Search results

11 – 20 of 33
Article
Publication date: 18 January 2013

Catherine P. Killen and Robert A. Hunt

The purpose of this paper is to increase understanding of project portfolio management (PPM) capability evolution, in order to guide the implementation and ongoing development of…

3878

Abstract

Purpose

The purpose of this paper is to increase understanding of project portfolio management (PPM) capability evolution, in order to guide the implementation and ongoing development of robust capabilities.

Design/methodology/approach

This research adopts a dynamic capabilities perspective and draws on organizational learning theory to investigate the path‐dependent nature of PPM implementation and development. It employs a multiple‐case study of six organizations.

Findings

Each of the case organizations reported a high level of evolution and change within their PPM capabilities, both purposeful and unintended. Potential “fragilities” are identified, such as the emergence of a “success trap” that inhibits explorative innovation and difficulties in stopping poor projects to reallocate resources. Based on findings from the literature and the multiple‐case study, a capability maturity model is proposed to assist in the development of robust PPM capabilities that will continue to evolve and stay relevant in dynamic environments.

Research limitations/implications

The research is based on six organizations and may not be representative of all environments. The proposed maturity model has only been used in initial trials to evaluate capability maturity, and its use in guiding capability development has not been studied. Further research is required to test and evolve the maturity model.

Practical implications

The maturity model will be of interest to managers as a tool to analyze PPM maturity and identify areas for further development or to guide new PPM implementations.

Originality/value

The proposed maturity model extends existing maturity models by incorporating organizational learning capabilities, by recognizing antecedents for maturity stages that build upon other capabilities, and by including steps to recognize and avoid potential “fragilities” and to ensure robust PPM performance over time.

Details

International Journal of Managing Projects in Business, vol. 6 no. 1
Type: Research Article
ISSN: 1753-8378

Keywords

Content available
Article
Publication date: 1 January 2006

Robert Hunt and Catherine Killen

777

Abstract

Details

International Journal of Quality & Reliability Management, vol. 23 no. 1
Type: Research Article
ISSN: 0265-671X

Article
Publication date: 20 June 2008

Catherine P. Killen, Robert A. Hunt and Elko J. Kleinschmidt

The purpose of this paper is to improve understanding and provide guidance for investments in organizational learning mechanisms for the establishment and evolution of…

2494

Abstract

Purpose

The purpose of this paper is to improve understanding and provide guidance for investments in organizational learning mechanisms for the establishment and evolution of organizational capabilities such as project portfolio management (PPM) and project management capabilities.

Design/methodology/approach

A multiple‐case study research project investigates the development of PPM capabilities in six successful organizations across diverse industries.

Findings

The research indicates that PPM and organizational learning are dynamic capabilities that enhance an organization's ability to achieve and maintain competitive advantage in dynamic environments. PPM capabilities are shown to co‐evolve through a combination of tacit experience accumulation, explicit knowledge articulation and explicit knowledge codification learning mechanisms. Although all three learning mechanisms are important throughout the establishment and evolution of PPM capability development, the research indicates that the development of an effective PPM capability will require particularly strong investments in enhancing tacit experience accumulation mechanisms and explicit knowledge codification mechanisms during the initial establishment or during periods of radical change to the PPM process.

Research limitations/implications

The research includes a sample of six case studies and the results may not be generalisable. In addition, the research was conducted over a short period of time whereas a longitudinal study would be required to gain more detailed information about the development of capabilities over time.

Practical implications

The findings suggest that managers can enhance and sustain competitive advantage by investing in tacit experience accumulation as well as explicit knowledge articulation and codification learning mechanisms to develop their PPM capability. Strengthened investment in experience accumulation and knowledge codification learning mechanisms is recommended during establishment of the PPM capability.

Originality/value

This paper contributes to the understanding of the links between organizational learning and the development of dynamic capabilities. Original hypotheses are proposed and some initial support for these hypotheses is provided through multiple‐case study research.

Details

International Journal of Managing Projects in Business, vol. 1 no. 3
Type: Research Article
ISSN: 1753-8378

Keywords

Article
Publication date: 11 January 2008

Oliver Yu

The concepts of real options analysis, which transfer options analysis for financial investments to those involving real properties, such as land and plant facilities, have…

1420

Abstract

Purpose

The concepts of real options analysis, which transfer options analysis for financial investments to those involving real properties, such as land and plant facilities, have already existed for 30 years. However, the actual application of real options analysis to technology portfolio planning has not been as widespread as expected. Among others, a major barrier to such applications appears to be a lack of appreciation and acceptance of real options by technology executives. This case study aims to present a successful application experience of real options analysis to technology portfolio planning and highlights the lessons learned in overcoming such lack of acceptance and other barriers.

Design/methodology/approach

The paper uses a case study approach. The methodology focuses on describing the key issues and solutions for applying real options analysis in the technology portfolio‐planning process of a company.

Findings

The findings in this paper showed that considerable barriers exist in the acceptance of real options analysis for technology portfolio planning. However, the experience in the case study provides successful approaches for overcoming these barriers.

