System Dynamics Applied to Project Management: A Survey, Assessment, and Directions for Future Research

2020 ◽  
pp. 285-314
Author(s):  
David N. Ford ◽  
James M. Lyneis
Keyword(s):  
Project Management ◽  
System Dynamics ◽  
Future Research

scholarly journals System dynamics applied to project management: a survey, assessment, and directions for future research

2007 ◽  
Vol 23 (2-3) ◽  
pp. 157-189 ◽  
Author(s):  
James M. Lyneis ◽  
David N. Ford
Keyword(s):  
Project Management ◽  
System Dynamics ◽  
Future Research

scholarly journals The Behavior of Procurement Process as Described by Using System Dynamics Methodology

2018 ◽  
Vol 2018 ◽  
pp. 1-15
Author(s):  
Mohd Izhan Mohd Yusoff
Keyword(s):  
Supply Chain ◽  
Project Management ◽  
System Dynamics ◽  
Future Research ◽  
Procurement Process ◽  
Fields Of Study ◽  
Telecommunication Company ◽  
And Performance ◽  
The Impact

System dynamics methodology has been used in many fields of study which include supply chain, project management and performance, and procurement process. The said methodology enables the researchers to identify and study the impact of the variables or factors on the outcome of the model they developed. In this paper, we showed the use of system dynamics methodology in studying the behavior of procurement process that is totally different from those mentioned in previous studies. By using a typical procurement process employed by a telecommunication company as a case study, we proposed a new one (i.e., procurement process) and developed a procurement model where we discovered that the number of days involved in completing the whole procurement process depends heavily upon the scenarios we created (especially those that exceed two months), and suggested future research undertakings.

The role of system dynamics in project management

1996 ◽  
Vol 14 (4) ◽  
pp. 213-220 ◽  
Author(s):  
Alexandre Rodrigues ◽  
John Bowers
Keyword(s):  
Project Management ◽  
System Dynamics

Internal projects as strategic tools: an organisation-level perspective and a research agenda

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Torbjørn Bjorvatn
Keyword(s):  
Project Management ◽  
Theory Development ◽  
Future Research ◽  
Content Type ◽  
Theoretical Contribution ◽  
Research Areas ◽  
Linear Relationships ◽  
Strategic Role ◽  
And Performance

PurposeThe purpose of this conceptual paper is to describe and explain how organisations use internal projects to implement organisation-level strategy objectives.Design/methodology/approachTheory development with an emphasis on explaining key constructs and their mutual relationships. The theoretical contribution is represented in a diagram along with a detailed verbal account.FindingsThe paper develops a dynamic, cross-level framework to illustrate the organisational processes and outcomes that determine project-based strategy implementation within a single organisation. The interplay between the base organisation and the project, and benefits realisation were singled out as key future research areas. The proposed framework engages with central discourses in the fields of project management, strategic management, innovation studies, knowledge management and organisation studies.Research limitations/implicationsOnly the contours of an organisation-level theory of strategically motivated internal projects are outlined. Future research must elaborate on the complexities, the non-linear relationships and the boundary conditions that follow from the proposed framework.Practical implicationsManagers are alerted to the strategic role of internal projects, how these projects help connect strategy and performance and what the accompanying organisational processes and outcomes look like.Originality/valueThe paper constitutes an early conceptual treatment of strategy-driven internal projects as a distinct project category, thus addressing a major knowledge gap in project studies. Organisational project-management theory is extended with suggestions for future research.

A conceptual framework for managing post-disaster reconstruction projects in emerging economies: the case of Angola

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nyamagere Gladys Sospeter ◽  
Pantaleo D. Rwelamila ◽  
Joaquim J. Gimbi
Keyword(s):  
Project Management ◽  
Conceptual Framework ◽  
Business Environment ◽  
Emerging Countries ◽  
Provincial Government ◽  
Future Research ◽  
Research Approach ◽  
Content Type ◽  
Essential Components ◽  
Post Disaster

PurposeThis study develops a conceptual framework appropriate for managing Post-Disaster Reconstruction Projects (PDRPs) so as to avoid cost and time overruns in Angola.Design/methodology/approachAn explanatory sequential mixed research approach was used. Data was collected from project participants within the ministry of planning, the provincial government office of planning and the local government in Angola. A questionnaire with closed questions was completed by 130 survey respondents. Semi-structured focus group interviews were conducted with seven participants selected through purposive sampling. Descriptive statistics, t-test and content analysis were used to analyse quantitative and qualitative data, respectively.FindingsThe study indicates that there is presently no formal project management process. Neither have government project management standards been developed and broadcast. This results in ad hoc processes being mostly used for managing PDRPs. The study further presents disaster preparation programme, community engagement, resources and stakeholder's engagement, post-disaster procurement policies, financial guides, post-disaster recovery legislation, context-specific (social economic, demographic, political and cultural variables), programme preparation as essential components to be considered for developing an appropriate framework for managing PDRPs.Research limitations/implicationsThe study is limited by its geographical settings which focussed the results on one province in Angola. However, the findings can be useful for other countries wishing to gain insights on the framework with “overlooked components” for managing DPRPs in emerging countries with similar disaster environment, government policies and same business environment.Practical implicationsThe framework for managing PDRPs may positively impact project realization, hence minimization of time and cost overruns. The findings are vital for managers, local practitioners and policy/decision-makers in emerging countries of essential components and lessons useful for managing PDRPs and making decisions when they intend to participate in such projects. An understanding of which approaches are critical and essential components of the framework serves as a basis for improving project delivery. Future research studies should describe its practical application.Originality/valueThe study provides insights by identifying an ordered grouped set of project management models/approaches mostly applicable for managing PDRPs in Angola, better understanding of appropriate components/variables to be considered and develops a conceptual framework for managing PDRPs in emerging countries, post-war context.

