43 research outputs found

    Examining the Influencing Factors of Cross-Project Knowledge Transfer: An Empirical Study of IT Service Firms

    Get PDF
    Despite the significance of knowledge transfer in IT service industry, our understanding of knowledge transfer between projects remains limited. Different from the existing studies mainly examining knowledge transfer at organizational level or at individual level within the same project team, this study examines the factors that influence cross-project knowledge transfer in IT service firms. Based on the process logic of knowledge transfer, we develop an integrated theoretical model that posits that cross-project knowledge transfer is influenced by knowledge, transfer activities, project teams’ transfer capabilities, project team context and project task context. We use the recipient IT project implementation performance to measure the effectiveness of cross-project knowledge transfer. Results of the preliminary test show that the designed questionnaires have scalability for the latent constructs, and the theoretical model has its rationality to some extent. To fully assess our proposed research model, we will collect large data set and perform a complete data analysis to test our model. Our study contributes to existing research by focusing on cross-project knowledge transfer and empirically investigating the performance effect of project-related factors. Results of the study will have important implications for IT practitioners

    The management of complexity in project management – a qualitative and quantitative case study of certified project managers in Germany

    Get PDF
    With the increased globalization and expansion of the markets worldwide, companies have to struggle with increased competition. Therefore, organisations have begun to offer advantages such as a personalisation of products to potential customers. Market conditions and legal policies can make it challenging to predict whether those ad-vantages can be realized. Project managers are often in the position of having to fulfil these requirements; in continuously changing influencing factors that make tasks diffi-cult to manage. These circumstances create complexity. Frequently, managers are una-ware that complexity has created problems in a specific project. Often, the traditional standards of project management no longer provide a sufficient support to managers of complex projects. This research investigates how current standards of project management address com-plexity, and whether a supplement is necessary. Complexity strengtheners are investi-gated. One standard Project Management Institute (PMI) is selected as an example to analyze the influence of strengtheners on PM-processes. A funnel model is developed based on these research findings. This is aimed to help managers in their daily practice and support them in categorizing the complexity of their projects. Based on this model, managers should be able to recognize the actual strengtheners of complexity and which processes of their project are affected. Finally, a possible adaption of the standard is re-searched. A proposition for a new comprehensive guide is designed to support manag-ers carrying out complex projects. The key managerial implication of this research is the development of a five-step model for handling complexity in projects: forming, storming, norming, performing, and ad-journing. Furthermore, the intent of this thesis is to make a valid contribution to the management literature. For handling complexity the new funnel model should close the gap between the recognition of complexity in a project and underlying causes. The new five-step model thus provides project managers helpful guidelines for handling complex projects. This research applies a mixed method, consisting of a survey (quantitative method) and focus interviews (qualitative method) with experts of project management (PMI) in Germany. There are approximately 4.900 PMI certified project managers in Germany; more than 170 participated in the survey (3.6%). This is considered sufficient to provide reliable results for this research. Further, three focus interviews deepen the knowledge and validate the results of the survey: Complexity is an actual problem in project man-agement. Existing standards are sufficient for project management, but complexity can-not be standardized. This thesis proposes to help project managers to resolve project complexity by providing guidelines for navigating through complex projects

    Collaboration and the use of online collaborative toolsets in the project management environment