Originality/value

The paper shows that few studies are available on the difficulties of introducing real options analysis in practical applications. This paper provides a valuable case study for such applications.

Details

International Journal of Quality & Reliability Management, vol. 25 no. 1
Type: Research Article
ISSN: 0265-671X

Keywords

Article
Publication date: 1 January 2005

James LePrevost and Glenn Mazur

A common difficulty for an information technology (IT) department is to focus resources (people) where they can deliver the greatest benefit for the efforts made. It sometimes…

3939

Abstract

Purpose

A common difficulty for an information technology (IT) department is to focus resources (people) where they can deliver the greatest benefit for the efforts made. It sometimes happens that a bias develops where some departments insist that their projects are more critical than others and they demand not only that their projects be attended to immediately, but also that the most senior people be assigned to them. To better utilize resources, it makes sense to prioritize projects on their benefit contribution to internal and external customers, as well as to assign skill‐appropriate people to work on them. National City has applied QFD to help them in identifying and prioritizing the needs of their customers and then using these to evaluate each project for its benefit contribution and for its degree of complexity, which will help assign appropriate resources to the project.

Design/methodology/approach

This paper will show how we customized the QFD process through the QFD Green Belt® training of the QFD Institute. It is shown how the list of internal customer needs, which became the criteria for determining project benefit, and then developed another set of criteria to judge the project complexity and the required technical skill level to work on the project, were developed. The paper includes charts and matrices defining the process.

Findings

National City can now prioritize its internal IT projects and assign the most appropriate people to them in order to deliver the greatest value to National City's customers.

Originality/value

QFD helped National City to manage internal initiatives by prioritizing them according to the benefits they had. Project management and technical resources can now schedule their time according to priority, which reduces non‐effective multitasking and will allow for more initiatives to be completed in the long run.

Details

International Journal of Quality & Reliability Management, vol. 22 no. 1
Type: Research Article
ISSN: 0265-671X

Keywords

Article
Publication date: 1 January 2005

Verónica González Bosch and Francisco Tamayo Enríquez

To present a simple yet comprehensive customer complaint management system (CCMS) which includes tools and concepts from total quality management (TQM) and quality function…

5947

Abstract

Purpose

To present a simple yet comprehensive customer complaint management system (CCMS) which includes tools and concepts from total quality management (TQM) and quality function deployment (QFD) proposed by the authors.

Design/methodology/approach

A comprehensive CCMS model based on the Deming cycle that integrates practice‐tested methodologies such as QFD, problem solving and failure mode effect analysis (FMEA) was developed. In order to provide an example of the application, possibilities and limitations of our proposed CCMS model, a project developed for a major Latin American transportation company is presented.

Findings

Excellent service can only be achieved with a profound knowledge of evolving customer needs. Functional CCMS should be implemented in every company, regardless of its size, structure or products. QFD, FMEA and problem‐solving tools are very useful but, rather than the tools themselves, the fundamental element to develop a successful CCMS is the spirit of improvement towards total customer satisfaction energized by top management's leadership and commitment. A successfully implemented CCMS can change the perspective of complaint management and transform the process of answering complaints from a trivial activity to a more exciting process‐design and learning experience, renovating the spirit of continuous improvement towards service excellence.

Research limitations/implications

The model may not be useful to some major companies that already have their own database systems for storing and analyzing customer complaints in real time. The results were only validated in a single project with its particular characteristics.

Practical implications

In a service economy, comprehensive systems for capturing, analyzing and translating customer complaints into adequate actions for focused improvement are required for competitiveness. Simple CCMS can be implemented without significant investment, in order to exploit customer complaints.

Originality/value

This paper presents a simple, yet comprehensive CCMS based on practice‐tested methodologies successfully implemented in an improvement project. Companies that do not have formal CCMS can find efficiency in the model because of its simplicity.

Details

International Journal of Quality & Reliability Management, vol. 22 no. 1
Type: Research Article
ISSN: 0265-671X

Keywords

Article
Publication date: 11 January 2008

Rolf Olsson

The purpose of this paper is to identify differences in managing a single project compared with that of a project portfolio, where focus and requirements are expanded, and where…

40337

Abstract

Purpose

The purpose of this paper is to identify differences in managing a single project compared with that of a project portfolio, where focus and requirements are expanded, and where clear links to organizational objectives exist. Further, the aim is to propose a methodology for the management of risk within the context of a project portfolio.

Design/methodology/approach

The concepts and framework described in this paper have emerged primarily from an in‐depth action research study in a major provider of transport solutions. The work has been conducted within one division, with presence in most of mainland Europe, Scandinavia, and the UK.

Findings

The paper finds that the proposed methodology would manage portfolio risk in two ways. First, it provides a means for single projects to gain experiences from other projects within the portfolio. Second, portfolio common risks and trends of issues can be identified. Such risks can become risks for succeeding projects, or require action from outside the single project.

Research limitations/implications

The paper shows that the pilot study consisted of 16 projects within one project portfolio. Other project portfolios, with other prerequisites, might result in different findings, since some factors not included in this research such as cultural aspects or organizational factors could affect the findings.

