Toward a regional ontology for information systems project management

2010 ◽  
Vol 3 (4) ◽  
pp. 681-692 ◽  
Author(s):  
Kosheek Sewchurran ◽  
Derek Smith ◽  
Dewald Roode
Keyword(s):  
Project Management ◽  
Information Systems ◽  
Social Construction ◽  
Best Practice ◽  
Management Practice ◽  
A Priori ◽  
Research Literature ◽  
Relational Model ◽  
Content Type ◽  
Underlying Theory

PurposeThe paper aims to paper an overview of a completed doctoral thesis which pursued the development of underlying theory (ontology) to give coherence to research in the information systems (IS) project management space.Design/methodology/approachAs a result of the considerable concern about a lack of underlying theory in project management the author has chosen to investigate the development of underlying theory to serve as a regional ontology to give debates undertaken to improve IS project management coherence. The thesis is a critical interpretive a priori effort. In the pursuit of the goal of developing a regional ontology, the notions, concepts and theories related to existentialism and social construction were investigated. These were investigated because the research literature places considerable emphasis on the need to understand as‐lived project experiences.FindingsOne of the significant outcomes that results from this research is the development of a proposed regional ontology. This was achieved by fusing the theories of Heidegger's Dasein, Bourdieu's “Theory of practice” and Maturana and Varela's “Theory of living systems”. The regional ontology is a consolidation of the various concepts defined by these researchers. These theories complement each other to give rise to a relational model of social construction which also has related phenomenological, existential and biological perspectives.Practical implicationsThe proposed ontology was interpreted using the popular alternatives that have recently emerged alongside the established best practices such as project management body of knowledge. The perspectives of complex, responsive processes of relating, the temporary organisation, agility and organisational becoming were reviewed using the regional ontology. The interpretation process illustrated that the regional ontology is able to provide a more fundamental and coherent context to subsume and delimit these emerging new frames.Originality/valueThe thesis also discusses the researcher's view of contemporary project management practice that accords with the regional ontology principles. Through argument and the contemporary context of IS project management practice that was sketched, the principles of the regional ontology are illuminated. Through this process it was possible to claim that established best practice modes of education should not exist in isolation but should instead be situated within a wider analogical context that embraces the values of learning, becoming and innovating.

In the eye of the beholder

2017 ◽  
Vol 10 (2) ◽  
pp. 346-369 ◽  
Author(s):  
Pooria Niknazar ◽  
Mario Bourgault
Keyword(s):  
Project Management ◽  
Classification Scheme ◽  
Management Practice ◽  
Blind Spot ◽  
Black Box ◽  
Research Literature ◽  
Classification Criteria ◽  
Future Research ◽  
Content Type ◽  
Big Picture

Purpose Projects have high stakes in how they are categorized. The final place of a project within a classification scheme depends on the inclusion or exclusion of certain classification criteria. So far, many researchers and organizations have used a variety classification criteria to construct different project classification schemes. However, most of these classification criteria have been taken for granted and the process of selecting them to categorize projects still remains a black box. The purpose of this paper is to open the black box of classification process and explain how it is reflected in picking the classification criteria. Design/methodology/approach Drawing on insights from cognitive psychology’s literature, the authors examine the main views of classification process to provide insight into the unknown or implicit reasons that one might have to pick particular attributes as project classification criteria. Findings The authors argue that classification occurs in the eye of the beholder; it is not only the project’s features per se but also the classifier’s “goals, ideal and preference” or “knowledge of causal relations” that are reflected in the classification criteria. Research limitations/implications By elaborating the classification process, the authors brought the project context into the big picture of classification and provide a more rational, and coherent picture of how project classification works. This contributes to a theoretical blind spot, raised by prior researchers, related to the selection of project classification criteria. Practical implications Understanding classification processes will reduce the ambiguities, inconsistencies and multiple interpretations of project categories and help practitioners increase their projects’ visibility and legitimacy within an already established classification scheme. These implications help organizations in addressing some of the main obstacles to using categorization in project management practice. Originality/value The review of prior work in the category research literature and the insights from this paper will provide project management scholars with a useful toolbox for future research on project classification, which has long been understudied.