    Get PDF
    The research aims to develop an understanding of the extent to which collaboration occurs through the use of online technologies in the project management environment. Given the breadth of the technological landscape, this research focuses on the use of online collaborative toolsets (OCTs). The research investigates six Project Management Environments (PMEs) and their use of OCTs, and uses a Collaboration scale developed specifically to measure the level of collaboration existing within each PME. The Collaboration scale presents collaboration not as a single entity, but as a scale ranging from low to high across six elements. Central to this theory is that for collaboration to exist, all elements must rate highly against the scale. The research argues that although all collaborative elements are found within a PME, it is the level of each element that determines the degree to which collaboration is occurring. A case study approach incorporated three broad strategies to collect data. The first strategy included a Likert questionnaire using the Dichotomous scale, which was administered to collect data on the operations of the individual projects. The second strategy included interviews that asked the project manager of each case specific questions regarding the PME. The third strategy involved desk research to scan for literature and web artefacts. The conclusions drawn from this research are: 1. OCTs can contain a variety of features, several of which are common amongst all. The research identified common requirements and use of the OCTs within the cases. 2. Although OCTs are capable of facilitating a high level of collaboration, Project Managers do not use OCTs for this purpose. The different project environments reviewed are not necessarily collaborative, nor do they use OCTs to assist with collaborative exercises. 3. OCTs are used predominantly for cooperation and coordinating activities within the PME. 4. Collaboration in the PMEs reviewed exists in degrees, at times being identified with cooperative functions, and at other times coordinating functions. 5. The findings demonstrate a pattern of collaboration, which is consistent across all cases. This pattern demonstrates a variation in the collaborative elements across the PME, and indicates a priority that may exist in regard to how these elements are prescribed within the actual project environment

    A framework for providing a lifelong social security system for the operational workforce in the construction industry in Sri Lanka

    Get PDF
    Construction is a projectised industry. One of the important resource requirements for construction projects is the availability of an operational workforce for its physical production. Hence, the operational workforce is a critical deciding factor in the success and failure of construction projects.The construction sector in Sri Lanka is suffering from a shortage of a required operational workforce for its physical operations even though the unemployment rate in Sri Lanka is about 5.2%. Research has further highlighted that “work” and “pay” are only the surface factors, hiding underneath them (Similar to an iceberg) are a multitude of different problems and the psychological needs of the workers. In addition to the shortage, there is a lack of an organised structure for human resources, which delivers time, cost and quality related behavioural constraints within the construction industry of Sri Lanka since circa the 1980’s. The aim of the research is to develop a sustainable framework for a lifelong social security system for the operational workforce of the construction industry in Sri Lanka without increasing the prevailing construction costs. The hypothesis is the minimising of resource wastages and behavioural impacts of current practices and the introduction a secured future life through a new system of lifelong social security [PR/SS] for the operational workforce. It is anticipated that the finances required for providing a social security system can be salvaged from the recovery values of material and time wastages and the demand and supply impacts generated as repercussions from the behavioural practices of the current operational workforce.The research instruments used for gathering primary and secondary data for evaluating the financial impacts of behavioural constraints were a questionnaire survey and audited financial statements. About 400 questionnaires (That were premeditated to calculate the finical impacts of the social behaviors of the construction operatives via ‘degree of importance’ and ‘relative important index’) were distributed to higher management of contracting organisations in Sri Lanka. A further request was made to the contracting organisations to provide audited statements for the past five years. From the research, it was identified that the unavailability of a human resources structure is a major constraint for the construction industry in Sri Lanka. Salvaged finances that could derive from the removal of the transitional layers of risk multiplication and the removal of the behavioural constraints of the construction operatives are sufficient to finance a lifelong social security system for themselves. Based on the research findings, a framework for the Building Forces of Sri Lanka [BFSL] was developed to overcome from the interim thinking pattern of the current construction operatives. In the current system, contracting organisations are not capable of providing the required training for the operatives. With the implementation of BFSL alongside the strong intervention from statutory organisations, a trained operational workforce can be developed to face any situation within the construction arena in Sri Lanka

