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1 – 10 of over 122000Ambidexterity has been shown to contribute to project performance. Recent studies of ambidexterity on the project level focus on multilevel knowledge resources, individual actions…
Abstract
Purpose
Ambidexterity has been shown to contribute to project performance. Recent studies of ambidexterity on the project level focus on multilevel knowledge resources, individual actions and structural ambidexterity. However, the role of project management methods remains unclear. This is surprising because project management methods are broadly disseminated as standards. The purpose of this paper is to theorize how project management methods affect ambidexterity on the project level.
Design/methodology/approach
It is demonstrated how routine theory adds to a better theoretical conceptualization and understanding of project management methods. The analysis of this paper contains, first, the reconstruction of the contribution of each action in “Scrum” to either exploitation or exploration and, second, the discussion of roles in Scrum. To conclude, a “big picture” of what ambidexterity in projects can look like is developed.
Findings
The main findings suggest that Scrum facilitates sequential and contextual ambidexterity by producing a pattern of alternating exploitation and exploration actions and by assigning specific roles.
Practical implications
For practitioners this leads to steps they can take to enhance ambidexterity in projects. It is suggested to staff explicitly ambidexterity-related roles like a Scrum Master and to persist on explorative actions like adaption of project goals and Customer Feedback.
Originality/value
First, the present paper contributes an analysis of the underlying micro-mechanisms of sequential and contextual ambidexterity in projects. Second, it informs practitioners on what aspects of project management methods they should pay attention to.
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Kam Jugdev, David Perkins, Joyce Fortune, Diana White and Derek Walker
The purpose of this paper is to examine the relationships between project delivery success factors, project management tools, software, and methods.
Abstract
Purpose
The purpose of this paper is to examine the relationships between project delivery success factors, project management tools, software, and methods.
Design/methodology/approach
A statistical analysis was undertaken using data from a survey from a purposive sample of 150 participants across three countries (Australia, Canada and the UK). The findings were used to consider the relationships between project success factors, project management tools, software, and methods.
Findings
The findings reveal certain insights in the use of tools and methodologies. Of all the variables measured, the number of project management tools used and the number of risk tools used showed the highest direct correlation. It was therefore surmised that the use of tools from one of these categories is often coincident with the use of tools from the other category. Also, the use of project management tools exhibited less variability as compared to use of information communication technology support tools and risk management tools. In addition, use of formal project management methods exhibited less variability than use of formal decision‐making methods. Therefore, it is suggested that use of project management tools and methods is more consistent across the organizations studied, as compared to other tools and methods.
Originality/value
This paper extends the survey findings of an international 2011 study and sheds light on the use of project management and related tools and methods.
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Silke Bambauer-Sachse and Thomas Helbling
Agile methods have considerably transformed project management. The purpose of this study is to analyze the impact of agile (as compared to plan-driven) methods on customer…
Abstract
Purpose
Agile methods have considerably transformed project management. The purpose of this study is to analyze the impact of agile (as compared to plan-driven) methods on customer satisfaction in the context of knowledge-intensive business services.
Design/methodology/approach
This study uses a survey examining the experiences of 361 customers with different outsourced software projects in Switzerland and a regression-based model to test the hypotheses.
Findings
The findings show that agile approaches can lead to higher customer satisfaction than plan-driven approaches, but the impact size is not as substantial as expected. The effect does not depend on the number of specification changes.
Practical implications
Managers must be aware that merely switching from a plan driven to an agile approach will not lead to substantial improvement in customer satisfaction. Satisfaction with the process is a more important driver of overall customer satisfaction than satisfaction with the service outcome. Thus, providers of knowledge-intensive services should train their employees in recognizing the importance of the cooperation process.
Originality/value
So far, the positive impact of agile methods is often only based on anecdotal evidence as well as on surveys examining the supplier perspective. This study provides support for the positive impact of agile methods on customer satisfaction, an important response variable from a marketing perspective, which has not been examined before in the context considered here.
