S. Salvatori, Vito Introna, V. Cesarotti, I. Baffo
Schedule management is a particularly important activity for companies that manage their business with an engineer-to-order approach. In many cases, especially in smaller enterprises, projects duration, estimated applying deterministic approaches or even referring to own experiences, are significantly inaccurate or overestimated. For these reasons, in this paper which is the extended version of a previous work presented at the Summer School “F. Turco”, authors propose an application of a probabilistic simplified approach on a case study comparing the results to those deriving from deterministic approaches and actual durations. Methodologies have been applied according to the sequence defined by Project Management Institute. To estimate activities durations both physical and statistical models have been used, instead entire projects duration has been calculated through critical path method. Results comparison shows that adopting a statistical approach leads to tolerable complications but allows to get more accurate estimations. Moreover, the possibility to consider most probable, optimistic and pessimistic duration allows enterprise to take into account potential risks that could delay project conclusion. This application is focused on a particular case study nevertheless conclusion could be common to many other organizations.
{"title":"Engineer-to-order Project Schedule Planning through a probabilistic simplified approach: a case study","authors":"S. Salvatori, Vito Introna, V. Cesarotti, I. Baffo","doi":"10.19255/JMPM02109","DOIUrl":"https://doi.org/10.19255/JMPM02109","url":null,"abstract":"Schedule management is a particularly important activity for companies that manage their business with an engineer-to-order approach. In many cases, especially in smaller enterprises, projects duration, estimated applying deterministic approaches or even referring to own experiences, are significantly inaccurate or overestimated. For these reasons, in this paper which is the extended version of a previous work presented at the Summer School “F. Turco”, authors propose an application of a probabilistic simplified approach on a case study comparing the results to those deriving from deterministic approaches and actual durations. Methodologies have been applied according to the sequence defined by Project Management Institute. To estimate activities durations both physical and statistical models have been used, instead entire projects duration has been calculated through critical path method. Results comparison shows that adopting a statistical approach leads to tolerable complications but allows to get more accurate estimations. Moreover, the possibility to consider most probable, optimistic and pessimistic duration allows enterprise to take into account potential risks that could delay project conclusion. This application is focused on a particular case study nevertheless conclusion could be common to many other organizations.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"46 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-12-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130343193","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
R. Micale, A. Giallanza, Gabriella Li Puma, G. L. Scalia
In recent years, the partnerships between private companies and public organizations are becoming key elements for improving local development, territorial competitiveness and for delivering innovation. These collaborations are widely promoted by the European Framework Programme for Research and Innovation thanks to the provision of several instruments, such as Horizon 2020. In this context, competitiveness’s improvement of the territory by means of research and innovation actions is supported by the technological districts. In Sicily, the AgroBioPesca district has attempted a strategic action named “Call for ideas” in order to design its own roadmap for research and innovation in agri-food sector. For this purpose, many proponents of public and/or private sectors presented several innovative project ideas referred to specific Technological Trajectories. This paper aims at providing an instrument able to select the most suitable project ideas in order to constitute the AgroBioPesca projects portfolio. To such an aim, the authors propose the application of the multiple criteria sorting method ELECTRE TRI considering criteria deduced by the Horizon 2020 guidelines and documents. The application of this methodology allows subdividing the project ideas received into project ideas to be rejected, reviewable and eligible for funding. Moreover, to consider the uncertainty of the decision makers’ judgment, the authors propose a new version of the method in which the crisp judgment is converted into an interval. A sensitivity analysis has lastly been conducted to study the weaknesses of non-financiable projects.