    Strategic leadership challenges in the management of projects in the parastatals

    Get PDF
    Since South Africa is a developing state, the roles of the parastatals in stimulating economic growth and contributing to the alleviation of unemployment and poverty eradication are inevitable. South African parastatals find themselves with numerous initiatives that become projects as part of these initiatives. The projects vary from small to large capital investments. Parastatals are strategic assets that need to account for taxpayers’ funds. This thesis considers that the executed projects can add value only if there is a link to the strategic objectives. The effectiveness of this link can be established by having benefit realisation metrics. The metrics should have a process of measuring performance of projects based on strategic objectives. The thesis views projects that are executed outside strategic objectives as not viable. Without a clear process of using strategic objectives as a guide to measure success of projects, the expenditure in parastatals will remain unaccounted for, resulting in what could lead to a PFMA issue. The argument in this thesis, as well as its theoretical concept, is that the lack of strategic leadership has resulted in the challenges facing parastatals with regard to capital expansion and small projects that are executed without linking them to strategic objectives. Aggravating this situation is the blind loyalty to the PMBOK framework used by parastatals in executing projects; yet the framework has a gap regarding the knowledge areas of leadership and change management. The development of the thesis is through in-depth interviews carried out in two parastatals, namely, Eskom and Transnet. The interviews were conducted with respondents who are involved in projects, ranging from senior executives down to project administrators. The research was done in order to assess whether the projects executed in parastatals do, indeed, support strategic objectives. The effectiveness of the link between projects and strategy was based on the premise that when strategic leadership components are practised by the leadership, an execution process requiring proof of value add to the business through a link to the strategic objectives will be the basis for executing projects. The research found organisational structures that were rigid, and bureaucracy was the norm. The PMBOK framework that had been adopted was inadequate. Major findings were that most projects were not linked to strategic objectives and that there was poor strategic leadership at all levels. In view of this, there is a need to get the right leadership and have a rigorous process of ensuring that initiatives that become projects are, indeed, linked to the strategic objectives. 1

    Using Social Network Analysis to Explore Digital Student Interactions and Business Competency Learning in a Web-based Educational Platform:

    Get PDF
    Web 2.0 tools occupy a large part of our lives, and their use in the classroom offers instructors a unique opportunity to gather substantial information about individual and interactive student behaviors. The authors’ challenge is understanding the implications of this rich data source for assessing course efficacy and student learning, and applying these insights to further enhance the development of global business competencies. This paper reviews 311 student interactions as reflected in comments exchanged in a digital social learning community and, using social network analysis, discusses the potential to use these interactions to assess student critical thinking, communication, and collaborative feedback skills. The authors conclude with implications and recommendations for instructors who want to use Web 2.0 platforms and data to enhance their understanding of student and class digital interactions, and apply this information to course enhancement

    Exploring contingent employment policy in IT – impacts upon IT project management capabilities enhancement in large Hong Kong organisations

    Get PDF
    Large Hong Kong organisations rely heavily on IT projects to sharpen their competitiveness. Contingent IT project employment is a globally increasing trend that results in high staff turnover. This raises risks that organisational project knowledge is rarely retained when contingent workers leave organisations and as individual contingent workers become frustrated by employer’s lack of commitment to their future. Contingent employment policy has generally been assumed to impede IT project management’s organisational capability and competitiveness through knowledge leakage and inhibited organisational learning. Limited research has been undertaken on the impact of contingent IT project management employment on organisational capability though there have been numerous separate studies on: IT project management; general contingent employment; and enhancing IT project management capabilities. This thesis combines these themes to (i) explore the importance of continuous advancement of IT project management capabilities to business successes; (ii) identify and explain the contingent and permanent employment policies of IT professionals (including project managers) in large Hong Kong organisations; (iii) investigate and explain the impacts of contingent employment policies on enhancing IT project management capabilities; (iv) identify and explain the practices of advancing IT project management capabilities as an individual, as a group and as a large organisation; and (v) identify and present possible solutions to satisfy the needs to advance IT project management capabilities using contingent employment. A case study multiple-case, comparative research design was followed that relied on open-ended interviews supported by semi-structured interviews and using archival documentation. Three case study organisations typify large Hong Kong organisations that are major IT workforce employers. The first and second case study organisations are representative of a large IT users organisation and an IT and communications services organisation (the two key categories of IT employers) respectively employing a high percentage (over 50%) of contingent IT workers. The third case study organisation is a contrast case since it employs a low percentage (below 20%) of contingent IT workers and is a typical IT users organisation. Analysis concluded that the degree of projectisation, project resource strategies and investment on IT project management capabilities have to fit the organisation’s specific business dynamics. The business situation of organisations determines IT projects’ scale and complexity. This leads IT groups to be organised along a functional, balanced matrix or projectised structure spectrum. Organisations with greater projectisation are more likely to rely on contingent IT workers. Continuing to enhance IT project management capability while depending on an increasing percentage of mobile external resources (including contingent workers) may require an organisation to invest more in project governance and support structures, project management methodologies and tools. Alternatively, organisations may prefer retaining in-house staff to capture their tacit organisational knowledge and invest in cognitive and operational learning to retain codified organisational knowledge while avoiding weakness in reflective learning and social learning processes

