| 1. |
- Hällgren, Markus, et al.
(author)
-
Relevance lost! a critical review of project management standardisation
- 2012
-
In: International Journal of Managing Projects in Business. - : Emerald Group Publishing Limited. - 1753-8378 .- 1753-8386. ; 5:3, s. 457-485
-
Journal article (peer-reviewed)abstract
- Purpose: The purpose of this paper is to critically analyze the consequences of the diffusion of generic project management knowledge.Design/methodology/approach: This paper is conceptual in its nature, using short examples of four different areas (education, research, certification and practice) to show the diffusion of project management knowledge throughout these areas.Findings: In this paper the authors argue that relevance may be lost at two levels. The first loss occurs when the practice of project management is transferred, through generalisation and standardisation, into what is generally known as “Best Practice”. The second occurs when “Best Practice” is transferred back to where it is applied (education, research, certification and practice).Research limitations/implications: The risk of losing relevance has consequences for what one bases one's assumptions of the nature of projects upon. If the assumptions are based on standardized knowledge, without critically assessing its correctness, the likelihood of producing less relevant research is higher.Practical implications: With the risk of losing relevance the authors argue that anyone involved in the areas of education, research, certification and practice needs to be cautious of how they perceive and work with the standards. There is a risk that the knowledge becomes even less relevant and students and practitioners are therefore less prepared for reality.Originality/value: This paper is part of the literature critiquing the standardization of project management knowledge but it is distinct in terms of how the diffusion processes are perceived and utilized in a project setting.
|
|
| 2. |
- Andersson, Annika, 1961-, et al.
(author)
-
Contracted ERP projects : sequential progress, mutual learning, relationships, control and conflicts
- 2011
-
In: International Journal of Managing Projects in Business/Emerald. - : Emerald Group Publishing Ltd. - 1753-8378 .- 1753-8386. ; 4:3, s. 458-479
-
Journal article (peer-reviewed)abstract
- Purpose – The purpose of this paper is to describe the sequential nature that enterprise resource planning (ERP) projects tend to take and to describe how the buyer typically behaves concerning the need for control and learning in and in-between ERP projects.Design/methodology/approach – Results come from an in-depth case study of sequential ERP projects. The respondents were a major Swedish retailer and a supplier who undertook upgrading of an ERP system with six separate and sequential projects. The research was framed by independent pre- and post-interviews in three buyer companies' from different areas of business.Findings – Results suggest that success is associated with mutual learning between supplier and buyer organizations that lead to reasonably amicable working relationships. Control considerations run through these projects and conflicts appear minimal in the sequential treatment. Insightful interpretation comes not only from empirical reflection on interactions in an in-depth case study, but also from concepts available in decision making and project marketing as well.Research limitations/implications – Case studies present in-depth understanding but have generalization limitations. Also the case study was accomplished in Sweden and thus knowledge about behaviour in other countries and cultures is needed.Practical implications – Managers investing in relationships and learning in an initial project probably suffer in terms of satisfaction and profitability at that stage but could accomplish more effective, satisfying and profitable situations over time. In particular, appreciation of the nature of the sequential project development, mutual control, delivery and learning in these projects could be useful in understanding the buyer behaviour in ERP projects.Originality/value – Learning is important in projects but how do the buyers behave? A description of the sequential nature of ERP projects and the learning process both within the buyer's company and within the supplier's company is established. Tables are created that describe how the gap in the mutual learning process decreases in-between projects in business-to-business projects.
|
|
| 3. |
- Aramo-Immonen, Heli, 1964-, et al.
(author)
-
The significance of formal training in project-based companies
- 2011
-
In: International Journal of Managing Projects in Business/Emerald. - : Emerald Group Publishing Limited. - 1753-8378 .- 1753-8386. ; 4:2, s. 257-273
-
Journal article (peer-reviewed)abstract
- Purpose: The purpose of this paper is to examine the significance of formal training in project‐based companies.Design/methodology/approach: First the discussion deals with the concepts of learning, the learning environment, and the motivation to learn in a way in which special focus is on the project team members' motivation to learn. The hypothesis, “People working for project‐based companies are not interested in formal training” is tested by an empirical study, which was conducted on ten Finnish marine and offshore industry companies. Altogether, 54 project team members and project managers attended the multiple‐case study.Findings: According to the results of the study, formal training is not seen as a necessity among the people working for project‐based companies. This seems to mean that nowadays formal training does not play a significant role in the development of project‐based companies. Further, the people do not necessarily have time to reflect because they are being bombarded by urgent problems and pressing deadlines. A lack of time and a feeling of heavy work load seem to be a normal practise.Originality/value: Based upon the paper's findings, further research is suggested that would be focussed first on designing integrated learning environments in project‐based companies' processes, and/or second on the training methods utilized, interaction between trainers and project people, and relevancy and efficiency of formal training offered by training organizations to the project‐based companies.
|
|
| 4. |
- Bergman, Inger, 1948, et al.
