Doc Number: PMS 09/03-1
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| Title: Response strategies to stakeholder pressures in global projects |
Author/s: Kirsi Aaltonen, Risto Sivonen
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Citation: International Journal of Project Management, v27, n2, pg 131-141
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Abstract: Global projects that are implemented in highly uncertain and turbulent environments inevitably face a variety of external institutional pressures exerted on them. Demands presented by external stakeholders are typical examples of such institutional influences. Companies involved in the execution of global projects may enact different strategic responses as a result of the stakeholder pressures. Through an empirical analysis of four different case projects implemented in emerging markets, the paper identifies and describes five different types of response strategies, varying from passive to active approaches enacted by focal projectcompanies. The identified response strategies are adaptation strategy, compromising strategy, avoidance strategy, dismissal strategy, and influence strategy. The paper further discusses the different factors that are seen to explain the use and emergence of the response strategies.
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Doc Number: PMS 09/03-2
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| Title: A multiple criteria decision model for assigning priorities to activities in project management |
Author/s: Caroline Maria de Miranda Mota, Adiel Teixeira de Almeida*, Luciana Hazin AlencarMikko Koria
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Citation: International Journal of Project Management, v27, n2, pg 175-181
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Abstract: This study presents a model for supporting project managers to focus on the main tasks of a project network using a multiple criteria decision aid (MCDA) approach. A MCDA structure is important for dealing with this kind of problem, in the context of the project manager, when he/she solving a decision problem, taking into account several, often contradictory, points of view. A case study on the construction of an electricity sub-station is used to demonstrate the model proposed. As a result, managers can increase their performance in controlling project activities, particularly in a dynamic and changing environment.
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Doc Number: PMS 09/03-3
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| Title: Managing for innovation in large and complex recovery programmes: Tsunami lessons from Sri Lanka |
Author/s: Mikko Koria
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Citation: International Journal of Project Management, v27, n2, pg 123-130
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Abstract: The 2004 Indian Ocean tsunami reconstruction has been one of the best-funded recovery operations ever. However, wavering public policy, weak coordination, management and competence of actors, perturbed markets, a civil war and the sheer size of the operation have led to less than desirable outcomes in the Sri Lankan context. Within a major international non-governmental organisation, thispaper finds that recovery programmes and projects require distinct approaches, resources and comptence. Programmes are seen to becrittial in nature and should enable knowledge transfer, while projects need to strive for outputefficiency.
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Doc Number: PMS 09/03-4
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| Title: Rethinking IT project management: Evidence of a new mindset and its implications |
Author/s: Chris Sauer, Blaize Homer Reich
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Citation: International Journal of Project Management, v27, n2, pg 182-193
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Abstract: This paper contributes to the rethinking project management agenda in relation to the information technology (IT) sector. Our analysis of the evolution of thinking and practice among leading IT project managers across four countries elicits nine principles and four personal qualities that constitute the core of a mindset that facilitates rethinking the practice of IT project management. We compare this with the Rethinking Project Management research agenda [Winter M, Smith C, Morris P, Cicmil S. Directions for future research in Project management: the main findings of a UK government-funded research network. Int J Project Manage 2006;24(8):638-649.].
Our contribution is to (1) validate the directions defined in that agenda; (2) identify elements not incorporated in it and (3) provide examples that crystallise the agenda for the domain of IT project management.
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Doc Number: PMS 09/03-5
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| Title: Services in project-based firms ? Four types of business logic |
Author/s: Kim WikstrOm, Magnus Hellstrom, Karlos Artto, Jaakko Kujala, Saara Kujala
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Citation: International Journal of Project Management, v27, n2, pg 113-122
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Abstract: This paper analyses drivers. barriers and business logic used to include services in the business model of a project-based firm. The empirical study includes six project supplier firms from different industries. Differences in the complexity of project delivery and variations in the project suppliers' degree of maturity in delivering services, serve as drivers and barriers for enlarging delivery scope or enhancing profitability with various types of services. The complexity of the project delivery and the firm's degree of mawrity in delivering services, serve as two important determinants for distinctive business logic. This paper suggests a typology of four business logic in order for project supplier firms to include services in their business models.
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Doc Number: PMS 09/03-6
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| Title: Crossing innovation and product projects management: A comparative analysis in the automotive industry |
Author/s: Romain Beaume, Remi Maniak, Christophe Midler
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Citation: International Journal of Project Management, v27, n2, pg 166-174
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Abstract: Projectification and platform approaches have been two main transformation trends implemented by industrial firms during the 1990s. For those firms, innovation management no longer deals with introducing radically and totally new products, but rather with applying innovative features within a regular stream of products and platforms. This paper proposes an analytical framework that can address the resulting interplay between innovative features and new products. Thisframework relies on the concept of innovation life-cycle management (ILCM). The paper presents the early results from the comparison of five case studies from three OEMs.
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Doc Number: PMS 09/03-7
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| Title: Letter from America |
Author/s: Greg Vukasovic
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Citation: Project, v21, n4, pg 10-11
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Abstract: Voorhouse Consulting's American consultant, says there are valuable lessons to be learnt from Barack Obama's successful US presicential campaign, which represents a masterclass in managing complex change.
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Doc Number: PMS 09/03-8
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| Title: AIPM Membership Survey - 2008 Salary Summary |
Author/s: AIPM
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Citation: Australian Institute of Project Management, 2008
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Abstract: This survey indicates, on average, the Australian Project Manager earns $121,849, approximately $13,378 (~11%)
superannuation and receives $16838 (~14%) in additional benefits. They have been working exclusively in PM for 12 years
and are valued at, or charge, $173.00 an hour. Those with more work experience receive higher salaries.
The most commonly held project management qualification is the Diploma. Western Australia has highest average salary at
$155,810. The mining industry attracts the highest average salary, at $172,462/year.
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