Investigating the adoption of social media in the construction industry: empirical evidence from project teams in China

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Guofeng Ma ◽  
Shan Jiang ◽  
Jianyao Jia
Keyword(s):  
Social Media ◽  
Project Management ◽  
Environmental Factors ◽  
Construction Industry ◽  
Structural Equation ◽  
Project Teams ◽  
Equation Modeling ◽  
Future Research ◽  
Time Interval ◽  
Content Type

PurposeA lack of reliable and effective communication tools poses major barriers impeding the performance of construction projects consisting of diverse participants. Although some construction project teams (CPTs) begin to apply social media (SM) as an available approach for project management the entire mechanism of SM adoption in this specific context remains understudied. Therefore, this study aims to adopt a CPT's lens to investigate the critical antecedents and associated effects underlying SM adoption in the construction industry.Design/methodology/approachBased on the technology–organization–environment (TOE) theory, a conceptual model was proposed and tested by empirical data collected from 159 CPTs in China. Structural equation modeling technique was employed for data analysis.FindingsThe results demonstrate that all the five extracted TOE-based antecedents including two technological factors (i.e. compatibility and expected cost), one organizational factor (i.e. top management support) and two environmental factors (i.e. project partner collaboration and project fit) are crucial to the adoption of SM in CPTs. Besides, SM acceptance is found to mediate the relationships between organizational and environmental factors and SM use. Moreover, SM use significantly predicts the communication effectiveness of CPTs.Research limitations/implicationsA questionnaire study based on cross-sectional data from China may only unveil the logic of SM adoption in the context of Chinese construction industry within a shorter time interval. It is recommended that future research could develop longitudinal studies among various construction practitioners in different countries to further specify and generalize the current findings.Originality/valueThis paper provides a comprehensive understanding of SM adoption in the construction industry by exploring the preadoption antecedents and postadoption effects from the perspective of project teams. The empirical findings advance the current web-based project management literature and afford new insights for construction practitioners into better managing SM application to reap its full capabilities in projects.

scholarly journals Elaborating factors affecting visual control in a big room

2019 ◽  
Vol 19 (1) ◽  
pp. 34-47
Author(s):  
Jukka Majava ◽  
Harri Haapasalo ◽  
Kirsi Aaltonen
Keyword(s):  
Project Management ◽  
Construction Industry ◽  
Single Case ◽  
Management Strategies ◽  
Holistic Approach ◽  
Visual Control ◽  
Future Research ◽  
Content Type ◽  
Factors Affecting ◽  
And Control

Purpose The “big room” concept and lean philosophy have become increasingly popular in the construction industry. Visual control is a central part of lean philosophy and the big room concept; its aim is to improve information flow, joint problem-solving and real-time decision-making. Visual control facilitates effective project management by providing information on what work is performed and why, customer requirements, deadlines, work status and potential problems. This study aims to explore how visualisation supports project management and control in a big room and the factors that facilitate good visual control. Design/methodology/approach This research is based on the case study method, and the objective is to elaborate the current understanding of factors that affect visual control. The study includes a literature review and an empirical study of a large construction project. Findings The results indicate that many factors facilitate visual control. Despite the importance of facilities and tools, communication and teamwork are identified as the key factors. On a broader level, the results indicate a need for a holistic approach in developing visual management strategies and practices in the construction industry and in complex projects in particular. Research limitations/implications A single case may not be able to offer a generalised picture of this complex topic. However, the study provides novel insights for practitioners and researchers interested in the development of visual control and big rooms. Future research topics are also proposed. Originality/value While previous studies have identified many elements of successful big room implementation – including integration and early involvement, information sharing, tools and facilities – this study focusses specifically on the factors that facilitate visual control.

scholarly journals Major hospital transformations: An integrative review and implications for nursing

2020 ◽  
Vol 10 (7) ◽  
pp. 46 ◽  
Author(s):  
Julie Fréchette ◽  
Mélanie Lavoie-Tremblay ◽  
Monique Aubry ◽  
Kelley Kilpatrick ◽  
Vasiliki Bitzas
Keyword(s):  
Project Management ◽  
Search Strategy ◽  
Systematic Approach ◽  
Integrative Review ◽  
Future Research ◽  
Empirical Knowledge ◽  
Sustainable Change ◽  
Change Initiatives ◽  
Project Management Office ◽  
Healthcare Leaders

Major hospital transformations, hospital projects that combine construction and quality improvement dimensions, are booming around the globe. These costly endeavours have the potential to revolutionize healthcare, yet no known review explores this phenomenon, undermining accessibility of knowledge for healthcare leaders. In order to provide guidance on healthcare project management and on future research avenues, this article aims to synthesize empirical knowledge concerning major hospital transformations and their implications for nursing. An integrative review of the literature using the systematic approach described by Whittemore and Knafl was selected. As major hospital transformations represent a new area of research, the review includes 13 articles out of 116 retrieved for screening. The search strategy included the following electronic databases: CINAHL, MEDLINE, and Business Source Complete. Three main themes emerged from the data: the challenging context of major hospital transformations, the project management office as a key to successful healthcare change, and the absence of certain stakeholders’ voices. Major hospital transformations are important to study holistically as multi-change initiatives cannot be understood through investigating individual changes alone. Healthcare leaders are called to reflect on their governance structures during organisational transformations, as well as on the inclusion and exclusion of certain stakeholders who are essential to making sustainable change.

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