Morris (2013) calls for value creation for project stakeholders using project outcomes. This is an attempt to link the front end of the system lifecycle – the project phase – to the back end, i.e. ...the operations phase. Little is however known about how value creation occurs through developing project outcomes which have the capacity to continue value-creating activities even decades after a project is completed. We establish that projects are multi-organizational systems which transit from the project phase to the operations phase in system lifecycles, and we use the systems view to analyze value creation mechanisms within the system lifecycle. We carry out empirical research into the lifecycle of a shopping center. Four distinct value-enhancing integration mechanisms in the operations of this multi-organizational system are identified, and propositions for four new project management approaches that create value during the project and have long-term value-enhancing impacts in the operations phase are derived.
•Morris (2013) calls for value creation for stakeholders using project outcomes during the operations phase of the system lifecycle•We argue that projects create long-term value by developing multi-organizational systems which continue value creation in the operations phase•We research value-creation mechanisms involving multiple organizations in the lifecycle of a shopping center•We identify four value-enhancing integration mechanisms in the operations phase of the shopping center’s lifecycle•We derive four propositions concerning new project management approaches that develop the capacity to continue creating value in the operations
As part of the development of his Management of Projects (MoP) perspective, Peter Morris identified a broader, more comprehensive understanding of the principal project management activities and ...interfaces required for project success. In advancing the MoP framework, Morris offered a wide-ranging critique of the philosophy behind PMI's execution-based model, as developed through their body of knowledge (PMBoK). This paper addresses some of the streams of research that have been influenced by the MoP perspective and how they have “unsettled” research focused on tools and techniques, and normative best practice which we dub the “settled science” of project management. We suggest that it is time to reconsider these research streams in light of Morris' MoP framework, identifying some of the key areas that future research can pursue in reassessing what we think we know about project-based research and key project interfaces.
Project management is widely seen as delivering undertakings on time, on budget, and on scope. This conceptualization fails, however, to address the front end and its management. Addressing the front ...end moves the discipline to a second, more strategic level. This article proposes a third level of conceptualization: the institutional level, where management is focused on creating the conditions to support and foster projects, both in its parent organization and its external environment. Management here is done for and on the project rather than in or to it. We show that management at this level offers an enlarged research agenda and improvement in performance.
Abstract
This paper argues that there is a requirement to connect project management (PM) with innovation and sustainability to address new societal needs. Societal demands have facilitated further ...complexity and uncertainty within the PM discipline and have led to both theoretical and practical evolutions. Key evolutions are identified, which suggests that PM is becoming more holistic and interdisciplinary in nature so it can successfully deal with this complexity and uncertainty. Furthermore, holistic thinking naturally connects with systemic thinking, which justifies the selection of system dynamics (SD) to support PM decision‐making. An extensive critical review of SD modelling with respect to identified evolutions within the PM discipline is undertaken. The contribution of this paper connects innovation and sustainability to the PM discipline by the initial development of a causal loop diagram (CLD).
Purpose This paper highlights that extant project management (PM) bodies of knowledge have not fully addressed organisational transformation enabled by information systems projects. The purpose of ...this paper is to examine the transformation context in the PM disciplines. The authors argue that the execution-oriented PM bodies of knowledge are limited, as they place too much emphasis on the delivery outputs by the supplier rather than the achievement of beneficial outcomes by the project owner. Design/methodology/approach As a conceptual paper, this paper reviews extant PM bodies of knowledge, life cycle models, the context of organisational transformation and benefits realisation, and the distinction between a project owner’s and the project supplier’s capabilities. Findings A new PM knowledge framework is provided as an advanced research frame for future works by enhancing Peter Morris’ Management of Projects framework by employing the conceptual lens of Winch’s Three Domains of Project Organising model. Originality/value The advanced model emphasises the necessity of distinguishing a project owner’s and a supplier’s PM capability and knowledge to achieve successful IS-enabled organisational transformation. Through this effort to resolve the fragmentation and specialisation problems in PM disciplines, the model can be used as a theoretical groundwork for the advancement of PM research.
This article describes the basic principles and results of an expert system for construction planning and management. In the field of expert opinions, the system greatly helps to determine the limit ...of unreasonably low construction prices on the basis of a rapid cost analysis. Additionally, it can determine the technologically shortest possible construction periods or can answer the question of whether it is possible to complete the construction in the specified period, provided that a certain amount of construction is currently underway, which is very useful in expert opinions. The system is based on modeling the construction process using the so-called construction technology network graphs. This method allows, among other things, to create and use so-called typical network graphs as preprepared models of individual types of objects in the form of computer files, which can be modified according to the spatial structure of real buildings or facilities when used in creating a feasibility study or efficient time and financial planning and management of the building process. The system also enables the automatic creation of quality assurance checklists (inspection and acceptance plans for quality assurance), environmental plans (plans for the elimination of adverse effects of construction activities on the environment), and safety and health plans. Direct links to the bills of quantities (list of works and supplies with numbering of individual items), budgets (list of works and supplies with prices), or production calculations, despite the operational records of the actual construction process also on the company’s accounting agenda, are available.
This study aims to identify and validate best practices to capture, organize, and share knowledge-of-projects management; and to suggest how to enhance the capabilities of project management maturity ...models by making them capable of assessing the extent to which an organization is following practices for managing knowledge-of-projects. To achieve these objectives, a mixed methods multiphase approach has been adopted. In the first phase, best practices for managing the knowledge of projects are qualitatively identified. The second phase of the study involves an analysis and assessment of the impact of the identified best practices on the project management capability of organizations. Finally, we recommend a set of best practices that have been found to be effective in managing the knowledge-of-projects, and that could be incorporated in any project management maturity model. Validation of the identified best practices through data collected internationally makes the results globally applicable.
Abbreviations KM: Knowledge Management; IT: Information Technology; PMC: Project Management Capability
The spiritual identity of projects Sense, Andrew; Fernando, Mario
International journal of project management,
07/2011, Volume:
29, Issue:
5
Journal Article
Peer reviewed
In this qualitative paper, we discuss the spiritual identity of projects by examining how participants in a project setting develop a deep connection with a project, its purpose and with others, and ...become inspired into action. We demonstrate how projects can be particularly instrumental in facilitating workplace spirituality, and identify the overarching and perceptually elusive outcomes of experiencing project workplace spirituality at the individual, project team and organizational levels. These outcomes, involving connectedness, well-being, generative self-growth, and leadership strategies suggest that pragmatic organizational attention directed towards the personal and social complexities within projects is of paramount importance. Built on the analysis provided in this paper, we present a conceptual research framework to further explore this project phenomenon.
Communications are binding function of management, but to name its minor it is impossible. Formation of the manager is connected not only with training to planning, the organization, to coordination ...and control, but, appreciably, depend on presence at it skills of business dialogue and forming of interpersonal mutual relations.
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