32 research outputs found
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Facilitating organisational decision making: a change risk assessment model case study
Purpose: This paper aims to take the challenge to propose a novel modelling approach named Change Risk Assessment Model (CRAM), which will contribute significantly to the missing formality of business models especially in the change risk assessment area and decision-making. Organisational change risks are assessed with the aid of analytic hierarchy process (AHP) in an attempt to define the internal dynamics of organisational change management within project management eliciting also risk cause-and-effect relationships.
Design/methodology/approach: The study discusses interviews/survey/AHP.
Findings: The study presents the following findings. Change risk factors assessment (identification and prioritisation) recommendations (see Case Study) integration of change management; project management; risk management top four risk factors, namely, leadership, communication, project management team and culture.
Research limitations/implications: As projects can be different in a variety of factors (quality, scope), an exhaustive list of risk factors cannot be identified. There is a continuous risk identification process throughout the projectsâ life cycle. For example, many risks can be classified initially as unknown and can be refined after the initiation phase of the project. AHP factors limitation (eight per level) possible bias (survey analysis).
Practical implications: With the aid of modelling and especially CRAM, business change risks can be assessed numerically and prioritised. Several risk factors and related attributes were identified and categorised. This empowers project managers or other stakeholders to make proper decisions about whether to take on or abandon respective organisational or project changes.
Social implications: One of the values of CRAM is that it can be regarded as a global change risk assessment method that can be applied regardless of project type, size or organisation. Moreover, it has the advantage that it can be used by any kind of project, as the method is designed to be tailored to specific needs, taking significant environmental change risk factors into account. AHP has numerous uses in operational research, in project management and in general in areas where decisions (evaluation and selection) have to be made. The analysis of the case study presented, indicated that it is vital to assess the degree (impact) that each risk attribute poses to address complex organisational decisions.
Originality/value: CRAM aims to bridge the gap between theoretical and applied work in the integrated research field of change management, project management and risk management. Furthermore, the approach attempts to develop a novel systematic methodology (model) for assigning probabilities in attributes (criteria) pair-wise comparison and more specifically, modelling and assessing change management risks, adding a different perspective and technique to the research area
The project sponsor role and benefits realisation: more than 'just doing the day job'
The project sponsor role has been identified in both guidance and research as being a key factor affecting project success. However, there is still a knowledge gap in terms of how the project sponsor role is experienced and understood by the senior managers undertaking the role, including their understanding of their accountability for benefits realisation. Phenomenography is ideally suited to address these issues, and was used to explore project sponsor experiences at a hospital in England. One conception of the project sponsor role was âjust doing the day jobâ, which is contrary to project sponsorship guidance, but is consistent with some of the evidence on the role in practice. Using the interactionist perspective from role theory, it is suggested that seniority enables ârole makingâ individuals holding such views to conflate it with their substantive position. This contrasts with the ârole takingâ conception of the sponsor as âwearing two different hatsâ
Big data innovation and diffusion in projects teams: Towards a conflict prevention culture
Despite the enormous literature on how team conflicts can be managed and resolved, this study diverges, by examining factors that facilitate conflict prevention culture in project teams, especially when introducing Big Data Technology. Relying on findings from relevant literatures and focus group discussions, 28 attributes for embedding conflict prevention culture were identified and put together in questionnaire survey. Series of statistical tests including reliability analysis and exploratory factor-analysis. The results identified five critical success factors for entrenching the culture of conflict prevention in project teams introducing big data driving innovations. The five-factor solution include âbuilding effective relationshipâ, âeffective project communicationsâ, âproject team efficacyâ, âpro-active conflict management approachâ and âeffectual project documentationâ. Result of this study presents a Conceptual framework for effective management of human resource in relation to conflict prevention among project teams, as an effective strategy for facilitating seamless adoption and diffusion of big data innovation in organisations
Strategic project management as an innovative approach for sustainable green campus buildings in Africa
Risk Management in Project Portfolios is More than Managing Project Risks: A Contingency Perspective on Risk Management
Contextualized Project Management Practice: A Cluster Analysis of Practices and Best Practices
Project Managersâ Competences:What Do Job Advertisements and the Academic Literature Say?
This article investigates the individual competences of project managers through a methodological approach that combines a systematic literature review and an analysis of employment opportunities. A comparative analysis of project managerâs competences from the literature and the job advertisements was done. The systematic literature review was the first stage of the research and consisted of adopting methods of bibliometrics and content analysis. The second stage included an analysis of project managersâ competences in the selection process. Thus, five Brazilian recruitment websites and the selection of employees were investigated. Through literature review, it was possible to classify and code competences in four categories (contextual, managerial, technical, and behavioral). The analysis of job advertisements allowed us to identify core competence requirements in the job descriptions and to develop a project manager profile expected by Brazilian organizations