近年来，私营企业和公共机构之间的伙伴关系正成为促进地方发展、地区竞争力和提供创新的关键因素。这些合作得到了欧洲研究与创新框架计划(European Framework Programme for Research and Innovation)的广泛推广，这要归功于地平线2020等几个工具的提供。在这种情况下，通过研究和创新行动来提高领土的竞争力得到了技术区的支持。在西西里岛，AgroBioPesca区尝试了一项名为“创意征集”的战略行动，以便为农业食品部门的研究和创新设计自己的路线图。为此目的，许多公共和/或私营部门的支持者提出了若干涉及具体技术轨迹的创新项目想法。本文旨在提供一种工具，能够选择最合适的项目理念，以构成AgroBioPesca项目组合。为此，作者建议应用多重标准分类方法ELECTRE TRI，考虑到地平线2020指南和文件推断的标准。采用这种方法可以将收到的项目想法细分为可拒绝的、可审查的和有资格获得资助的项目想法。此外，为了考虑决策者判断的不确定性，作者提出了一种新的方法，将清晰的判断转换为区间。最后进行了敏感性分析，以研究非融资项目的弱点。
{"title":"A proposal for sorting a projects portfolio through the ELECTRE TRI method focused on the European strategy","authors":"R. Micale, A. Giallanza, Gabriella Li Puma, G. L. Scalia","doi":"10.19255/JMPM02105","DOIUrl":"https://doi.org/10.19255/JMPM02105","url":null,"abstract":"In recent years, the partnerships between private companies and public organizations are becoming key elements for improving local development, territorial competitiveness and for delivering innovation. These collaborations are widely promoted by the European Framework Programme for Research and Innovation thanks to the provision of several instruments, such as Horizon 2020. In this context, competitiveness’s improvement of the territory by means of research and innovation actions is supported by the technological districts. In Sicily, the AgroBioPesca district has attempted a strategic action named “Call for ideas” in order to design its own roadmap for research and innovation in agri-food sector. For this purpose, many proponents of public and/or private sectors presented several innovative project ideas referred to specific Technological Trajectories. This paper aims at providing an instrument able to select the most suitable project ideas in order to constitute the AgroBioPesca projects portfolio. To such an aim, the authors propose the application of the multiple criteria sorting method ELECTRE TRI considering criteria deduced by the Horizon 2020 guidelines and documents. The application of this methodology allows subdividing the project ideas received into project ideas to be rejected, reviewable and eligible for funding. Moreover, to consider the uncertainty of the decision makers’ judgment, the authors propose a new version of the method in which the crisp judgment is converted into an interval. A sensitivity analysis has lastly been conducted to study the weaknesses of non-financiable projects.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"22 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-12-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130793053","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
A. Calabrese, Marco Camaioni, Giovanni Piervincenzi
The international context in which the major EPC Contractors operate is going through a period of profound transformation. The increasing complexity of the plants, the increasing costs of labor, the increasingly binding contractual requirements, have forced companies around the world to adapt to these market laws and raise the level of competitiveness through targeted business strategies. The main EP&C realities, national leader in the Oil & Gas sector, are constantly moving towards new process management techniques. The following work fits into this context by analyzing and deepening the process of breaking down the scope of work into the so-called Work Packages according to the Advanced Work Packaging methodology. AWP envisages a prioritization of the work, initially agreed between the various disciplines, with the ultimate aim of increasing performance in terms of time, cost, quality and alignment of the three macro-phases: Engineering, Procurement and Construction. After a thorough research on the previous bibliography, we analyzed the current process of management and decomposition of the scope of work. The result is an AWP application model, which, through modifications to the current management processes, provides a quantitative calculation tool to assess the amount of construction work related to a plant. The proposal is also extended to the engineering and procurement phase. This completely standardized process has a general validity and has been demonstrated through the application of two main projects. In the final part, the procedure was extended to all the types of systems made by Tecnimont, further demonstrating the extreme versatility of the methodology.