scholarly journals Value of project management in university–industry R&D collaborations

2020 ◽  
Vol 13 (4) ◽  
pp. 819-843
Author(s):  
Gabriela Fernandes ◽  
David O' Sullivan ◽  
Eduardo B. Pinto ◽  
Madalena Araújo ◽  
Ricardo J. Machado
Keyword(s):  
Decision Support ◽  
Project Management ◽  
Empirical Research ◽  
Research Literature ◽  
Competing Values ◽  
Content Type ◽  
Key Stakeholders ◽  
Multi Stakeholder ◽  
University Industry

PurposeUniversity–industry projects provide special challenges in understanding and expressing the values required of project management (PM) in delivering stakeholder benefits. This paper presents a framework for understanding, identifying and managing the values of PM in major university–industry R&D projects.Design/methodology/approachThe value framework identifies for each of the key stakeholders, the key PM values that may require to be managed and are largely derived from research literature. Empirical research then explores, prioritises and selects key PM values that need to be managed for a specific project. A large case study is used involving one university and one industry collaborating on a multi-million Euro initiative over six years. Empirical research was conducted by researchers who observed at close quarters, the challenges and successes of managing the competing values of key stakeholders.FindingsThe value framework takes a stakeholders' perspective by identifying the respective PM values for each of six stakeholders: university–industry consortium, university, industry, R&D external entities, funding entity and society.Research limitations/implicationsThe research was performed using only one case study which limits the generalisability of its findings; however, the findings are presented as a decision support aid for project consortia in developing values for their own collaboration.Practical implicationsGuidance and decision support are provided to multi-stakeholder research consortia when selecting values that need to be managed for achieving tangible and intangible project benefits.Originality/valueThe paper demonstrates a proposed framework for designing and managing the value of PM in large multi-stakeholder university–industry R&D projects.

Adoption and implementation potential of the lean concept in the petroleum industry: state-of-the-art

2019 ◽  
Vol 10 (1) ◽  
pp. 311-338 ◽  
Author(s):  
Andika Rachman ◽  
R.M. Chandima Ratnayake
Keyword(s):  
Project Management ◽  
Literature Review ◽  
Conceptual Framework ◽  
State Of The Art ◽  
Management Practice ◽  
Data Extraction ◽  
Petroleum Industry ◽  
Lean Implementation ◽  
Content Type ◽  
Adoption And Implementation

Purpose A systematic literature review is performed to reveal the state-of-the-art in the implementation of lean principles in the petroleum industry. This paper aims to generate a conceptual framework and reveal research gaps with respect to lean concept application in the petroleum industry. Design/methodology/approach After formulating research questions, the search strategy is generated, followed by data extraction, literature review and synthesis of the results. The search covers any studies in peer-reviewed scientific journals and conference proceedings in the period 1990-2017 that discuss the implementation of the lean concept in the petroleum industry. Findings The lean concept has been used to improve operational and technical aspects, contractor/supplier relationships, team organization and project management practice in the petroleum industry. Based on the literature review, a conceptual framework is generated comprising four main elements: leadership and commitment from management, employee involvement, cooperation and trust with contractors/suppliers and lean project management. These elements are the pillars that are founded on lean philosophy and principles to support technical/operational improvement in the organization. The types of literature identified indicate that the subject of the study is still immature. Research limitations/implications This study focuses only on the upstream sector of the petroleum industry, which restricts the generalizability of the results to midstream and downstream businesses. Practical implications This paper provides knowledge and information regarding the current state of lean implementation in the petroleum industry. The developed conceptual framework provides general guidance for practitioners regarding lean implementation in the petroleum industry, and is also expected to support research on theory building. Originality/value Few studies have discussed the application of the lean concept in the petroleum industry. This paper contributes a platform for researchers and practitioners to comprehend how the lean concept has been applied in the petroleum industry, and provides a foundation for further studies on lean implementation in the petroleum industry.