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Hammad Abdullah Al Nasseri, Kristian Widen and Radhlinah Aulin
The implementation and control processes of project planning and scheduling involve a wide range of methods and tools. Despite the development and modification and integration of…
Abstract
Purpose
The implementation and control processes of project planning and scheduling involve a wide range of methods and tools. Despite the development and modification and integration of the project management theory with newer scheduling approaches in particular, practitioners’ views on the efficiency and effectiveness of these methods and tools differ. This situation can be attributed in part to a lack of understanding of the most appropriate basis for implementing these methods and tools. This study, therefore, aims to overcome this deficiency by conceptualizing and adopting a taxonomy of planning and scheduling methods.
Design/methodology/approach
The study is based on a review and discourse analysis of the literature covering a large number of theoretical and empirical studies. The underlying theories of various planning and scheduling methods were analyzed with respect to the taxonomy criteria adopted in the study.
Findings
Using the taxonomy, the key characteristics of planning and scheduling methods considered in this study were identified and interpreted. These included concepts and theories; key features; suitability and usability; and benefits and limitations. Overall, the findings suggest that project managers should consider taxonomy as a support tool for selecting and prioritizing the most appropriate method or combination of methods for managing their projects. Recommendations include the need for more advanced or multi-dimensional taxonomies to cope with the diversity of project type and size.
Originality/value
The results of the study allow project managers to improve their current practices by utilizing taxonomy when considering the implementation of planning and scheduling methods. Moreover, taxonomy can be considered as a tool to promote learning on the part of those less experienced in planning and scheduling. Taxonomy can be considered as an initial platform for further research in this area.
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Discusses the issue of developing a project design that adequately addresses the practicality of delivering integrated construction knowledge and experience in planning…
Abstract
Discusses the issue of developing a project design that adequately addresses the practicality of delivering integrated construction knowledge and experience in planning, engineering, procurement and field operations. There are few practical examples in the literature that explain how non‐traditional construction project procurement approaches can be utilised to organise an integrated project management system incorporating occupational health and safety (OHS), environmental management (EM) and quality management (QM) systems. Reports on a case study that helps fill that gap. Shows how the adoption of a design and construct procurement approach, together with appropriate management techniques, on a successful major freeway project in Melbourne, Australia, was driven by a sound construction planning process, and integrated the construction planning system with OHS, EM and QM systems.
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Sophie Richard, Robert Pellerin, Jocelyn Bellemare and Nathalie Perrier
The purpose of this paper is to address the difficulties faced by manufacturing enterprises by providing a project portfolio management approach supporting the selection and…
Abstract
Purpose
The purpose of this paper is to address the difficulties faced by manufacturing enterprises by providing a project portfolio management approach supporting the selection and prioritization of various Industry 4.0 projects where business process analysis is used to ensure the strategic alignment and value of the project portfolio.
Design/methodology/approach
The design research methodology, a mixed applied research methodology, was used to develop and test the proposed approach.
Findings
Despite the growing interest of the scientific and industrial communities in I4.0, it seems that there is no method by which manufacturing companies can select a large number of improvement projects. Moreover, studies tend to focus on the evaluation and implementation of a single technology, while the transformation of an intelligent plant requires the consolidation and coordination of many initiatives to achieve a global objective.
Originality/value
The proposed project portfolio management model offers support to enterprises during their digital transformation and improves their processes by integrating technology levers through consistent and achievable selection of I4.0 initiatives while meeting strategic goals and objectives.
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Tugrul U. Daim, Terry Oliver and Ibrahim Iskin
The electric utility industry, unlike most other technology‐intensive industries, does not spend much money or effort on research and development. Many utilities do not possess an…
Abstract
Purpose
The electric utility industry, unlike most other technology‐intensive industries, does not spend much money or effort on research and development. Many utilities do not possess an in‐house R&D facility, nor is there an R&D line item in their budgets. Over the last several decades the rate of change in the electric utility industry has been very slow and in‐house R&D efforts have not been required. As the rate of change in the industry is beginning to change, the need to pursue R&D is increasing. The electric utility industry is responding to this increasing requirement by increasing R&D budgets, and in some cases re‐initiating the R&D process within individual utilities. The purpose of this paper is to focus on R&D portfolio management efforts of various actors from different industrial sectors, to find out the best practices by using benchmarking method.
