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Journal article (peer-reviewed)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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- Alderman, N., et al.
(author)
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Service‐led projects : understanding the meta‐project context
- 2010
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In: Construction Management and Economics. - : Informa UK Limited. - 0144-6193 .- 1466-433X. ; 28:11, s. 1131-1143
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Journal article (peer-reviewed)abstract
- The service‐led project is driven by the demand for long‐term service provision based on the output of a conventional capital good. The project management implications of the extended timeframe for such projects are considered and the added risks and uncertainties associated with planning for an unknown future business environment. Detailed case studies of three service‐led engineering projects in the context of port facilities, high‐speed trains and sludge treatment are examined. The findings indicate that service‐led projects exist within the context of a meta‐project that encompasses a consideration of critical activities beyond the normal remit of the project manager. Aligning project stakeholders around a vision for the meta‐project becomes a key task in the successful management of the service‐led project.
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- 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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