(author)
-
Decoupling and standardization in the projectification of a company
- 2013
-
In: International Journal of Managing Projects in Business. - : Emerald. - 1753-8386 .- 1753-8378. ; 6:1, s. 106-128
-
Journal article (peer-reviewed)abstract
- Purpose – The purpose of this paper is to describe and analyse the change trajectory in a large, global, project‐oriented company, with focus on standardization of project work, and on how the company's structure, processes and employment‐base changed in line with the company's increasing volume of projects. Design/methodology/approach – The stance taken is to define firm‐based projects as temporary organisations embedded in, and coupled to their parent company. Narratives of employees' working history were combined with historical company data. The outcome is a trajectory of the company's history from four different perspectives, shown in parallel with the development of the company's project operations. Findings – The projectification history was found to be connected with two parallel movements: a push towards project decoupling countered by a pull towards standardization of project management practices to tighten the coupling. The direction of the movements was influenced from current project management trends. Research limitations/implications – The model of a projectified company as a loosely‐coupled system provides a novel way of analysing an organisation and its interfaces to its projects. Even though the work focuses on a unique company's projectification history, the intention is to provide a means to better understand the forces impacting the transformation of organisations increasingly using projects as a work‐form. Originality/value – Adding the notion of coupling gives a new dimension to the transformation of project‐oriented companies. The model for analysing projects by means of their patterns of loose and tight coupling provides arguments for the shift in focus from the individual project to the interplay between structure, people and processes in the project‐oriented company.
|
|
| 5. |
- Biedenbach, Thomas, 1976-, et al.
(author)
-
Paradigms in project management research : Examples from 15 years of IRNOP conferences
- 2011
-
In: International Journal of Managing Projects in Business/Emerald. - : Emerald Group Publishing Limited. - 1753-8378 .- 1753-8386. ; 4:1, s. 82-104
-
Journal article (peer-reviewed)abstract
- Purpose – The purpose of this paper is to investigate the philosophical stances and relatedmethodologies used within the last 15 years of project management research using The InternationalResearch Network on Organizing by Projects (IRNOP) conference papers.Design/methodology/approach – Utilizing a systematic sampling approach, IRNOP conferencepapers from 1994, 2000 and 2007 were analyzed for prevalent philosophical streams in projectmanagement research.Findings – Results show a dominance of ontological subjectivism and epistemologicalinterpretivism, with a preference for case studies and qualitative methods. Trends indicate agrowth of positivist studies and, at the same time, an increase in multi-case studies.Research limitations/implications – This paper’s contribution to knowledge lies in theidentification of predominant research paradigms for research reported at project managementconferences using IRNOP as an example. The study shows trends, preferences, and potential differencesbetween published research and conference papers.Originality/value – Information on the quality, quantity and timely trends of underlyingphilosophies in project management research are lacking an insightful exploration of the projectmanagement research field. This is necessary for a better understanding of the past, present andpossible future of research paradigms in project management. The paper’s findings can be used toimprove the interpretation of the state of knowledge in project management research.
|
|
| 6. |
- Burström, Thommie, et al.
(author)
-
Integrating service practice into project management : a matter of “do or die”?
- 2014
-
In: International Journal of Managing Projects in Business/Emerald. - : Emerald Group Publishing Limited. - 1753-8378 .- 1753-8386. ; 7:1, s. 5-22
-
Journal article (peer-reviewed)abstract
- Purpose: The purpose of this paper is to describe and analyze service management practices within a project management context.Design/methodology/approach: This research supporting conceptual developments was both exploratory and qualitative in nature and utilized an in-depth case study of a major product development project.Findings: The conceptual framework developed is applied to empirical observations of product development project. Because there is an adequate fit with observations, elements of a service management approach appear to be viable in the description, managing, and control of projects.Research limitations/implications: Because the research was built on a case study, one has the limitations common with that approach. Conversely, case studies are acknowledged as useful in the identification of important variables in situations in which there is little control over events in a real-world context.Practical implications: Customer satisfaction is a requirement of project organizations, which is an inherent requisite of any service organization. Consequently, one turns to those elements in the practice of service management that lead to best management practices.Originality/value: This paper contributes with a practice-based understanding of how project management is based on integrated service practice.
|
|
| 7. |
- Burström, Thommie, 1964-
(author)
-
Organizing boundaries in early phases of product development : The case of an interorganizational vehicle platform project setting
- 2011
-
In: International Journal of Managing Projects in Business/Emerald. - London : Emerald Group Publishing Limited. - 1753-8378 .- 1753-8386. ; 4:4, s. 697-710
-
Journal article (peer-reviewed)abstract
- Purpose – The purpose of this paper is to describe and to summarize a PhD thesis that contributes to the understanding of how boundaries are organized in early phases of new product development. The thesis explores the reality of project member's attempts to create a shared vehicle platform. The author also reports his PhD “journey”. Design/methodology/approach – Research reported here is based on a qualitative study through combinations of interviews, observations, and document studies. Data were gathered during three months at two different sites in two different countries. A practice approach was implemented where the daily work activities of project members were studied. Findings – It was concluded that organizing of boundaries should be understood as being affected by tensions and characterized by iterations that cross all types of organizational boundaries. The theory of Concurrent Boundary Enactment is therefore proposed as an answer to how the organizing of boundaries should be understood. Research limitations/implications – The study shows how project members in parallel organize technologies, structural units, and work processes. Thus, the study focuses on the complexity of organizing boundaries. There is a need to perform more of this type of practice-based, high complexity studies so that more profound organizing patterns can be understood. Practical implications – Actors in projects are closely attached to brands' core values. This core value attachment should be seen as both at strength and a weakness. It is seen as strength because core value attachment calls for compassion and dedication. It is seen as weakness since this type of attachment also makes it difficult to create synergies between brands. Therefore, brand managers should try to find least common nominators that bring together dispersed brand value statements. Originality/value – By studying multiple boundaries between functions, projects, projects and the permanent organization, projects and steering committees, projects and external organizations, it has been possible to illustrate the everyday complexity which follows by creating a shared vehicle platform between two organizations that compete and collaborate at the same time. Earlier research studies usually only concern one of the boundaries.
