Doc Number: PMS 10/01-1
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| Title: Impact of Resources and Strategies on Construction Company Performance. |
Author/s: Mohan Sharma, Rajneesh Sharma
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Citation: Journal of Management in Engineering; Jan2010, Vol. 26 Issue 1, p9-18, 10p
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Abstract: Globalized competition and customer needs forced construction companies to measure their performance beyond the financial measures such as profitability, turnover, etc. As qualitative determinants were added to measurement systems, their investigation and evaluation became a major area of research. In this study, the impact of ?resources and capabilities,? ?strategic decisions,? ?project management competencies,? and ?strength of relationships with other parties? on ?company performance? was investigated. A questionnaire survey was administered to 73 Turkish contractors and the results of the survey were analyzed using structural equation modeling. The findings indicate that, as expected, resources and capabilities and strategic decisions have an important and direct impact on company performance, whereas project management competencies and strength of relationships with other parties impact company performance only indirectly, through their impact on companies? resources and capabilities and strategic decisions.
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Doc Number: PMS 10/01-2
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| Title: Who am I and what am I doing here?; Becoming and being a project manager |
Author/s: Steve Paton, Damian Hodgson, Svetlana Cicmil
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Citation: The Journal of Management Development. Bradford: 2010. Vol. 29, Iss. 2; pg. 157
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Abstract: This paper aims to empirically explore the nature of tensions that emerge within the process of becoming a manager in the post-bureaucratic organisation, by focusing on the emergence of project management as a key carrier of post-bureaucracy. The paper seeks to address two aspects of individual transformation into project manager; first, it aims to understand the specific factors, which drive the transformation of technical specialists into project managers and, second, to illuminate the tensions and challenges experienced in this new position. Design/methodology/approach - The empirical base for the study is a series of structured group discussions with project managers from a range of distinct industrial sectors and organisations. Findings - The paper illustrates the tensions implicit in the process of becoming a project manager. It identifies a number of conflicts that arise between the overarching philosophy of project management and the process of enacting the role of project manager around the themes of status, organisational value, power, influence and ambiguity. Research limitations/implications - The research approach is empirically rich yet exploratory, providing directions and inspiration for more extensive research in specific contexts. Originality/value - The research points to an understanding of how new managerial roles are created and embedded in organisational contexts, and the pressures, which are brought to bear on the incumbents of these new roles through this process.
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Doc Number: PMS 10/01-3
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| Title: Projects ? real, virtual or what? |
Author/s: Tomas Blomquist, Rolf A. Lundin
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Citation: International Journal of Managing Projects in Business; Volume: 3 Issue: 1; 2010
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Abstract: At the heart of this paper is the question of how to describe the ongoing changes of project management (PM) and how to cultivate the understating of projects. In line with the theme of this issue, a non-traditional approach of presenting this paper is used with the aim of providing a lived experience view on projects. This helps pave the way for changed perceptions of many of the traditional ideas of projects and PM, implicitly demanding a need for rethinking the field. The purpose of this paper is to offer some of that rethinking and suggest how to research it.
Design/methodology/approach ? The approach is narrative and builds on exploratory storytelling which is common in the social sciences but quite non-traditional in the PM sphere.
Findings ? The paper explores the kind of arguments people might have when defending their perceptions of what a project is and should be.
Practical implications ? Traditional PM might benefit from being open to experiences from non-traditional areas of application, and equally important is that the reverse might apply.
Originality/value ? Rethinking PM and relating to social science areas is very much in the vogue presently. The authors wish to push that issue even further, and this paper illustrates one way to achieve a fruitful dialogue or a discussion in a scientifically based context.
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Doc Number: PMS 10/01-4
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| Title: Critical planning processes in construction projects |
Author/s: Ofer Zwikael
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Citation: Construction Innovation: Information, Process, Management; Volume: 9 Issue: 4; 2009
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Abstract: The purpose of this paper is to improve construction project planning capabilities. As project management is a core capability in the construction industry, high-quality project planning processes are necessary for project success.
