Maturity, benefits and project management shaping project success

Organisations are under constant pressure. Externally, they face a scenario of intense competition, coupled with a changing environment which is full of uncertainty. Internally, organisations have to deal with limited resources, whilst at the same time comply with increasing requirements and strategic demands. A key to success is the successful management of organisational projects. According to worldwide studies, information systems and information technology (IS/IT) projects have a relatively low success rate. To face these various business challenges, the authors suggest that emphasis should be put on the integration of various and disperse management tools. By combining project management maturity models with benefits management approaches, we expect to reinforce support for the drive to use organisational projects to fulfill organisations’ strategic plans that will enhance the control techniques of project management, whilst recognising the need for organisational change and for ensuring the interpersonal skills necessary to orchestrate the successful completion of a project.info:eu-repo/semantics/publishedVersio

Towards evaluation design for smart city development

Smart city developments integrate digital, human, and physical systems in the built environment. With growing urbanization and widespread developments, identifying suitable evaluation methodologies is important. Case-study research across five UK cities - Birmingham, Bristol, Manchester, Milton Keynes and Peterborough - revealed that city evaluation approaches were principally project-focused with city-level evaluation plans at early stages. Key challenges centred on selecting suitable evaluation methodologies to evidence urban value and outcomes, addressing city authority requirements. Recommendations for evaluation design draw on urban studies and measurement frameworks, capitalizing on big data opportunities and developing appropriate, valid, credible integrative approaches across projects, programmes and city-level developments

A strategic niche management approach for shaping bio-based economy in Europe

The goal of this paper is to investigate the transition towards a bio-based economy as part of a broader sustainable transition in Europe. To analyse the challenges and opportunities associated with the bio-based economy, we applied the Strategic Niche Management approach to investigate the drivers that boost the emergence of the bio-based economy, the factors hindering it, as well as institutional changes which are at the base of the socio-technological transition. Although considered as just one piece of the sustainability puzzle, the bio-based economy behaves as a socio-technical system on its own, providing valuable hints on systemic transitions

Organizational Change Perspectives on Software Process Improvement

Many software organizations have engaged in Software Process Improvement (SPI) and experienced the challenges related to managing such complex organizational change efforts. As a result, there is an increasing body of research investigating change management in SPI. To provide an overview of what we know and don’t know about SPI as organizational change, this paper addresses the following question: What are the dominant perspectives on SPI as organizational change in the literature and how is this knowledge presented and published? All journals on the AIS ranking list were screened to identify relevant articles and Gareth Morgan’s organizational metaphors (1996) were used to analyze this literature considering the following dimensions of each article: organizational perspective (metaphor), knowledge orientation (normative versus descriptive), theoretical emphasis (high versus low), main audience (practitioner versus academic), geographical origin (Scandinavia, the Americas, Europe, or the Asia-Pacific), and publication level (high versus low ranked journal). The review demonstrates that the literature on SPI as organizational change is firmly grounded in both theory and practice, and Scandinavia and the Americas are the main contributors to this research. The distribution of articles across Morgan’s metaphors is uneven and reveals knowledge gaps that present new avenues for research. The current literature offers important insights into organizational change in SPI from machine, organism, and brain perspectives. Practitioners may use these articles as a guide to SPI insights relevant to their improvement initiatives. In contrast, the impact of culture, dominance, psychic prison, flux and transformation, and politics in SPI have only received scant attention. We argue that these perspectives offer important insights into the challenges involved in managing change in SPI. Researchers are therefore advised to engage in new SPI research based on one or more of these perspectives. Overall, the paper provides a roadmap to help identify insights and specific articles related to SPI as organizational change.Software Process Improvement; Organizational Change; Organizational Metaphors; Images of Organization; Literature Review

Exploring business transformation : the challenges of developing a benefits realization capability.

The successful management of change continues to be a major issue for organizations. This article draws on rich qualitative data to provide evidence of issues faced by organizations as they try to realize benefits from investments in IT-enabled change, and as they try to develop and enhance their benefits realization capability. Several of these issues are not effectively covered by previous research, for example managing the overall portfolio of change initiatives and how to develop the capacity of the organization for benefits realization. The research also provides empirical evidence that supports the theoretical propositions from dynamic capability theory that routines (practices) are often similar across different organizations, and that organizations go through a number of stages in developing competences. A further contribution of the research is to develop an enhanced model of an organizational competence, which has important implications for the action required to develop competences

Lean Thinking: Theory, Application and Dissemination

This book was written and compiled by the University of Huddersfield to share the learnings and experiences of seven years of Knowledge Transfer Partnership (KTP) and Economic and Social Research Council (ESRC) funded projects with the National Health Service (NHS). The focus of these projects was the implementation of Lean thinking and optimising strategic decision making processes. Each of these projects led to major local improvements and this book explains how they were achieved and compiles the lessons learnt. The book is split into three chapters; Lean Thinking Theory, Lean Thinking Applied and Lean Thinking Dissemination