Design/methodology/approach
The paper used case study approach and on‐site interviews as research methods.
Findings
The authors found that R&D management is in its infancy in the electric utility sector, while the methods established in the manufacturing sector are applicable there.
Originality/value
This study is exploring R&D management in the electric utility sector and contributes to the service innovation research stream.
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Eddie W.L. Cheng, H. Li, D.P. Fang and F. Xie
This paper aims at presenting the analysis of the views of construction participants in China’s construction industry on three major site safety issues. First, data from three…
Abstract
This paper aims at presenting the analysis of the views of construction participants in China’s construction industry on three major site safety issues. First, data from three distinctive roles (project managers, safety officers, and foremen) on site safety knowledge were analysed. Results indicate that they have low levels of safety knowledge. This is consistent with the existing literature, implying that safety training and education is a major issue around the world. In addition, the views of project managers and safety officers are further elicited on the second issue (that is, factors affecting site safety) and the third issue (that is, methods for improving project safety management). Results indicate that both parties have quite consistent views. The six most important factors are “lack of attention to safety protection by workers”, “lack of attention to safety management by main contractors/project managers”, “insufficient safety training”, “inadequate safety level”, “tiredness of workers”, and “poor quality of construction materials and equipments”. The five most promising methods are “increase in safety investment in terms of manpower, capital and finance”, “improvement in safety operations”, “no alcohol at work”, “increase in safety training and education for workers”, and “increase in safety inspection”. Discussions are given in this paper.
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Laurie McLeod, Stephen MacDonell and Bill Doolin
The purpose of this research is to obtain an updated assessment of the use of standard methods in IS development practice in New Zealand, and to compare these practices to those…
Abstract
Purpose
The purpose of this research is to obtain an updated assessment of the use of standard methods in IS development practice in New Zealand, and to compare these practices to those reported elsewhere.
Design/methodology/approach
A web‐based survey of IS development practices in New Zealand organisations with 200 or more full‐time employees was conducted. The results of the survey were compared to prior studies from other national contexts.
Findings
The results suggest that levels of standard method use continue to be high in New Zealand organisations, although methods are often used in a pragmatic or ad hoc way. Further, the type of method used maps to a shift from bespoke development to system acquisition or outsourcing. Organisations that reported using standard methods perceived them to be beneficial to IS development in their recent IS projects, and generally disagreed with most of the published limitations of standard methods.
Research limitations/implications
As the intent was to consider only New Zealand organisations, the results of the survey cannot be generalised further afield. More comparative research is needed to establish whether the trends identified here occur at a wider regional or international level.
Practical implications
A significant proportion of organisations anticipated extending their use of standard methods. Growth in packaged software acquisition and outsourced development suggests an increasing need for deployment management as well as development management, possibly reflecting the increased visibility of standard project management methods.
Originality/value
The relevance of traditional standard methods of IS development has been questioned in a changing and more dynamic IS development environment. This study provides an updated assessment of standard method use in New Zealand organisations that will be of interest to researchers and practitioners monitoring IS development and acquisition elsewhere.
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This paper seeks to define and describe agile project management using the Scrum methodology as a method for more effectively managing and completing projects.
Abstract
Purpose
This paper seeks to define and describe agile project management using the Scrum methodology as a method for more effectively managing and completing projects.
Design/methodology/approach
This paper provides a general overview and introduction to the concepts of agile project management and the Scrum methodology in particular.
Findings
Agile project management using the Scrum methodology allows project teams to manage digital library projects more effectively by decreasing the amount of overhead dedicated to managing the project. Using an iterative process of continuous review and short‐design time frames, the project team is better able to quickly adapt projects to rapidly evolving environments in which systems will be used.
Originality/value
This paper fills a gap in the digital library project management literature by providing an overview of agile project management methods.
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