Managing projects in war-torn societies

2019 ◽  
Vol 25 (4) ◽  
pp. 585-602
Author(s):  
James Earnest
Keyword(s):  
Project Management ◽  
Management Practice ◽  
Academic Research ◽  
Project Planning ◽  
Development Projects ◽  
Sovereign State ◽  
Content Type ◽  
Study Approach ◽  
Actual Application ◽  
Post Conflict

PurposePlanning and implementing reconstruction projects in areas that are affected by conflict has proven to be far more challenging than expected and has often been considered to be inappropriate response from practitioners, aid agencies and government. Therefore, the purpose of this study is to explore reconstruction and development projects in Kosovo given its history of non-sovereign state under United Nations administration and analyse how they were planned and executed that would more likely yield progressive outcomes for the society.Design/methodology/approachThe study was designed to explore how projects are planned and implemented, as well as help in understanding the phenomena in the historical, social, cultural and governance context within the project implementation practices of multilateral agencies in Kosovo. Applying action research principles and using a detailed case study approach to the interviews, the study identified programme strengths, weaknesses and implications of project management practice and theory and differences of opinion within the project team in project planning and implementation in their wider sense.FindingsThere is evidence that both aid organisations’ constructed project management processes and international aid agencies practices do not work effectively in a community service delivery setting. The study showed that there continue to be challenges in project processes, implementation, stakeholder coordination, communication, cost, quality, procurement and risk management.Practical implicationsForward looking and grounded in traditions, the study indicated a need to promote a better understanding of how reconstruction and development projects are undertaken at all levels of the organisation and to describe processes, procedures and tools used for the actual application of projects in war-torn societies.Originality/valueThe study is among the first academic research worldwide to examine traditional practices of project management which are wildly applied and to explore if the same processes can be applied in post-conflict settings. This study is timely and beneficial in fulfilling its responsibility to post-conflict communities.

Delivering professional projects

2010 ◽  
Vol 4 (1) ◽  
pp. 73-94 ◽  
Author(s):  
Shauneen Furlong ◽  
Wafi Al‐Karaghouli
Keyword(s):  
Information Technology ◽  
Project Management ◽  
Global Economy ◽  
Management Practice ◽  
Transformation Process ◽  
Human Interaction ◽  
Ongoing Research ◽  
Content Type ◽  
Initiation Phase ◽  
The World

PurposeOwing to inadequate implementations of project management (PM) procedures and processes, many large information technology systems (ITS) projects failed to deliver its promises. Also, many of the failures in the implementation of large ITS projects around the world have been attributed to inadequate PM action. This criticism encompasses e‐government project initiatives which have attempted ambitious program change, major innovations, large transformations, enterprise wide solutions, collaboration across organisations, governments and private sectors, and the implementation of unprecedented (or ambitious) solutions. The purpose of this paper is to examine these issues.Design/methodology/approachThis paper forms part of an ongoing research of a PhD degree to describe, critically evaluate and examine the underlying barriers and challenges in large e‐government initiatives. Also, this paper examines change in organisations due to the change in the global economy and global information society as new technology is changing the nature of work. It identifies and examines the current and foreseeing problems with large e‐government projects and describes how a sociotechnical approach which takes into account, technical, business, citizen, economic needs in the creation of a sociotechnical ITS for future citizens. In addition, the paper offers a technology‐enabled enhancement to the project‐initiation phase, the area identified as being particularly weak and inadequate in addressing initial requirements of e‐government initiatives.FindingsThe paper proposes that technology can be incorporated into the professional practice of PM. It can also be a part of a passable solution as opposed to being distinct and separate from it. The PM supporting tools, as opposed to merely reporting actual versus plans have to increase the novelty (art and science) of PM through human interaction, empower the project manager and in aiding his capacity in delivering the expected outcomes.Social implicationsThe paper demonstrates the value of effective project managers within the wider context of PM in transformational e‐government initiatives. It believes that this research will have an impact on three important areas, namely project management practice (PMC), e‐government projects and the transformation process of large projects in the public sector. This paper is about changing culture and practice of PMC in handling and managing large projects when different parties involve including outsourcing. This paper investigates and addresses, not only the transformation process of e‐government projects, but also, the transformation of PM professional culture (i.e. PMC) that delivers and works.Originality/valueThis research paper contributes to the existing literature of PM of large e‐government transformational processes. The paper addresses a number of e‐government challenges, by critically analysing and summarising a list of e‐government challenges and barriers arising from an e‐government survey administered on behalf of the World Information Technology and Services Alliance which represents the national technology associations in 70 countries. It compares these challenges to the project management body of knowledge (PMBOK), which is the North American standard in PM methodology. Also, it highlights the weaknesses in PMBOK to address these challenges and offers a technology‐enabled enhancement to the project‐initiation phase. This is the strength of this paper.

