Idiosyncratic musings on studying cases

For the past 60 years, organisations have increasingly been using projects and management of, by and for projects to achieve their strategic objectives (Morris & Jamieson, 2004; Morris & Geraldi, 2011). Project management (PM) makes an important and significant contribution to value creation globally. However, the ‘glocal’ context in which projects are performed shows increasing volatility, uncertainty, complexity, and ambiguity (‘VUCA’) affecting organisations and the socio-economic environment, within which they operate (Gareis, 2005). Two main dimensions are considered in research: uncertainty (and its two dimensions: volatility and ambiguity), and complexity (Bredillet, 2015).  Because action takes place over time, and because the future is unknowable, action is inherently uncertain (Aristotle, 1926, 1357a). Acts involve time, irreversibility, indetermination and contingence, and uncertainty (Sanderson, 2012; Knight, 1921). "We simply do not know" (Keynes, 1937, pp. 113–114).  Management situations (here both Practice and Research) are complex systems in the way they involve interdependence and connections between actors, ‘objects’ and the context.

Entrepreneurship and project management relationships: So far so good? Dialogic conversation and Luhmannian perspective

Purpose: Both project investments and entrepreneurial ventures are considered powerful catalysts of economic prosperity and social progress. But these ventures and investments come with their inherent challenges and risks. Observing this situation, academics have paid close attention to the fields of entrepreneurship and project management (E&PM). Thus, for over 30 years, the two fields have witnessed remarkable developments among management and organization studies. The historical perspective reveals that these two multidisciplinary fields were built in parallel, on very distinct mindsets and cultures. The purpose of this paper is to offer a wider dialogic conversation between two distinct perspectives and related propositions: E&PM should stay separated; and E&PM should converge. Design/methodology/approach: In order to guide the investigation of these propositions, the authors call for Luhmann and a systemic-discursive perspective of both fields discourses. Ultimately, the purpose is to contribute to the debate surrounding the following questions: are E&PM fields so far from each other, and thus, irreconcilable? And, if so, is it so good? Findings: Finally, the authors will suggest that E&PM may stay far from each other as they do not share similar discourses and codes. This may be a good state of affairs, however, as distance generates a fruitful creative tension between them. Originality/value: While many researchers focus on linking E&PM, arguing that they largely agree as to their underlying goal, the paper aims to offer a wider dialogical conversation between the two distinct perspectives and their related propositions: E&PM should stay separate; and E&PM should converge. In order to do so, this paper calls for a Luhmannian and a systemic-discursive perspective. © 2018, Emerald Publishing Limited

Investigating the Dynamics of Engineering Design Rework for a Complex Aircraft Development Project: Lessons Learned From a Soft Systems Thinking Lens

Organizations still struggle to efficiently manage their complex product development projects (PDPs). A contributor to poor project performance is the dynamics of engineering design rework (EDR), due both to the necessity of adjusting the product being developed and the disruption it causes to the development process. The purpose of this research is to evaluate the dynamics of EDR that negatively impacts the performance of complex PDPs and to suggest actions to overcome those problems. The soft systems thinking methodology underpins the research approach. The dynamics of EDR of an aircraft development project were modeled in a causal loop model. -- Keywords : Dynamics of rework ; Product development ; Project performance ; Soft systems thinking ; Aviation

Managing tensions and paradoxes between stakeholders in a complex project context: Case study and model proposal

Stakeholder (SH) management has recently undertaken a turn from the traditional management "of" to managing "for" and "with" SH. Relating to this relational trend, identification and management tensions between SH is an important area of study. Indeed, from how to live with and/or resolve or not those tensions depend on the possibility of building the most beneficial cooperation possible between SH for the continuation of the project, to obtain win-win results, and to promote the shared value and common good. For this purpose, a theoretical model is suggested, based on the approaches of paradoxes and conventionalist economy of worth, supporting the identification of tensions between SH and their justifications, and the clarification it helps to bring as to win-win or shared value outcomes, or the absence of such, in the context of a complex project. The suggested model is then used in an exploratory case study. The goal is to assess its relevance, usefulness, and quality. Two theoretical contributions emerge from the data analyzed: 1) several tensions over various categories (allegiance, dimensional, temporal, learning, performance and spatial) can draw on the same justifications (rationale that opposes industrial and domestic conventions); 2) prioritization of tension categories can make it easier to resolve them. © 2016 Editora Mundos Sociais. All rights reserved

Mixed Methods Use in Project Management Research

Mixed methods research is increasingly being used in business and management disciplines, in spite of positivist traditions. The aim of the study is twofold: (1) to examine the types of mixed methods approaches being used, and (2) to determine the quality of the reporting of mixed methods studies published in the field of project management. A retrospective content analysis of articles from three ranked project management journals was undertaken for a sample period of 2004 to 2010. Our findings suggest the field of project management is in need of capacity building in relation to the good reporting of mixed methods studies

Making Projects Real in a Higher Education Context

Challenging educators to rethink projects and see them as a practice rather than as a model of management the authors explore the possibilities for using live projects to enhance real world learning in higher education. Drawing on the work of the ‘critical projects movement’ the chapter outlines a theoretical underpinning for reconceptualising projects as a practice and proposes a new pedagogic model that of ‘agile learning’. Framing the use of live projects is a mode of real world learning that generates encounters with industry professionals and provides real-value outputs for clients. The chapter explores the challenges that face educators who wish to foreground ‘social learning’ and engagement with communities of practice as a means of easing the transition for students from education to the world of work