{"title":"Advanced Work Packaging in capital projects: a standardized model for EPC Contractors","authors":"A. Calabrese, Marco Camaioni, Giovanni Piervincenzi","doi":"10.19255/JMPM02103","DOIUrl":"https://doi.org/10.19255/JMPM02103","url":null,"abstract":"The international context in which the major EPC Contractors operate is going through a period of profound transformation. The increasing complexity of the plants, the increasing costs of labor, the increasingly binding contractual requirements, have forced companies around the world to adapt to these market laws and raise the level of competitiveness through targeted business strategies. The main EP&C realities, national leader in the Oil & Gas sector, are constantly moving towards new process management techniques. The following work fits into this context by analyzing and deepening the process of breaking down the scope of work into the so-called Work Packages according to the Advanced Work Packaging methodology. AWP envisages a prioritization of the work, initially agreed between the various disciplines, with the ultimate aim of increasing performance in terms of time, cost, quality and alignment of the three macro-phases: Engineering, Procurement and Construction. After a thorough research on the previous bibliography, we analyzed the current process of management and decomposition of the scope of work. The result is an AWP application model, which, through modifications to the current management processes, provides a quantitative calculation tool to assess the amount of construction work related to a plant. The proposal is also extended to the engineering and procurement phase. This completely standardized process has a general validity and has been demonstrated through the application of two main projects. In the final part, the procedure was extended to all the types of systems made by Tecnimont, further demonstrating the extreme versatility of the methodology.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"77 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-12-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124435669","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
G. Mazzuto, L. Postacchini, F. Ciarapica, M. Bevilacqua
In recent times, supplier selection has become one of the most important and crucial activities for companies. In this study, using the extended fuzzy cognitive maps (E-FCM) and technique for order of preference by similarity to ideal solution (TOPSIS), a decision-making support system is realised to assist managers in this activity. E-FCM expresses a causal relationship among criteria, computing linguistic variables to describe a complex situation. The proposed system allows managers to conduct an a priori evaluation regarding supplier suitability, according to both company and market requirements. A panel of experts was formed, according to their expertise areas, to cover the entire problem domain and model it. The problem was investigated in terms of the factors identified by the experts, such as costs, delivery quality, organisational capability, supplier flexibility, service quality and supplied product quality. These factors were analysed using the TOPSIS approach to rank the suppliers, and the use of TOPSIS allows for discrimination of the E-FCM. This decision-making support system was applied to a real case scenario to test its functionality; in particular, an Italian shoes and accessories company. The TOPSIS ideal solutions were defined from two different points of view: based on the standard TOPSIS procedure and on specifics fixed by the company managers. The two approaches resulted in considerably different outcomes, highlighting the need to consider concepts related to company expectations in the E-FCM.
{"title":"The suppliers’ selection process through Extended Fuzzy Cognitive Maps and the Technique for Order of Preference by Similarity to Ideal Solution","authors":"G. Mazzuto, L. Postacchini, F. Ciarapica, M. Bevilacqua","doi":"10.19255/JMPM02102","DOIUrl":"https://doi.org/10.19255/JMPM02102","url":null,"abstract":"In recent times, supplier selection has become one of the most important and crucial activities for companies. In this study, using the extended fuzzy cognitive maps (E-FCM) and technique for order of preference by similarity to ideal solution (TOPSIS), a decision-making support system is realised to assist managers in this activity. E-FCM expresses a causal relationship among criteria, computing linguistic variables to describe a complex situation. The proposed system allows managers to conduct an a priori evaluation regarding supplier suitability, according to both company and market requirements. A panel of experts was formed, according to their expertise areas, to cover the entire problem domain and model it. The problem was investigated in terms of the factors identified by the experts, such as costs, delivery quality, organisational capability, supplier flexibility, service quality and supplied product quality. These factors were analysed using the TOPSIS approach to rank the suppliers, and the use of TOPSIS allows for discrimination of the E-FCM. This decision-making support system was applied to a real case scenario to test its functionality; in particular, an Italian shoes and accessories company. The TOPSIS ideal solutions were defined from two different points of view: based on the standard TOPSIS procedure and on specifics fixed by the company managers. The two approaches resulted in considerably different outcomes, highlighting the need to consider concepts related to company expectations in the E-FCM.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"6 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-12-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115620700","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
A. Santolamazza, Vito Introna, V. Cesarotti, M. Benedetti
The increasing organizational complexity and competitiveness in industry is driving the interest in project management to ensure successful businesses. Uncertainty in estimating activities’ duration is one of the main criticalities of the planning phase, especially in the industrial environment, where most projects, such as the optimization or qualification of new lines, usually require the involvement of resources whose commitment is almost never bound to just one task. In this context, the impact of human behaviour if not properly considered, can lead to serious damage in terms of time and costs and these hidden risks need to be properly assessed. The present study aims to analyse and quantify the impact of human behaviours (as described by Parkinson’s Law, Student Syndrome and hidden safety) on the project in terms of delays in scheduled time though the use of a Monte Carlo simulation. The objective of the methodology is to provide the project manager with the insight required to consciously address the uncertainties of the scheduling phase in order to ensure the success of the project. In order to illustrate the methodology in a more comprehensive way, a case study regarding a project for the innovation of the production process in a real industrial plant is provided.
