Doc Number: PMS 10/05-1
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| Title: The value of trust in project business |
Author/s: Hedley Smyth, Magnus Gustafsson, Elena Ganskau
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Citation: International Journal of Project Mana gement 28 (2010) 117-129
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Abstract: The paper works towards establishing value for trust in project business, particularly the financial value of trust to project business.
Concepts of trust are revisited. Rational explanations of trust are shown wanting, calculations of trust and danger being misrepresentations
of how the willingness to trust is formed. The paper argues for the need to establish the interpretative and socially constructed
nature of trust, primarily based upon prior experiential and psycho-motive learning in relation to current situational factors. Trust and
its relationship to forming expectations and nnerating confidence are considered. Empirical findings are mobilised to show how trust
contributed to value in a financial sense. Value is not an absolute in this context for value is empirically and theoretically shown to relate
directly to expectations. Value is defined as an asset and is thus part of social capital for projects and in embedded in firms.
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Doc Number: PMS 10/05-2
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| Title: Supplier integration in complex delivery projects: Comparison between different buyer?supplier relationships |
Author/s: Miia Martinsuo, Tuomas Ahola
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Citation: International Journal of Project Management 28 (2010) 107-116
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Abstract: Research on project procurement management has centered on identifying the right suppliers and managing contracts to allocate risks
and responsibilities. However. working with suppliers requires continuous integration activities from the buyer during project execution.
This paper asks how buyers integrate their suppliers to the project organization during project execution, and how different types of
buyer?supplier relationships differ in their supplier integration. We collected interview data in two complex delivery projects. both unique
in their buyer?supplier relationships. We explored supplier integration practices from both the buyer's and the supplier's perspective, and
sought cross-case differences possibly attributable to the different inter-organizational relationships. Based on the analysis, the nature of
the buyer?supplier relationship appears to be associated with the type of integration practices used. The results of the study have implications
on how supplier integration should be configured in different buyer?supplier relationships.
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Doc Number: PMS 10/05-3
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| Title: Analysis of cost and schedule performance of international development projects |
Author/s: Kamrul Ahsan, Indra Gunawan
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Citation: International Journal of Project Management 28 (2010) 68-78
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Abstract: This study focuses on cost and schedule issues of international development (ID) projects. Through empirical analysis we examine ID
project cost and schedule performance and the main reasons for poor project outcome. We look at 100 projects that are sponsored by the
Asian Development Bank and hosted by several Asian countries. The study identifies that most late projects experience cost underrun
an unusual cost and schedule variation relation in projects. Further we identify the root causes of project delay and cost underrun.
Research findings will benefit ID project professionals, organizations and the ID project body of knowledge. The study can be extended
to analyse other developing country projects sponsored by different donors.
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Doc Number: PMS 10/05-4
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| Title: The role of monitoring and shirking in information systems project management |
Author/s: Robert C. Mahaney, Albert L. Lederer
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Citation: International Journal of Project Management 28 (2010) 14-25
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Abstract: Agency theory offers a foundation for explaining the impact of project monitoring on project success. This study applied a gency theory
to survey 428 information systems project mana gers concernin g their project monitorin g, shirking by systems developers, and project
success. Greater project monitoring via planning and meetings predicted less shirking, while greater monitoring via responsibilities and
comparison did not. Less shirking via poor focus predicted increased project success, while less shirking via loafing did not. These findin
gs have implications for project managers and project management researchers.
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Doc Number: PMS 10/05-5
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| Title: Do business process reengineering projects payoff? Evidence from the United States |
Author/s: Yasin Ozcelik
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Citation: International Journal of Project Management 28 (2010) 7-13
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Abstract: This paper examines whether implementation of business process reengineering (BPR) projects improve firm performance by analyzing
a comprehensive data set on large firms in the United States. The performance measures utilized in the paper are labor productivity,
return on assets, and return on equity. We show that firm performance increases after the BPR projects are finalized, while it remains
unaffected during execution. We also find that functionally focused BPR projects on average contribute more to performance than those
with a broader cross-functional scope. This may be an indication that potential failure risk of BPR projects may increase beyond a certain
level of scope.
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Doc Number: PMS 10/05-6
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| Title: Program Manager as Chief Executive Officer |
Author/s: Roy L Wood
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Citation: Defense A R Journal 16.2 (July 2009): p171(10).
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Abstract: Program managers (PM) who view themselves as mere agents for the execution of program cost, schedule, and performance may be self-limiting. Rather, every PM should assume the role of Chief Executive Officer (CEO) of his or her entrepreneurial "corporation" and use the tools of upper echelon leaders to manage programs with greater accountability and empowerment.
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