    Adaptive Management in SDC: Challenges and Opportunities

    Get PDF
    Adaptive management (AM) is a programme management approach that helps international development organisations to become more learning-oriented and more effective in addressing complex development challenges. AM practices have been applied for decades within other sectors as varied as logistics, manufacturing, product design, military strategy, software development and lean enterprise. At its core, AM is not much more than common sense, as it essentially recognises that the solutions to complex and dynamic problems cannot be identified at the outset of a programme but need to emerge throughout the process of implementation as a result of systematic and intentional monitoring and learning. The generic AM process typically involves an iterative cycle of design, implementation, reflection and adaptation activities, supported both by system monitoring and stakeholder involvement to obtain a better understanding of the evolving system and improve how the intervention is managed. A favourable context for AM in development. During recent decades, the international development sector has aimed to increase its results and impact orientation. As a result, a growing number of development organisations and governments have become increasingly aware of the limitations of traditional ‘linear and prescriptive’ programming approaches. They are now recognising the need to handle complexity better, and have begun to adapt their policies and practices to facilitate adaptive approaches. The World Bank, for example, now acknowledges that aid agencies need to increase flexibility of implementation, tolerate greater risk and ambiguity, devolve power from aid providers to aid partners, and avoid simplistic linear schemes for measuring results. Multilateral and bilateral organisations such as the World Bank, the United Kingdom’s (UK) Department for International Development (DFID) and the United States Agency for International Development (USAID) are currently experimenting with adaptive approaches. A multitude of adaptive approaches and communities of practice have emerged that aim to improve the effectiveness of aid, including Collaborating, Learning, and Adapting, Thinking and Working Politically, Doing Development Differently, Market Systems Development, Conflict-Sensitive Programme Management, and Science of Delivery. Since generic AM approaches have existed for decades in other sectors, AM has the potential to act as a neutral ‘bridge language’ that facilitates exchange and learning among the different communities and donors. This report is the result of a learning partnership between the Swiss Agency for Development and Cooperation (SDC) and the Institute of Development Studies (IDS). It assesses the relevance of AM to SDC, how it relates to working practices across SDC, and the key challenges and opportunities for SDC. Its process of elaboration involved a literature review on AM, an exploration of AM approaches from several bilateral donors, a series of 6 interviews with SDC staff and partners working in different countries and thematic domains, and a learning workshop at SDC headquarters (HQ), where staff from several SDC divisions reflected on AM and on how to advance the organisation’s capacity for adaptive programming and learning

    Exploring projectification in the public sector: the case of the next stage review implementation programme in the department of health

    Get PDF
    Objective: Public projects are used to delivery policy objectives. From a financial perspective, the Major Projects Authority (MPA) estimated a whole life investment of ÂŁ488 billion for 199 major projects in 2014, only a small subset of the total number of public projects. Given the financial exposure, the impact of endemic public project failures could put the economic health of the nation at risk. This thesis studies the challenges facing public projects. It applies an organisational capabilities lens to investigate projectification, when organisations shift away from functional-based organising (FBO) toward project-based organising (PBO). Research Design: This study adopts an interpretivist research paradigm, with a constructionist epistemology and an idealist ontology, and employs an abductive research strategy. Structurally, it follows the Cranfield Executive Doctorate in Business Administration (DBA) methodology, with a linking document that summarises three complementary research projects: a systematic literature review (SLR) followed by two empirical studies that investigate the Department of Health (DoH) during the early phases of the Next Stage Review Implementation Programme (NSRIP). The findings are derived from over 250 academic literature sources, 100 government publications and 41 semi-structured interviews. ...[cont.
    corecore