{"title":"A simulation approach for evaluating the impact of human behaviour on project scheduling","authors":"A. Santolamazza, Vito Introna, V. Cesarotti, M. Benedetti","doi":"10.19255/JMPM02107","DOIUrl":"https://doi.org/10.19255/JMPM02107","url":null,"abstract":"The increasing organizational complexity and competitiveness in industry is driving the interest in project management to ensure successful businesses. Uncertainty in estimating activities’ duration is one of the main criticalities of the planning phase, especially in the industrial environment, where most projects, such as the optimization or qualification of new lines, usually require the involvement of resources whose commitment is almost never bound to just one task. In this context, the impact of human behaviour if not properly considered, can lead to serious damage in terms of time and costs and these hidden risks need to be properly assessed. The present study aims to analyse and quantify the impact of human behaviours (as described by Parkinson’s Law, Student Syndrome and hidden safety) on the project in terms of delays in scheduled time though the use of a Monte Carlo simulation. The objective of the methodology is to provide the project manager with the insight required to consciously address the uncertainties of the scheduling phase in order to ensure the success of the project. In order to illustrate the methodology in a more comprehensive way, a case study regarding a project for the innovation of the production process in a real industrial plant is provided.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"16 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-12-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128407856","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The pressure for speed, technical or design complexity increase interactions and high complexity of projects. Conventional techniques quickly become inadequate. The literature of the last twenty years about project management (PM), suggests that the evolution of PM Techniques will be driven by theories from Operational Excellence (OE). The OE technique, as Lean, Agile and Six Sigma, grows the awareness that reducing variation in workflow allows both time and cost to be reduced. OE approaches and tools enriches PM techniques and proposes the way to reduce wastes and add value in their project performance culture by encouraging teams to work together in a more transparent and collaborative way, facilitating the effective project deployment and organization for minimizing resources, costs, durations and risks. This contamination would make PM techniques be more effective in managing current projects, where the context affects the weight-cost-quality triangle. The aim of this paper is to evaluate the contamination of Lean, Agile and Six Sigma in the traditional approach to project management. This paper highlights how the traditional approaches to PM suggest the steps to carry out, while the techniques acquired by operational excellence (as Lean, Agile and Six Sigma) give suggestions on “how” to perform the steps proposed. The merging of the different techniques, based on the context characteristics, seems a concrete answer to the current problems of the PM.
{"title":"The evolution of Project Management (PM): How Agile, Lean and Six Sigma are changing PM","authors":"Silvia Gubinelli, V. Cesarotti, Vito Introna","doi":"10.19255/JMPM02108","DOIUrl":"https://doi.org/10.19255/JMPM02108","url":null,"abstract":"The pressure for speed, technical or design complexity increase interactions and high complexity of projects. Conventional techniques quickly become inadequate. The literature of the last twenty years about project management (PM), suggests that the evolution of PM Techniques will be driven by theories from Operational Excellence (OE). The OE technique, as Lean, Agile and Six Sigma, grows the awareness that reducing variation in workflow allows both time and cost to be reduced. OE approaches and tools enriches PM techniques and proposes the way to reduce wastes and add value in their project performance culture by encouraging teams to work together in a more transparent and collaborative way, facilitating the effective project deployment and organization for minimizing resources, costs, durations and risks. This contamination would make PM techniques be more effective in managing current projects, where the context affects the weight-cost-quality triangle. The aim of this paper is to evaluate the contamination of Lean, Agile and Six Sigma in the traditional approach to project management. This paper highlights how the traditional approaches to PM suggest the steps to carry out, while the techniques acquired by operational excellence (as Lean, Agile and Six Sigma) give suggestions on “how” to perform the steps proposed. The merging of the different techniques, based on the context characteristics, seems a concrete answer to the current problems of the PM.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"21 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-12-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114827365","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Project monitoring activities are fundamental to assure a timely identification of unacceptable deviations from the baseline, so that corrective actions may be taken to bring the project back in line with its objectives. In regard to this, the most used approach is the Earned Value Management (EVM) technique whose traditional metrics do not allow to discriminate between acceptable and unacceptable performance variations. With this recognition, a statistical approach based on the use of dynamic Shewhart’s and CUmulative SUM (CUSUM) control charts is proposed in the present paper to deal with the project monitoring problem. Its efficaciousness is demonstrated by its application to a set of real projects.