scholarly journals Balanced and integrated e-government implementation – exploring the crossroad of public policy-making and information systems project management processes

2018 ◽  
Vol 12 (2) ◽  
pp. 191-208 ◽  
Author(s):  
Ulf Melin ◽  
Elin Wihlborg
Keyword(s):  
Public Policy ◽  
Project Management ◽  
Information Systems ◽  
Case Studies ◽  
Policy Making ◽  
Public Policy Making ◽  
Content Type ◽  
Research Fields ◽  
Management Approaches ◽  
Critical Aspects

Purpose This paper aims to identify and elaborate on the various interpretations and implications of e-government as a process of public policy-making and as an act of information systems (IS) project management. The paper contributes to the search for a theoretical conceptualization by bridging policy project management and policy-making in public sector organizations at a crossroad of e-government to improve sustainable e-government research. Design/methodology/approach The research design of this paper focus on a model balancing the two research fields; public policy-making and analysis, and project management in the IS field. Through this model, four critical aspects of the processes are identified: objective, incentives/motivation, input/trigger and coordinative actor. These critical aspects are illustrated through findings from four case studies that are re-analyzed here. The cases show how the conceptual model through different dimensions can balance the two perspectives to reach a more sustainable outcome of e-government. Findings The paper shows that the two perspectives on e-government – public policy-making and project management – can be balanced and thereby reach a more sustainable outcome at this crossroad. The case studies re-visited in this paper are compared and serves as illustrations of these perspectives and different configurations of them in search for the crossroad. Research limitations/implications A main contribution of the paper is that e-government projects should be studied in, and taking both public policy-making and IS project management into account to be sustainable and successful. Even if the case studies have been conducted in Sweden, the conceptual results in this paper can be analytically generalized into other setting. However, there is a need for more comparative and conceptual studies in the field of e-government to shed light on the multi-faceted crossroads illustrated in this paper. Practical implications The paper offers new insights on how to integrate, bridge and even balance the two aspects of e-government policy aspects and projects management to achieve more sustainable and successful e-government. Originality/value The paper contributes to the literature by shedding light on the crossroad of policy aspects and IS project management approaches in the e-government field. The paper points at the need to further develop the understanding and design of e-government at the crossroad of information system models and political science concepts.

scholarly journals Optimism bias within the project management context

2017 ◽  
Vol 10 (2) ◽  
pp. 370-385 ◽  
Author(s):  
James Prater ◽  
Konstantinos Kirytopoulos ◽  
Tony Ma
Keyword(s):  
Project Management ◽  
Research Literature ◽  
Third Party ◽  
Content Type ◽  
Optimism Bias ◽  
Tangible Evidence ◽  
Management Context ◽  
Mitigation Techniques ◽  
The Impact ◽  
Engineering Projects

Purpose One of the major challenges for any project is to prepare and develop an achievable baseline schedule and thus set the project up for success, rather than failure. The purpose of this paper is to explore and investigate research outputs in one of the major causes, optimism bias, to identify problems with developing baseline schedules and analyse mitigation techniques and their effectiveness recommended by research to minimise the impact of this bias. Design/methodology/approach A systematic quantitative literature review was followed, examining Project Management Journals, documenting the mitigation approaches recommended and then reviewing whether these approaches were validated by research. Findings Optimism bias proved to be widely accepted as a major cause of unrealistic scheduling for projects, and there is a common understanding as to what it is and the effects that it has on original baseline schedules. Based upon this review, the most recommended mitigation method is Flyvbjerg’s “Reference class,” which has been developed based upon Kahneman’s “Outside View”. Both of these mitigation techniques are based upon using an independent third party to review the estimate. However, within the papers reviewed, apart from the engineering projects, there has been no experimental and statistically validated research into the effectiveness of this method. The majority of authors who have published on this topic are based in Europe. Research limitations/implications The short-listed papers for this review referred mainly to non-engineering projects which included information technology focussed ones. Thus, on one hand, empirical research is needed for engineering projects, while on the other hand, the lack of tangible evidence for the effectiveness of methods related to the alleviation of optimism bias issues calls for greater research into the effectiveness of mitigation techniques for not only engineering projects, but for all projects. Originality/value This paper documents the growth within the project management research literature over time on the topic of optimism bias. Specifically, it documents the various methods recommended to mitigate the phenomenon and highlights quantitatively the research undertaken on the subject. Moreover, it introduces paths for further research.