|
|
| 8. |
- Burström, Thommie, et al.
(author)
-
Requirement managers’ roles in industrial, platform development
- 2014
-
In: International Journal of Managing Projects in Business/Emerald. - 1753-8378 .- 1753-8386. ; 7:4, s. 493-517
-
Journal article (peer-reviewed)abstract
- PurposeTo describe and analyze the role of requirement managers in new product development (NPD) projects. MethodThis paper is based on a case study of an industrial platform project. Sixty-eight persons were interviewed and project prerequisites and requirement specifications documents were studied. The roles of specific individuals and their formal role as requirement managers are reported. FindingsThe requirement manager’s role fulfillment is performed through five major activities described as developing, anchoring, re-organizing, routinizing, and positioning. These activities are essential in order to manage working with a large flagship project. Practical implicationsThis paper argues that functional roles should not be taken for granted. Even though significant efforts may have been performed in order to establish a new function within a project management setting, the process of establishing new work practices is complex. Managers should therefore investigate inter-functional integration on ongoing bases. Originality/valueThis paper provides important insights into aspects of requirement manager’s ongoing project activities.
|
|
| 9. |
- Burström, Thommie, et al.
(author)
-
The Informal Liaison Role of Project Controllers in New Product Development Projects
- 2013
-
In: International Journal of Managing Projects in Business/Emerald. - : Emerald Group Publishing Limited. - 1753-8378 .- 1753-8386. ; 6:3, s. 410-424
-
Journal article (peer-reviewed)abstract
- Purpose – The purpose of this paper is to describe and analyze the liaison role of project controllers in new product development (NPD) projects.Design/methodology/approach – This paper is based on a case study of an industrial new product development project. In total, 68 in-depth interviews were conducted and 32 meetings were observed. Using an inductive approach, this paper scrutinizes the roles of three specific individuals – their formal role as project controllers and their informal role as liaisons.Findings – The study found that project controllers play a crucial part in the everyday work of projects – both formally and informally. Project controllers undertake important liaison activities that are not a part of their formal roles in which they extend their responsibilities to include informal activities such as peacekeeping, probing, nailing, process implementation and streamlining.Practical implications – This paper argues that managers must identify and acknowledge the importance of informal liaisons and liaison activities among project members because such activities are of crucial importance for the facilitation of communication and for work-flow coordination. By viewing the project controller as someone who is “dressing the project in numbers”, the role can be understood as a support function aimed at close interaction and cross-functional learning, rather than a function aimed at distant supervision and control.Originality/value – This paper provides important insights into informal aspects of project roles and the everyday work of project controllers.
|
|
| 10. |
- Burström, Thommie, 1964-, et al.
(author)
-
Transition processes in an interorganizational platform project
- 2012
-
In: International Journal of Managing Projects in Business/Emerald. - : Emerald Group Publishing Limited. - 1753-8378 .- 1753-8386. ; 5:3, s. 400-419
-
Journal article (peer-reviewed)abstract
- Purpose: The purpose of this paper is to identify and understand challenges related to transition processes that occur between projects and the permanent organisation, as well as the outcome of such processes.Design/methodology/approach: The study is based on an explorative, in-depth case study of a multi-project setting. The concept phase of three projects was followed by participative observations and ongoing interviews over a fifteen week period at two sites and in two countries. The empirical material was analyzed through a process-orientated approach focusing on daily project activities.Findings: Transition processes are characterized by containing operational complexities. These operational complexities demand from project stakeholders to perform multiple translational and transformative activities. The outcome from these activities are for example strategic, operational, and functional fine-tuning, but also attitudinal turnaround. Research limitations/implications: This research is based on an interorganizational vehicle platform project setting. The findings from this study can therefore not with ease be generalized to other settings. However, it is likely that actors in other interorganizational project settings can benefit from the findings since there probably are a multitude of transition processes in such projects as well.Practical implications: Managers can learn that it is important to map all related transition processes, analyze the implications that these processes have on the project, and perform a dialog with project members so that the sense of operational complexity and uncertainty can be reduced. This type of action will reduce feelings of frustration and create a sense of readiness to deal with unexpected events.Originality/value: First the setting “an interorganizational vehicle platform” is largely understudied, second this paper pinpoints three unique transition processes and thereby contributes to the sparsely researched area of transition processes.
|
|
