Minimization of Project-network with Given Bounds of Activity Durations

2001 ◽  
pp. 384-387
Author(s):  
Y. N. Sotskov ◽  
A. N. Shilak
Keyword(s):  
Project Network

In a flash of time: knowledge resources that enable professional cross-boundary work

2020 ◽  
Author(s):  
David Cross ◽  
Juani Swart
Keyword(s):  
High Speed ◽  
Work Organization ◽  
Project Teams ◽  
Professional Work ◽  
Organizational Boundaries ◽  
Knowledge Resources ◽  
Network Organizations ◽  
Fast Pace ◽  
Project Network ◽  
Or Organization

Abstract In this paper, we highlight the networked context of the professions. In particular, we indicate that neo-classical professionals tend to work across organizational boundaries in project teams, often to meet the needs of clients and the wider society. However, little is known about the resources that professionals draw on to meet immediate, fast paced, client demands in project network organizations (PNOs). We pinpoint how knowledge resources, human, social and organizational capital enable professionals to produce outputs at a fast pace/tempo. Temporality emerged as an unexpected but key issue in our empirical research and we explore this further here. First, we put forward how professional work organization(s) has changed by focusing on the boundaries of organizations, and how this is often temporary and project-driven. Second, we use the specific lens of knowledge resources which are drawn upon to enable networked working and ask the question: which knowledge resources enable professionals to work at a fast pace within networks? Third, appreciative of the vast literature on temporary and networked organizations in professional work, our focus is beyond a single profession or organization, and hence, we build upon the prior research on PNOs. We do this by drawing on empirical data of a humanitarian aid project networked organization (HN) that upscales across its network at high speed, often within days, to generate funds for humanitarian disasters in order to save lives.

scholarly journals The European CCS Demonstration Project Network — A forum for first movers

2011 ◽  
Vol 4 ◽  
pp. 5557-5564 ◽  
Author(s):  
Simon J. Bennett ◽  
Michael Kelleher ◽  
Eelco Kruizinga ◽  
Steinar Thon ◽  
Olafr Røsnes
Keyword(s):  
Demonstration Project ◽  
Project Network

Configurations for Interorganizational Project Networks

2018 ◽  
Vol 49 (4) ◽  
pp. 53-61 ◽  
Author(s):  
Timo Braun
Keyword(s):  
Project Management ◽  
Project Management Office ◽  
Administrative Organization ◽  
Project Networks ◽  
Project Network ◽  
Organizational Embeddedness

Projects are becoming increasingly interorganizational; therefore, typically, the project management office (PMO) of a single corporation is neither capable of nor authorized to supplying all partners of a project network with services and knowledge. On the interorganizational level, a network administrative organization (NAO) may be founded providing similar services such as those provided by PMOs, but then to all network partners. This conceptual article seeks to integrate these streams of research by comparing the roles and tasks of PMOs and NAOs, as well as their organizational embeddedness. Thereupon, four modes of interplay between these organizational entities are developed and underpinned with exemplary configurations.

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