Playing projects: identifying flow in the 'lived experience'

The purpose of this paper is to contribute to the 'lived experience' of projects discourse. The research study uses an arts-based research method (musical improvisation on a xylophone and/or glockenspiel) to access the participant's perception of their experience of managing a project. Participants are then asked to explain their improvisation and therefore their experience. Key findings were that participants described their 'lived experience' of project managing as having 'ups and downs', including challenges and issues, and as experiencing variations in emotions over the project lifecycle. Csikszentmihalyi's flow theory is used to show that these 'lived experience' findings support a Heideggerian paradigm and personal perspective of what a project is. Projectness is not a characteristic of the activity itself. A project is a personal phenomenon defined in terms of the relationship between the individual or organisation and activity. It is dependent on capability versus the challenge presented by the activity

University–industry collaboration: using meta-rules to overcome barriers to knowledge transfer

This is the final version of the article. Available from Springer Verlag via the DOI in this record.University–industry knowledge transfer is an important source wealth of creation for all partners; however, the practical management of this activity within universities is often hampered by procedural rigidity either through the absence of decision-making protocols to reconcile conflicting priorities or through the inconsistent implementation of existing policies. This is problematic, since it can impede operational effectiveness, prevent inter-organisational knowledge-creation and hamper organisational learning. This paper addresses this issue by adopting a cross-discipline approach and presenting meta-rules as a solution to aid organisational decision making. It is proposed that meta-rules can help resolve tensions arising from conflicting priorities between academics, knowledge transfer offices and industry and help facilitate strategic alignment of processes and policies within and between organisations. This research contributes to the growing debate on the strategic challenges of managing knowledge transfer and presents meta-rules as a practical solution to facilitate strategic alignment of internal and external stakeholder tensions. Meta-rules has previously only been applied in a computer intelligence context however, this research proves the efficacy of meta rules in a university–industry knowledge transfer context. This research also has practical implications for knowledge transfer office managers who can use meta-rules to help overcome resource limitations, conflicting priorities and goals of diverse internal and external stakeholders

Some reflections about P2M: The place of the mirror

The purpose of this paper is to provide some insights about P2M, and more specifically, to develop some thoughts about Project Management seen as a Mirror, a place for reflection…, between the Mission of organisation and its actual creation of Values (with s: a source of value for people, organisations and society). This place is the realm of complexity, of interactions between multiple variables, each of them having a specific time horizon and occupying a specific place, playing a specific role. Before developing this paper I would like to borrow to my colleague and friend, Professor Ohara, the following, part of a paper going to be presented at IPMA World Congress, in New Delhi later this year in November 2005. “P2M is the Japanese version of project & program management, which is the first standard guide for education and certification developed in 2001. A specific finding of P2M is characterized by “mission driven management of projects” or a program which harness complexity of problem solving observed in the interface between technical system and business model.” (Ohara, 2005, IPMA Conference, New Delhi) “The term of “mission” is a key word in the field of corporate strategy, where it expresses raison d’être or “value of business”. It is more specifically used for expressing “the client needs” in terms of a strategic business unit. The concept of mission is deemed to be a useful tool to share essential content of value and needs in message for complex project.” (Ohara, 2005, IPMA Conference, New Delhi) “Mission is considered as a significant “metamodel representation” by several reasons. First, it represents multiple values for aspiration. The central objective of mission initiative is profiling of ideality in the future from reality, which all stakeholders are glad to accept and share. Second, it shall be within a stretch of efforts, and not beyond or outside of the realization. Though it looks like unique, it has to depict a solid foundation. The pragmatic sense of equilibrium between innovation and adaptation is required for the mission. Third, it shall imply a rough sketch for solution to critical issues for problems in reality.” (Ohara, 2005, IPMA Conference, New Delhi) “Project modeling” idea has been introduced in P2M program management. A package of three project models of “scheme”, “system” and “service” are given as a reference type program. (Ohara, 2005, IPMA Conference, New Delhi) If these quotes apply to P2M, they are fully congruent with the results of the research undertaken and the resulting meta-model & meta-method developed by the CIMAP, ESC Lille Research Centre in Project & Program Management, since the 80’s. The paper starts by questioning the common Project Management (PM) paradigm. Then discussing the concept of Project, it argues that an alternative epistemological position should be taken to capture Page 2 / 11 the very nature of the PM field. Based on this, a development about “the need of modelling to understand” is proposed grounded on two theoretical roots. This leads to the conclusion that, in order to enables this modelling, a standard approach is necessary, but should be understood under the perspective of the Theory of Convention in order to facilitate a situational and contextual application

Shikumidukuri vs. One Best (no) Way! Project and programme management for enterprise innovation (P2M): Toward a new paradigm

The purpose of this paper is to investigate the Japanese answer to the 90’s depression by (i). presenting a case study of the framework developed to address the new business challenges and value creation in complex, ambiguous and uncertain environment, i.e., Development of Project and Programme Management for Enterprise Innovation (P2M) and Project Management Association Japan (PMAJ) in Japan; and (ii). Exposing what in our view are the underlying theoretical bases supporting this framework and from this drawing some theoretical lessons learnt which could be helpful to the development of sound PM standards and PM competence model. This theoretical approach is assumed to be useful to transpose the Japanese experience to other analogical contexts and situations