| 1. |
- Chirumalla, Koteshwar
(författare)
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Managing product introduction projects in operations key challenges in heavy-duty vehicle industry
- 2018
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Ingår i: Journal of Modern Project Management. - : Editora Mundos Sociais. - 2317-3963. ; 5:3, s. 108-118
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Tidskriftsartikel (refereegranskat)abstract
- In today’s market conditions, manufacturing companies are under pressure to constantly launch new products or product variants to the market in short intervals. Introduction of new products poses managerial implications on the existing production systems and their processes. Hence, the production and operations organisations are increasingly involved in the early phases of new product development since they are responsible for the product introduction and delivery. The project management of product introduction therefore play a significant role in the success of new product development. The existing literature covers a wide range of issues and disturbances in the product introduction process in different industries. However, little research exists on the management of product introduction from a project management perspective especially from the viewpoint of operations. Based on a case study at a manufacturing company in heavy-duty vehicle industry, this paper examines key challenges in managing product introduction projects in the production and operations organisation. The study identified seven types of projects in relation to the product introduction. Further, nine key challenges are identified in the management of product introduction projects which are associated to the resources, time-readiness and schedule, gated administration, ways of working, communication and time-sharing, learning, business cases, co-ordination and alignment, and competences. The study contributes new insights into project management in operations by deepening the understanding on the issues associated to the product introduction projects.
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| 2. |
- Grönevall, Richard, 1966-, et al.
(författare)
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Designing an Integrated Project, Program and Portfolio System : A Case Study of Healthcare
- 2014
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Ingår i: Journal of Modern Project Management. - Curitiba, Brazil : Editora Mundo. - 2317-3963. ; 2:2, s. 78-85, s. 309-318
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Tidskriftsartikel (refereegranskat)abstract
- Healthcare organizations are subject to an increasing complexity in the management of patient information. The modern healthcare system is developed through large-scale projects. The complexity is rapidly increasing but the lack of coordination between projects in relation to performance is critical. The contemporary approach following the traditional project related approach is insuffi cient and obsolete and the underlying interconnectivity between elements in a multi-project environment can be used to explore new compositions of projects, programs and portfolios. By a systematic approach in managing interdependencies based on exploring the fl ow of information between projects at three different levels and two major outcomes can be concluded. In our systematic DSM/DMM approach we explore how projects can be organized in programs and in portfolios.
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| 3. |
- Lagerström, Robert, 1981-, et al.
(författare)
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Visualizing and Measuring Software Portfolio Architecture : A Power Utility Case
- 2015
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Ingår i: Journal of Modern Project Management. - : Editora Mundos Sociais. - 2317-3963. ; 3:2, s. 114-121
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Tidskriftsartikel (refereegranskat)abstract
- In this paper, we test a Design Structure Matrix (DSM) based method for visualizing and measuring software portfolio architectures. Our data is drawn from a power utility company, comprising 192 software applications with 614 dependencies between them. We show that the architecture of this system can be classified as a “core-periphery” system, meaning it contains a single large dominant cluster of interconnected components (the “Core”) representing 40% of the system. The system has a propagation cost of 44% and architecture flow through of 93%. This case and these findings add another piece of the puzzle suggesting that the method could be effective in uncovering the hidden structure in software portfolio architectures.
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| 4. |
- Lundqvist, Siw, 1956-, et al.
(författare)
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Apply a Project Core View to Promote Project Success
- 2015
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Ingår i: Journal of Modern Project Management. - Brazil : Mundo Press. - 2317-3963. ; 3:1, s. 100-109
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Tidskriftsartikel (refereegranskat)abstract
- Achieving successful projects is critical and the project manager’s role is beyond dispute. Hence, successful recruitment processes that put critical competence requirements in focus could facilitate successful project outcomes. It is fundamental that a certain project supports the organization’s core product, because that is the basis for the organization’s success in the first place. Therefore it is important that the project core product is viewed since it is supposed to support the core product. Further, it would be helpful to distinguish between general competences and core competences in order to avoid focusing on more or less insignificant general qualification requirements while missing to elucidate the core qualification requirements that should be decisive for the outcome. This paper aims at shedding light on the necessity of paying careful attention to project core product and project core competence as basic conditions for project success. Implications for practice and research are discussed.