scholarly journals Uncertainty management of projects from the owners' perspective, with main focus on managing delivered functionality

2013 ◽  
Vol 7 (1) ◽  
pp. 133-143
Author(s):  
Hans Petter Krane ◽  
Nils O.E. Olsson
Keyword(s):  
Project Management ◽  
Success Factors ◽  
Research Work ◽  
Research Process ◽  
Energy Sector ◽  
Uncertainty Management ◽  
Research Literature ◽  
Research Approach ◽  
Content Type ◽  
Risk Elements

Purpose – This paper aims to report on the work on a doctoral thesis studying uncertainty management of projects. The thesis was in particular studying uncertainty regarding the functionality that the project should deliver. The research also addresses how the project owner's views and interests are taken care of, and the relation between the project management and the project owner in this uncertainty management. The purpose of the paper is not only to report the research findings and conclusions, but also to give insight into the research process – the researcher's “journey” in his work with the thesis is described and also some main issues regarding the context of the research. Design/methodology/approach – The research work that is reported on was carried out applying a combined research approach utilizing both quantitative and qualitative data. The research was mainly based on two case studies – one made up of two projects in the railway sector, and one consisting of seven projects in the energy sector. In both the studies, qualitative techniques were applied: interviews, observations and documentation studies. In the study in the energy sector, there was also made a quantitative study using data from the risk registers of the seven projects, with a total of almost 1,500 risk items. Findings – The study shows that the projects' uncertainty management did not have a project owner's perspective, but was mainly focused on the success factors of the project management. In the quantitative part of the studies, it was found that a great majority (91 percent) of the risk elements in the projects studied were operational risks, i.e. risks mainly concerning the projects' operational goals. Also, most of the projects' risk elements were threats (67 percent). Originality/value – There appears to be a paucity of similar studies of uncertainty management in projects undertaken in the project management research literature. Developing a better focus on the project owner and uncertainty regarding the projects' effects was found to be the main value of the work.

scholarly journals Revisiting the project management knowledge framework

2018 ◽  
Vol 11 (4) ◽  
pp. 1026-1043 ◽  
Author(s):  
Jonghyuk Cha ◽  
Mike Newman ◽  
Graham Winch
Keyword(s):  
Life Cycle ◽  
Project Management ◽  
Information Systems ◽  
Design Methodology ◽  
Content Type ◽  
Knowledge Framework ◽  
Management Knowledge ◽  
Conceptual Paper ◽  
Life Cycle Models ◽  
Advanced Model

PurposeThis paper highlights that extant project management (PM) bodies of knowledge have not fully addressed organisational transformation enabled by information systems projects. The purpose of this paper is to examine the transformation context in the PM disciplines. The authors argue that the execution-oriented PM bodies of knowledge are limited, as they place too much emphasis on the delivery outputs by the supplier rather than the achievement of beneficial outcomes by the project owner.Design/methodology/approachAs a conceptual paper, this paper reviews extant PM bodies of knowledge, life cycle models, the context of organisational transformation and benefits realisation, and the distinction between a project owner’s and the project supplier’s capabilities.FindingsA new PM knowledge framework is provided as an advanced research frame for future works by enhancing Peter Morris’ Management of Projects framework by employing the conceptual lens of Winch’s Three Domains of Project Organising model.Originality/valueThe advanced model emphasises the necessity of distinguishing a project owner’s and a supplier’s PM capability and knowledge to achieve successful IS-enabled organisational transformation. Through this effort to resolve the fragmentation and specialisation problems in PM disciplines, the model can be used as a theoretical groundwork for the advancement of PM research.

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