Design/methodology/approach ? This paper involves data collected from 555 project managers across four industries spanning three different countries. The project planning capabilities of construction project managers are compared with other industrial sectors. In addition, critical project planning processes for the construction industry are identified.
Findings ? It is found that, relative to other industrial sectors, organisations belonging to the construction sector obtain a high quality of project planning and the highest success rate. In comparison with other sectors, schedule, quality, and procurement planning are most frequently executed in construction projects. Finally, the impact of the different planning processes on project is success are investigated. The processes that have the greatest impact on project success in the construction sector are ?activity definition? and ?project plan development.? However, construction project managers do not always invest enough effort in these critical planning processes.
Practical implications ? Construction project managers wishing to improve project performance at the planning phase of a project should concentrate more on the accurate identification of all project activities. They should focus on the development of a high-quality project plan that can be approved by key stakeholders.
Originality/value ? This paper identifies the most critical planning processes in construction projects. This represents new information for the construction management body of knowledge.
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Doc Number: PMS 10/01-5
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| Title: Understanding how project critical success factors affect organizational benefits from enterprise systems |
Author/s: Ann Zhong Liu, Peter B. Seddon
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Citation: Business Process Management Journal; Volume: 15 Issue: 5; 2009
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Abstract: The purpose of this paper is to present and test a model that seeks to answer Robey et al.'s challenge that ?ERP's critical success factors offer few insights beyond conventional wisdom.? The model proposes that many so-called critical success factors (CSFs) affect organizational benefits from enterprise systems use (OBESU) through their impact on three outcomes of an enterprise systems (ES) implementation process, namely functional fit, overcoming organizational inertia, and delivering a working system.
Design/methodology/approach ? The model is tested using content analysis of 133 customer presentations at SAP's April 2007 Sapphire USA Conference.
Findings ? The benefit-driver approach appears to provide at least one good answer to Robey et al.'s challenge.
Research limitations/implications ? It seems likely that the model is valid for most large Western organizations implementing ES.
Practical implications ? The model provides new insights into how and why the CSFs affect benefits from ES.
Originality/value ? No prior study to the best of one's knowledge has sought to explain in such depth how ES project CSFs affect OBESU.
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Doc Number: PMS 10/01-6
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| Title: Translation and inscription in development projects: Understanding environmental and health care-related organizational change |
Author/s: Peter Dobers, Anders Soderholm
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Citation: Journal of Organizational Change Management; Volume: 22 Issue: 5; 2009
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Abstract: The purpose of this paper is to argue that the interface between projects is of particular interest when organizing development projects. It offers a theoretical discussion of translation and inscription phases, not only because they are important to the understanding of mobilizing action in development projects, but also because they are crucial in a chain of sequential projects that are organized as responses to new situations.
Design/methodology/approach ? The paper uses illustrations of development projects in public management in Sweden to discuss a fundamental organizing problem of projects: how project delimitation and formation take place.
Findings ? The paper has focused on organizational change and development projects regarding environmental and health care organization renewal projects. It has analyzed how such projects are organized and linked to context. Development problems and their solutions cannot be divided into a functional structure since they overlap and demand attention by a multitude of perspectives during translation.
Research limitations/implications ? It is theoretically interesting to highlight certain slices of the organizational reality in projects. The paper has chosen a project perspective and focus at the beginning and end of projects. In theoretical terms, it has chosen to call these phases translation and inscription.
Practical implications ? Projects are different compared with permanent organizations due to the existence of beginnings and endings. On the one hand, permanent organizations are normally ?going concerns? where the start is back in history and the end is clouded in a distant future. On the other hand, in a project, translation and inscription phases are unavoidable as they are triggered by the specific conditions underlying beginnings and endings.
Originality/value ? Projects with clear boundary-overlapping character cannot be judged with concepts stemming from the methods of construction project management. In contrary, the paper argues that there are two other concepts that can better explain the special organizing problems invoked by the cases cited here: translation and inscription.
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