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| 5. |
- Lundqvist, Siw, 1956-
(författare)
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Focus on the most critical demands in IT project manager recruitment
- 2018
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Ingår i: Journal of Modern Project Management. - : The Journal of Modern PM. - 2317-3963. ; 6:1, s. 68-75
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Tidskriftsartikel (refereegranskat)abstract
- Many descriptions are available about the qualifications IT project managers are supposed to hold in order to be fully eligible and fit for employment. Sometimes these knowledge demands are apprehended as scary in a way that actually reject people from taking on a journey for such a job career. This research concerns how IT project managers in Swedish public authorities regard the demands on their profession; 46 questions regarding these matters are answered (survey 2016) by 82 individuals. The four most prominent requirements turned out to be: 1) experience from project management, 2) self-sufficiency 3a) being social, and on shared third place 3b) being co-operative. The three demands counted from the bottom ranking, concerned holding project management certifications. The findings are useful for practice because it could play down excessively described expectations and put the light on highly relevant requirements instead. For research, the findings provide input to further research.
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| 6. |
- Macheridis, Nikos
(författare)
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Control Mechanisms Towards Project Success
- 2022
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Ingår i: Journal of Modern Project Management. - 2317-3963. ; 9:3, s. 87-99
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Tidskriftsartikel (refereegranskat)abstract
- This study, based on a systematic literature review, aims to identify and analyze selected control mechanisms when project success criteria operationalize. The main theoretical contribution of this study involves identifying the dimension of control mechanisms in success criteria operationalization. The most easily identified control mechanisms in the data material were output control mechanisms, including process-oriented and stakeholder-oriented kinds. These control mechanisms also occurred more frequently than other control mechanisms. Another theoretical contribution of this study relates to the suitability of control mechanisms. The data material evidently illustrates that operationalization based on conceptualization increases the prevalence of behavioral and social control mechanisms, giving more space to focus on the important issue of selecting appropriate control mechanisms. A further theoretical contribution is that the measuring and evaluation of project success assumes a mix of different control mechanisms, supporting the view that project control should be multidimensional. This study evidences that it is not enough that this mix should include output, behavior, and social control mechanisms but should also relate these control mechanisms to project management success and product success as well as to long-term and short-term success. This mix should include generic elements as tailored control mechanisms.
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| 7. |
- Marcusson, Leif, 1954-
(författare)
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IT project managers' team role and sense of coherence : a pilot study in Sweden
- 2018
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Ingår i: Journal of Modern Project Management. - : Mundo Press. - 2317-3963. ; 6:1, s. 96-103
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Tidskriftsartikel (refereegranskat)abstract
- The project manager's team role and sense of coherence can significantly influence the project role. A pilot study was conducted by a web survey; 35 IT project managers from Swedish public authorities participated. Questionaries' from Belbin's and Antonovsky's books was used for the web survey. Research findings showed that Belbin's team role shaper was the strongest and implementer was the second strongest. Twelve of the respondents had a strong sense of coherence, 21 had normal, and two had weak.
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| 8. |
- Szentes, Henrik
(författare)
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Five propositions on how to combine threat and opportunity management in practice to further develop the project
- 2021
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Ingår i: Journal of Modern Project Management. - 2317-3963. ; 9:2, s. 173-185
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Tidskriftsartikel (refereegranskat)abstract
- Risk management in project contexts is increasingly more infocus amongst researchers and practitioners, including the debate on ifand how opportunities can be integrated into the work with threats, or ifseparation is better. In this conceptual paper, integratingseveral strands of literature including risk management, projectmanagement, and organization theory in terms of sensemaking andparadox perspectives on decision making, it is argued that a sequentialapproach is a better option: An initial deliberate focus on threats to makesense of the existing project plan, then on innovative responses oftenentailing new opportunities. Five propositions on how this can beconducted in practice by project organizations are discussed as well asan overarching flow-chart linking the five propositions together, whilerecognizing that projects are temporary organizations in which a mix ofpeople with a different frame of references are expected to deliver resultsafter short initiation. Therefore, it is important to be realistic andimplement a clear and practical process for project risk management,which distinctly links to existing forums and processes for decisionmaking rather than creating new ones. Several managerial implicationsare presented, but also some theoretical notions.
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