scholarly journals Adapting to the changing needs of managing innovative projects

2016 ◽  
Vol 19 (1) ◽  
pp. 111-132 ◽  
Author(s):  
Satu Rekonen ◽  
Tua A. Björklund
Keyword(s):  
Longitudinal Research ◽  
Longitudinal Design ◽  
Innovation Process ◽  
Project Managers ◽  
Content Type ◽  
Face To Face ◽  
Front End ◽  
Domain Expertise ◽  
Project Phases ◽  
Task Oriented

Purpose – The purpose of this paper is to explore the changes in managerial activities and challenges at different phases of innovative projects. Design/methodology/approach – Six NPD project managers were interviewed in three different project phases in a qualitative, longitudinal design. The resulting 18 semi-structured face-to-face interviews were content analyzed and categorized according to thematic similarity. Findings – Altogether 19 categories describing managerial concerns in managing innovative projects were recognized. Task-oriented, rather than people-oriented, approaches were dominant throughout the projects, although the reported concerns clearly varied at each phase. The early development phase emerged as a transition point, where managers had to transform their roles, reported activities decreased, and reported challenges increased. Research limitations/implications – Although based on a small number of participants in a single setting, the results highlight the need for longitudinal studies and differentiating between the various phases of the innovation process, as there was great variance in the concerns of each phase. Furthermore, domain expertise seemed to have a large impact on how the managers reformulated their role in transitioning from the front-end to the development phases. Practical implications – The present study emphasizes the need to support managers in transitioning between different innovation phases and to recognize the need to adjust managerial roles. Further, it seemed crucial to establish the practices supporting successful teamwork in the front-end phase before the first phase transition. Originality/value – The study is a rare example of a longitudinal research design examining the implications and transition between different phases of the innovation process within the same projects for project managers.

Perceived managerial functions in the front-end phase of innovation

2016 ◽  
Vol 9 (2) ◽  
pp. 414-432 ◽  
Author(s):  
Satu Rekonen ◽  
Tua A. Björklund
Keyword(s):  
Domain Knowledge ◽  
Project Managers ◽  
The Other ◽  
Content Type ◽  
Structural Support ◽  
Front End ◽  
Other Hand ◽  
Antecedents And Consequences ◽  
Task Oriented ◽  
University Setting

Purpose – The purpose of this paper is to explore managerial functions and related activities of inexperienced project managers in the front-end of the innovation (FEI) process. Design/methodology/approach – In total, 15 student project managers were interviewed while they were engaged in the front-end phase of their respective eight-month projects. In total, 757 interview transcript segments on their perceptions of managerial functions were categorized based on thematic similarity of content. Findings – Four major managerial functions emerged: providing structural support, coordinating and acting as a link, empowering the team, and encouraging and providing social support. Out of these, traditional task-oriented managerial functions were emphasized. Research limitations/implications – Although limited by the small amount of participants in a university setting, the results suggest that task-oriented managerial functions are dominant even in the FEI for inexperienced project managers. More research is needed to understand the antecedents and consequences of such task-dominance, and whether it persists as more experience is accrued. On the other hand, domain knowledge seemed to play a smaller role than indicated by previous research. Practical implications – Project managers should pay attention to creating structure in the uncertain front-end phase. Swift familiarization with the capabilities and practices of each team member cannot be overemphasized, as otherwise the heterogeneity of the team might become a limitation rather than asset. On the other hand, domain experience of the manager may not be necessary in the FEI. Originality/value – The study addresses the gap in previous research on managerial functions specifically in the FEI. Task-oriented managerial functions emerged as way of novice project managers attempting to deal with the fluctuating contingencies in order to foster innovation.

Exploring project managers’ accountability

2019 ◽  
Vol 12 (4) ◽  
pp. 919-937 ◽  
Author(s):  
Davar Rezania ◽  
Ron Baker ◽  
Andrew Nixon
Keyword(s):  
Agency Theory ◽  
Organizational Context ◽  
Critical Realism ◽  
Project Managers ◽  
Content Type ◽  
Face To Face ◽  
Face Negotiation ◽  
Project Governance ◽  
Project Deliverables ◽  
Practical Implications

Purpose Despite the importance of accountability for the oversight of projects, few studies have directly examined accountability mechanisms at the project level. While the literature already provides descriptions of governance and mechanisms of accountability, the purpose of this paper is to examine how project managers view their accountability relationships within their organizational context. Design/methodology/approach The study is guided by critical realism as a philosophy of science. The authors interviewed 15 project managers from 12 organizations and analyzed the transcripts in the light of existing project management accountability literature. Findings The authors observe the practice of socializing accountability through face-to-face negotiation and symmetries of power due to interdependencies happen to some extent in management of projects. This suggests ambidexterity in accountability in project-based organizations. Therefore, the current models of project accountability and governance that are solely based on the agency theory are not sufficient to explain the accountability relationships in such organizations. Practical implications Accountability arrangements happen within a system for steering projects. Managers should be aware of how project managers view their accountability and how socializing practices of accountability can help the project’s management and the organization’s management interact in order to transform organizational systems by regulating issues of project concern and defining the process and direction of how project deliverables are produced, introduced, absorbed and used within the organization. Originality/value “Theory driven” interviews and analysis are used to confirm or refine conceptualization of accountability in management of projects. Most models of project governance are based on the agency theory or governability theory. The authors have demonstrated that socializing practices of accountability should be included in investigating project governance. The authors observe that project managers are often concerned with the interdependence with their principals and the socializing processes of accountability that arise from this interdependence.

Management styles in a project environment: evidence from software industry in Oman

2019 ◽  
Vol 40 (5) ◽  
pp. 600-611
Author(s):  
Muhammad Saqib Chaudhry ◽  
Muhammad Mustafa Raziq ◽  
Abubakr Saeed ◽  
Aymen Sajjad ◽  
Felipe Mendes Borini
Keyword(s):  
Factor Analysis ◽  
Design Methodology ◽  
Software Industry ◽  
Project Managers ◽  
Management Styles ◽  
Industry Data ◽  
Content Type ◽  
Project Environment ◽  
Project Management Professionals ◽  
Task Oriented

Purpose The purpose of this paper is to examine the management styles adopted by project managers in the software industry in Oman. Design/methodology/approach A sample of 208 project management professionals is drawn from the Omani software industry. Data analysis is based on factor analysis and analysis of variance techniques. Findings The results suggest that project managers in the Omani software industry mainly adopt three management styles: people oriented, task oriented and organization oriented. Furthermore, the management styles of project managers are affected by their experience and age, and the organizational structure. Originality/value The paper contributes to the literature by examining management styles adopted by managers in a temporary organization environment from an under-researched context, