Tailoring PMI and OGC frameworks for IT project portfolio management

Tese de Doutoramento - Programa Doutoral em Tecnologias e Sistemas de InformaçãoPrivate non-profit organizations that are dedicated to developing research and development (R&D) projects with the University, through a context of interface between Universities and companies, are currently recognized in Portugal as Technological Interface Centres. These organizations develop applied research projects between TRL 4 and 8 for companies in close collaboration with the research units of the Universities. As with any organization with no budget coming from the state, its main strategy is to efficiently and effectively manage the project portfolio to ensure control of execution costs as well as the expected quality of projects delivered to customers and partners. The currently available project portfolio management frameworks are not sufficiently clear as to how processes or practices suggested to practitioners should effectively be applied. In the specific field of Information Technology (IT), there is at least one framework for supporting portfolios management, but the level of detail in the adoption of the practices is (insufficiently) generic. This thesis intends to configure an IT project portfolios management framework, based on the coordinated (extended subsets) adaptation of the two main frameworks currently in the area: PMI and OGC. This configuration required the alignment between PMI and OGC frameworks, through a map of dependencies between processes, as well as the mapping between artefacts and processes. As a case study to test this framework, a Portuguese organization was chosen, formally recognized as a Technological Interface Centre, where two portfolios of IT projects in R&D contexts were characterized and analysed in light of the framework's techniques.As organizações privadas sem fins lucrativos que se dedicam a desenvolver projetos de investigação e desenvolvimento junto das Universidades, através de um contexto de interface entre Universidades e empresas, são atualmente reconhecidas em Portugal, como Centros de Interface Tecnológicos. Estas organizações desenvolvem projetos de investigação aplicada entre TRL 4 e 8 para as empresas, em colaboração estreita com as Unidades de Investigação das Universidades. Como em qualquer organização, sem orçamento proveniente do Estado, a sua estratégia principal é gerir com eficiência e eficácia o portfólio de projetos, de modo a garantir o controlo dos custos de execução, bem como a expetativa de qualidade dos projetos entregues aos clientes e parceiros. As frameworks de gestão de portfólio de projetos atualmente disponíveis não são suficientemente claras em relação à forma como processos ou práticas sugeridas aos profissionais devem efetivamente ser aplicados. No domínio específico das Tecnologias da Informação (TI) existe, pelo menos, uma framework de suporte à gestão de portfólios, mas o nível de detalhe na adoção das práticas é (insuficientemente) genérico. Com esta tese pretende-se configurar uma framework de gestão de portfólios de projetos de TI, a partir da adaptação coordenada (extended subsets) das duas principais frameworks atualmente existentes na área: a do PMI e a do OGC. A referida configuração exigiu o alinhamento entre frameworks do PMI e OGC através dum mapa de dependências entre processos, bem como o mapeamento entre artefactos e processos. Como estudo de caso para experimentar a referida framework, foi selecionada uma organização portuguesa, formalmente reconhecida como Centro de Interface Tecnológico, onde dois portfólios de projetos de TI em contextos de I&D foram caracterizados e analisados à luz das técnicas da referida framework.Este trabalho foi desenvolvido com o apoio financeiro da Associação CCG/ZGDV – Centro de Computação Gráfica

Organisational ventriloquism in a project centered organization : a qualitative inquiry into the effects of ritualized mimeticisomorphism within a project centered organization

The management of projects has been area of intense study for many years, yet few researchers have ventured outside parameters of the mainstream concerns. This research aims to move outside the parameters of mainstream project management research, in order to explore other perspectives, with the purpose of illuminating new concerns and agendas. An abductive research strategy within a single case study was utilized to obtain rich data and new insights. This research seeks to uncover the social forces that influence the adoption of mainstream project and programme management standards and structures. The literature revealed that mainstream project management has idealogical foundations rooted within a 'Cartesian-Taylorist' paradigm and these have affected the development of programme management. The empirical findings indicated that a superficial understanding existed regarding the motivation for the adoption of project management standards and structures, within the case company. In addition, it was noted that the adoption of these project management standards and structures was perceived to provide more control and legitimacy. A consequence of these practices, within the case organization, is that it created a strong resource dependence on external consultants. The theoretical explanations illuminated that the desire for control, reducing uncertainty and the need for competitiveness serve as social forces towards the adoption of mainstream project and programme management standards and structures. Furthermore, the research explored the consequences of this phenomenon, within the case organisation

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

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

Organisational maturity and information systems and technology projects in healthcare: the mediation of project management.

Doutoramento em GestãoThe challenges that health organisations face today is to get better organisational performance, reliable information, faster quality services at prices that should be affordable to the entire population. To fulfil this important goal, health organisations require more comprehensive and integrated approaches such as, but not limited to, optimise their available resources, eliminate inefficiencies and achieve the planned benefits from investments in Information Systems and Technology (IS/IT). Healthcare organisations must improve their management practices and internal procedures to answer the increasing demand of managers, health professionals and the public in general, for more and better information. Health organisations adopt a patient-centred care approach and invest massively in IS/IT, hoping that these investments will improve medical care and patient needs. The main objective of our research is to analyse how the Organisational Maturity affect IS/IT Project Success in Healthcare and if that success is enhanced by using Project Management practices. There is evidence that there is a direct relationship between these variables and that Project Management practices can mediate it, helping to increase the effectiveness of IS/IT projects. Furthermore, the application of the Project Management practices can also improve confidence that the results of these investments meet stakeholders’ expectations, both by the benefits accomplishment and by adding a perceived value to organisations. This study develops and validates an instrument to analyse the data collected from a survey to professionals’ perceptions about the IS/IT Project Success in Healthcare organisations. The results confirm that Project Management has a mediating effect on the relationship between Organizational Maturity and success of IS/IT projects and higher levels of Organisational Maturity will generate more successfully IS/IT projects, although the presence of the mediator Project Management can, in specific situations, affect negatively the correlation between Organisational Maturity and IS/IT Project Success.Os desafios que enfrentam atualmente as organizações de saúde estão diretamente relacionados com o fato de ambicionarem um melhor desempenho, mais e melhor informação de saúde, serviços de qualidade mais céleres. a custos acesíveis à maioria da população. Para o total cumprimento deste desiderato as organizações de saúde têm investido em soluções tecnológicas mais abrangentes e integradas de forma a otimizar os recursos disponíveis, eliminar ineficiências e atingir os benefícios plenos dos investimentos em Sistemas e Tecnologias da Informação (SI/TI). As organizações de saúde procuram melhorar as suas práticas de gestão para dar resposta a uma crescente procura de informação de saúde por parte de gestores, profissionais e público em geral. As organizações de saúde adotaram uma abordagem centrada no paciente e realizaram significativos investimentos em SI/TI na expetativa de que estes trouxessem melhorias ao nível assistencial e na satisfação das expetativas dos seus utilizadores. O principal objetivo deste trabalho é analisar como a Maturidade Organizacional afeta o sucesso do projeto em SI/TI em saúde e se esse sucesso é potenciado pela utilização de práticas de gestão de projetos. Há evidências da existência de uma relação direta entre esstas duas variáveis e que as práticas de Gestão de Projetos a podem mediar, ajudando a aumentar a eficácia dos projetos de SI/TI. Além disso, a aplicação das práticas de Gestão de Projetos podem melhorar a confiança nos resultados dos investimentos e atender às expectativas das diferentes partes interessadas, tanto pela realização de benefícios quanto pela criação de valor percebido para as organizações. Este estudo analisa os dados recolhidos de um questionário à perceção dos profissionais sobre o sucesso dos projetos IS/IT nas organizações de saúde. Os resultados obtidos confirmam. Os resultados confirmam que o Gestão de Projetos tem um efeito mediador na relação entre Maturidade Organizacional e Sucesso de Projetos de SI/TI e níveis mais elevados de Maturidade Organizacional gerarão projetos SI/TI mais bem-sucedidos, embora a presença do mediador Gestão de Projetos, possa, em circunstâncias específicas situações, afetar negativamente a correlação entre as duas variáveis.N/

Investigating benefits realisation process for enterprise resource planning systems