Practical implications

In this paper the identification and analysis of commonalities and risk trends between projects provide the possibility to manage risks from a portfolio perspective.

Originality/value

The paper sees that existing risk management processes do not support projects in managing risk within a project portfolio. Instead, the proposed methodology provides the project portfolio manager with a consolidated view of the total risk exposure within the portfolio. Additionally, this methodology finds risks and trends not otherwise possible to identify.

Details

International Journal of Quality & Reliability Management, vol. 25 no. 1
Type: Research Article
ISSN: 0265-671X

Keywords

Article
Publication date: 1 January 2005

Thomas M. Fehlmann

This paper introduces a new method to calculate a QFD matrix.

1573

Abstract

Purpose

This paper introduces a new method to calculate a QFD matrix.

Design/methodology/approach

One of the most prominent tools in QFD is the matrix. Matrices represent cause‐effect relationships. Matrices are well‐known in mathematics for representing linear mappings between vector spaces. Vectors, the elements of a vector space, represent the customer's needs profile or a product profile. Linear mappings define relationships between vector spaces. QFD matrices are constructed from cause‐effect relationships. Thus, they represent a linear mapping from the solution space (technical requirements, or “hows” in a house of quality) into the goal space (customer needs or “whats”).

Findings

A solution for a QFD matrix (e.g. a set of technical requirements) is an optimum profile that best approximates the goal topics (e.g. customer needs). The traditional way of calculating solution profiles from a QFD matrix is the first step but does not yield the optimum solution. The convergence factor is the natural metric for optimization. Moreover, one can also use the cause‐effect matrices to translate measurements. Thus one can compare planned goal profiles with actual outcome.

Originality/value

The new mathematical approach to QFD was presented at the QFD Conference in Orlando, Florida in 2003, but has not yet been published in an international journal.

Details

International Journal of Quality & Reliability Management, vol. 22 no. 1
Type: Research Article
ISSN: 0265-671X

Keywords

Article
Publication date: 1 January 2005

John D. Politis

This paper examines the relationship between organisational creativity, productivity and the underlying dimensions that foster quality function deployment (QFD).

5153

Abstract

Purpose

This paper examines the relationship between organisational creativity, productivity and the underlying dimensions that foster quality function deployment (QFD).

Methodology

A total of 359 usable questionnaires were received from employees who are engaged in quality management programmes from nine companies in the United Arab Emirates (UAE). These were subjected to a series of correlational and regression analyses.

Findings

There are three major findings in this research. First, the relationship between the QFD variables and organisational creativity is positive and significant. Second, the relationship between the QFD variables and productivity is stronger compared with the relationship between the QFD variables and organisational creativity.

Practical implications

Finally, the study suggests that top management commitment, worker‐supervisor collaboration in QFD efforts, internal processes and strategies for QFD, the effectiveness of use of information and data to support QFD actions, and building relationships with customers, are essential in creating an organisational climate conducive to QFD implementation. The study shows that the real challenge for organisations in the UAE is to create a working environment that facilitates the process of QFD.

Details

International Journal of Quality & Reliability Management, vol. 22 no. 1
Type: Research Article
ISSN: 0265-671X

Keywords

Article
Publication date: 11 January 2008

John K. Christiansen and Claus Varnes

The purpose of this paper is to examine the behavior of decision makers in portfolio management meetings on innovation projects and to study decision‐making behavior at these…

6384

Abstract

Purpose

The purpose of this paper is to examine the behavior of decision makers in portfolio management meetings on innovation projects and to study decision‐making behavior at these meetings.

Design/methodology/approach

The paper is based on the case‐study approach; a theoretical framework is derived from sociology to direct the analysis of a portfolio management meeting. Four factors explain the behavior of decision making: the portfolio models as defined by organizational rules; issues related to the organizational context; a tendency to behave as others expect and to make appropriate decisions; and organizational learning processes.

Findings

The paper finds that the set of rules for conducting portfolio meetings was only partially followed. The identity of decision makers was not as calculating actors, but was shaped and influenced by four things: the formal system and rules, observations of others, the organizational context, and organizational learning. Systems other than the portfolio management systems compete for the decision makers' attention, as multiple criteria are manifest. Signals from top management influenced the decision makers' interpretations of the organizational context and framed the decision making. As learning showed decision makers what behavior was acceptable, this behavior seems to be further enforced. Decision making thus becomes more a matter of making appropriate decisions than of optimal or rational decision making.

Research limitations/implications

The study is limited to a single case study in one organization. Replications among other samples are needed to validate current findings.

Originality/value

This paper presents a framework for understanding how portfolio decision making is shaped and molded through appropriate decision making rather than by following the normative calculative approach. In practice, the decision maker must deal with multiple factors and criteria that make it difficult to carry out a traditional rational decision‐making process. Still, the functions of decision making meetings can extend beyond decision‐making. They may also serve as social occasions and as occasions for interpreting possible actions and sharing that information, making it possible to make appropriate decisions. Decisions are thus a construct rather than a calculative outcome.

Details

International Journal of Quality & Reliability Management, vol. 25 no. 1
Type: Research Article
ISSN: 0265-671X

Keywords

11 – 20 of 33