{"title":"Project monitoring by dynamic statistical control charts","authors":"G. Galante, C. M. L. Fata, G. Passannanti","doi":"10.19255/JMPM02106","DOIUrl":"https://doi.org/10.19255/JMPM02106","url":null,"abstract":"Project monitoring activities are fundamental to assure a timely identification of unacceptable deviations from the baseline, so that corrective actions may be taken to bring the project back in line with its objectives. In regard to this, the most used approach is the Earned Value Management (EVM) technique whose traditional metrics do not allow to discriminate between acceptable and unacceptable performance variations. With this recognition, a statistical approach based on the use of dynamic Shewhart’s and CUmulative SUM (CUSUM) control charts is proposed in the present paper to deal with the project monitoring problem. Its efficaciousness is demonstrated by its application to a set of real projects.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"30 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-12-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128469958","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Satisfaction of human needs requires resources, tangible ones, metals, machineries and less tangible ones like human time and human capital. Specialization creates a distance between resources and needs. Industrialization and its successor, globalization, have kept increasing this distance, along its geographical dimension, but also along its organizational dimension. Specialization poses numerous challenges: information collection, coordination, communication, motivation, enforcement. Since early industrialization transformation of the artisan shop, firms are the main response to these challenges. Firms have devoted an increasing amount of human resources to management tasks over the last century. An avenue to account for the growing popularity of PM among firms under globalization is to show how PM approach can be, in some context, a more economical way to organize management tasks than traditional business management. The paper presents, first, the hypothesis in a historical perspective, using a concept of distance from theory of value and transaction cost analysis. This translates management tasks into costs but lacks preciseness. From another perspective, a structured set of management tasks is a graph connecting a pool of resources in some location(s) with things fulfilling needs elsewhere. The hypothesis becomes one about the properties of the graphs, such as the relative duration of the critical path, of the PM and other approaches to meeting some of the challenges, for instance coordination, raised by specialization. The paper then explores ways to bring preciseness with graph theory applications to management at operational and organizational levels, emphasizing PM.
{"title":"Globalization, the New Economy and Project Management: a Graph Theory Perspective","authors":"Janice Jeffs, B. Papillon","doi":"10.19255/JMPM508","DOIUrl":"https://doi.org/10.19255/JMPM508","url":null,"abstract":"Satisfaction of human needs requires resources, tangible ones, metals, machineries and less tangible ones like human time and human capital. Specialization creates a distance between resources and needs. Industrialization and its successor, globalization, have kept increasing this distance, along its geographical dimension, but also along its organizational dimension. Specialization poses numerous challenges: information collection, coordination, communication, motivation, enforcement. Since early industrialization transformation of the artisan shop, firms are the main response to these challenges. Firms have devoted an increasing amount of human resources to management tasks over the last century. An avenue to account for the growing popularity of PM among firms under globalization is to show how PM approach can be, in some context, a more economical way to organize management tasks than traditional business management. The paper presents, first, the hypothesis in a historical perspective, using a concept of distance from theory of value and transaction cost analysis. This translates management tasks into costs but lacks preciseness. From another perspective, a structured set of management tasks is a graph connecting a pool of resources in some location(s) with things fulfilling needs elsewhere. The hypothesis becomes one about the properties of the graphs, such as the relative duration of the critical path, of the PM and other approaches to meeting some of the challenges, for instance coordination, raised by specialization. The paper then explores ways to bring preciseness with graph theory applications to management at operational and organizational levels, emphasizing PM.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-10-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"117109948","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
François Labelle, Aliénor de Rouffignac, P. Lemire, C. Bredillet, S. Barnabé
Stakeholder (SH) management has recently undertaken a turn from the traditional management "of" to managing "for" and "with" SH. Relating to this relational trend, identification and management tensions between SH is an important area of study. Indeed, from how to live with and/or resolve or not those tensions depends the possibility of building the most beneficial cooperation possible between SH for the continuation of the project, to obtain win-win results, and promote shared value and common good. For this purpose, a theoretical model is suggested, based on the approaches of paradoxes and conventionalist economy of worth, supporting the identification of tensions between SH and their justifications, and the clarification it helps to bring as to win-win or shared value outcomes, or the absence of such, in the context of a complex project. The suggested model is then used in an exploratory case study. The goal is to assess its relevance, usefulness and quality. Two theoretical contributions emerge from the data analysed: 1) several tensions over various categories (allegiance, dimensional, temporal, learning, performance and spatial) can draw on the same justifications (rationale that oppose industrial and domestic conventions); 2) a prioritization of tension categories can make it easier to resolve them.
