Doc Number: PMS 09/05-1
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| Title: Ensuring project success through collective competence and creative conflict in public?private partnerships ? A case study of Bygga Villa, a Swedish triple helix e-government initiative |
Author/s: Inkeri Ruuska, Robin Teigland
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Citation: International Journal of Project Management 27 (2009) 323-334
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Abstract: This paper presents a study of one public?private partnership in e-government in Sweden, Bygga Villa, that involved 16 organizations
from academia, government, and industry to develop an innovative internet portal for the private construction industry. Our research
purpose was to answer (1) What are the challenges to developing collective competence in public?private partnerships? and (2) How can
these challenges be overcome to achieve project success? We found that the potential for conflict due to differing goals, resource scarcity,
and interdependence of tasks was the greatest challenge for Bygga Villa's ability to develop collective competence while the partnership
overcame this challenge through (1) co-developing a clear project charter (2) recruiting a project leader with strong knowledge broker
skills, (3) conducting joint problem-solving tasks using boundary objects, and (4) ensuring an understanding of the "big picture" through
continuous open and balanced communication. Moreover, the project was successful due to members' ability to embrace conflict and
turn it into creative conflict through dialogue while ensuring a high level of project satisfaction by the partnership's individual members.
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Doc Number: PMS 09/05-2
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| Title: Prediction of project outcome. The application of statistical methods to earned value management and earned schedule performance indexes |
Author/s: Walt Lipke, Ofer Zwikael, Kym Henderson, Frank Anbari
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Citation: International Journal of Project Management 27 (2009) 400-407
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Abstract: Earned value management (EVM) has provided methods for predicting the final cost for projects. In large part, these methods have
not been improved upon since their beginnings and, with one exception, remain unsubstantiated as to accuracy. At the present time,
EVM application guidance does not support prediction of final duration for the schedule component of projects.
The objective of this research is to improve the capability of project managers for making informed decisions by providing a reliable
forecasting method of the final cost and duration. The method put forth and its evaluation make use of a well established project management
method, a recent technique for analyzing schedule performance, and the mathematics of statistics to achieve its purpose - EVM,
earned schedule (ES) and statistical prediction and testing methods.
The calculation method proposed was studied using data from 12 projects. The results for both final cost and duration are shown to
be sufficiently reliable for general application of the forecasting method. The use of the method is encouraged; it may be applied irrespective
of the type of work or cost and duration magnitude of the project.
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Doc Number: PMS 09/05-3
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| Title: Evaluating real options for mitigating technical risk in public sector R&D acquisitions |
Author/s: Jeremy M. Eckhause, Danny R. Hughes Steven A. Gabriel
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Citation: International Journal of Project Management 27 (2009) 365-377
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Abstract: Government acquisitions requiring R&D efforts are fraught with uncertainty. The risks are often mitigated by employing a multistage
competition, with multiple vendors funded initially, until a single successful vendor is selected. While decision-makers recognize
they are using a real options approach, analytical tools are often unavailable to evaluate optimal decisions. We present an efficient stochastic
dynamic programming approach that public sector acquisition managers can use to determine optimal vendor selection strategies
in those competitions where Technology Readiness Levels (TRLs) are the measure of progress. We then use examples to demonstrate the
proposed approach and provide illustrative numerical results.
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Doc Number: PMS 09/05-4
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| Title: Project management approaches for dynamic environments |
Author/s: Simon Collyer, Clive M.J. Warren
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Citation: International Journal of Project Management 27 (2009) 355-364
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Abstract: This paper investigates the properties of projects conducted in rapidly changing environments. These projects are challenged by the
rapid introduction of new unknowns as they progress. One might say they are more akin to stacking worms than stacking bricks. The
difficulties posed by these projects are identified and the literature is reviewed for suitable approaches.
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Doc Number: PMS 09/05-5
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| Title: Investigation of contextual factors in shaping HR approaches and determining the success of international joint venture projects: Evidence from the Canadian telecom industry |
Author/s: Nathalie Drouin, Mario Bourgault, Susan Bartholomew Saunders
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Citation: International Journal of Project Management 27 (2009) 344-354
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Abstract: Performance problems in international joint venture (UV) operations have been linked to inadequate attention to human resource
issues during the formation stage of IJV projects. However, little research has considered how HR approaches are brought to the strategic
agenda during the IJV formation stage, and no research has investigated the factors that facilitate or impede the shaping of these
HR approaches to improve IJV success. This paper analyzes seven IJV case studies and reveals some contextual factors that facilitate (or
impede) the consideration of HR approaches in IN projects, more specifically at the formation stage. Our results suggest that the shaping
of HR approaches in the IJV formation stage is influenced by key individual, organizational, and cultural factors such as composition
of the IN team, firm's distribution of power and decision-making style, organizational frame of reference, and socio-cultural distance
between IJV partners.
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Doc Number: PMS 09/05-6
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| Title: Stakeholder analysis in projects: Challenges in using current guidelines in the real world |
Author/s: Anna Lund Jepsen, Pernille Eskerod
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Citation: International Journal of Project Management 27 (2009) 335-343
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Abstract: The authors of this paper investigated the usability of current guidelines regarding stakeholder analysis by letting four project managers
apply the guidelines to their renewal projects. The project managers found several challenges in using the guidelines. Especially, the
guidelines lack clarity regarding (a) how to identify stakeholders and determine their importance and (b) how to reveal stakeholders'
expectations. Further, the application revealed that the project manager may not have the skills or the resources required to carry
out the tasks involved in making the necessary inquiries. Therefore, the stakeholder analysis may be based on superficial rather than
deep knowledge. It seems that the current guidelines should be considered as a conceptual framework rather than instructions on
how to do a real world stakeholder analysis
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