This research aims to investigate the benefit realisation process for ERP systems so as to develop a benefit realization road map whereby organisations can realize the maximum potential of their ERP systems. This research covers two areas: mechanism of implementation and the destination to change (i.e. road map). It has been found that project management and benefits management approaches are necessary for recouping benefits from investing in Information Technologies (IT) projects. Thus, Project Benefits Governance Framework (PBGF) is developed, and later tested, by combining the two approaches for the sake of realising the expected benefits from investing in IT initiatives. Because ERP demands radical changes in organisations, the neo-institutionalisation theory was adopted to apply PBGF on ERP so that the ERP success is improved. The key connecting element between PM and BM in PGBF is the blueprint design. ERP orchestration framework is developed to show how investments in ERP resources and organisational complementary resources shall be orchestrated so that ERP benefits can be realised effectively. Thus, benefits are classified into three levels (automating, planning, and innovating benefits), and each level needs a specific blueprint. All of these blueprints constitute the ERP benefits road map. Each blueprint consists of attitudes, skills, organisation characteristics, technologies, and ERP department human resources competencies. Based on these results, ERP Business Innovation framework is developed and tested. ERP benefits maturity assessment tool is developed for assessing organisations’ status to show weaknesses and strengths in their ability to recoup different ERP benefits by benchmarking with the three blueprints. This research has contributed by integrating and institutionalising benefits management practices and project management practices. Moreover, it is novel in adapting the orchestration theory to understand how ERP resources shall be composed to achieve benefits efficiently. Finally, it demonstrates that ERP can be a source of innovation if the innovating benefits are managed deliberately

Do steering committees really steer?

Purpose The purpose of this paper is to investigate the confusion among project management practitioners about the role of steering committees. Design/methodology/approach Semi-structured interviews were conducted with highly experienced participants selected from a range of industries and disciplines in Queensland, Australia. Findings Six separate confusions on the role of steering committees were identified within that practitioner community. However, despite participants expressing various opposing views, they had actually come to the same working arrangements for their committees; all that was missing was a common conceptualisation of these working arrangements and consistent terminology. Research limitations/implications The paper provides clear evidence to the academic literature that confusion over the role of steering committees actually exists within the practitioner community and identifies six separate ways in which this occurs. It also identifies a problematic error in the widely used PRINCE2 governance model. Clarity in committee governance arrangements will facilitate future research endeavours through the removal of confusion surrounding committee labelling and accountability. Practical implications A committee decision tree model that guards against all six confusions is proposed for practitioner use, providing a means of avoiding unnecessary internal conflict within organisational governance arrangements. It can be used to check terms of reference of existing or proposed committees, facilitating organisational efficiency and effectiveness. The suggested renaming of project control groups to project coordination groups, and discontinuance of the practice of labelling committees that cannot authorise their decisions as either steering committees or boards, further supports this. Social implications Reconciliation of terminology with actual practice and the consequent clarity of governance arrangements can facilitate building social and physical systems and infrastructure, benefitting organisations, whether public, charitable or private. Originality/value Clarity regarding committee accountability can avoid confusion, misunderstanding and their consequent waste of time, resources and money

What is project governance? Disclosing the source of confusion and revealing the essence of governance

The governance of project work is well discussed in the extant literature that explores the relationship between projects and their parent organisations. And governance is a well-known term amongst senior management, project practitioners, and stakeholders. However, as this thesis reveals and attempts to address, ‘what is governance’ is actually the subject of much confusion across scholarly literature, practitioner publications and project managers themselves. Identifying and resolving such confusion is fundamental to progressing the discipline because, as proposed by this thesis, governance is the system by which projects are directed and controlled. This thesis by publication: 1. Identifies the definitional confusion surrounding project governance, governance generally and many other associated project management terms. 2. Develops a ‘refined’ definitional method for resolving confusion concerning conceptual definitions. 3. Applies this method to develop refined (internally consistent) definitions of governance and related and associated terms. 4. Reveals the lack of genericity at the core of some project management practitioner documents and methodology. 5. Identifies and resolves 10 different issues that cause definitional confusion in conceptual terms. 6. Provides a philosophical justification for the resolution of each of these issues by critically examining Aristotle’s, Mill’s, Wittgenstein’s, and Popper’s work in relation to definitions. 7. Develops a set of axioms and definitional rules for avoiding conflict resulting from definitional confusion. 8. Proposes a theory of meaning for conceptual terms in management