{"title":"Managing tensions and paradoxes between stakeholders in a complex project context: Case study and model proposal","authors":"François Labelle, Aliénor de Rouffignac, P. Lemire, C. Bredillet, S. Barnabé","doi":"10.19255/JMPM02012","DOIUrl":"https://doi.org/10.19255/JMPM02012","url":null,"abstract":"Stakeholder (SH) management has recently undertaken a turn from the traditional management \"of\" to managing \"for\" and \"with\" SH. Relating to this relational trend, identification and management tensions between SH is an important area of study. Indeed, from how to live with and/or resolve or not those tensions depends the possibility of building the most beneficial cooperation possible between SH for the continuation of the project, to obtain win-win results, and promote shared value and common good. For this purpose, a theoretical model is suggested, based on the approaches of paradoxes and conventionalist economy of worth, supporting the identification of tensions between SH and their justifications, and the clarification it helps to bring as to win-win or shared value outcomes, or the absence of such, in the context of a complex project. The suggested model is then used in an exploratory case study. The goal is to assess its relevance, usefulness and quality. Two theoretical contributions emerge from the data analysed: 1) several tensions over various categories (allegiance, dimensional, temporal, learning, performance and spatial) can draw on the same justifications (rationale that oppose industrial and domestic conventions); 2) a prioritization of tension categories can make it easier to resolve them.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"13 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-10-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129016568","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
As companies are globalizing, projects involving people from multiple locations are more common. Personal interaction between team members in such virtual project teams is limited in several ways. One of the functions of personal interaction in projects is the transfer of knowledge. While explicit knowledge can be shared in written form, tacit knowledge is usually shared through personal interaction. The limited personal interaction in virtual teams therefore provides constraints for the exchange of tacit knowledge. The pattern method is a way of capturing and encoding tacit knowledge in a structured written form. This chapter reports a study that tested the applicability of the pattern method for the capturing and transferring of tacit knowledge in virtual project teams. In a quasi-experiment, the study evaluated how this method compares to unstructured email communication for the purpose of tacit knowledge transfer. The participants generally preferred reading patterns over unstructured text and preferred the pattern method in situations that were more formalized and structured.
{"title":"Using Patterns to Capture and Transfer Tacit Knowledge in Virtual Project Teams","authors":"S. Kögl, Gilbert Silvius","doi":"10.19255/JMPM02002","DOIUrl":"https://doi.org/10.19255/JMPM02002","url":null,"abstract":"As companies are globalizing, projects involving people from multiple locations are more common. Personal interaction between team members in such virtual project teams is limited in several ways. One of the functions of personal interaction in projects is the transfer of knowledge. While explicit knowledge can be shared in written form, tacit knowledge is usually shared through personal interaction. The limited personal interaction in virtual teams therefore provides constraints for the exchange of tacit knowledge. The pattern method is a way of capturing and encoding tacit knowledge in a structured written form. This chapter reports a study that tested the applicability of the pattern method for the capturing and transferring of tacit knowledge in virtual project teams. In a quasi-experiment, the study evaluated how this method compares to unstructured email communication for the purpose of tacit knowledge transfer. The participants generally preferred reading patterns over unstructured text and preferred the pattern method in situations that were more formalized and structured.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"767 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-10-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133448909","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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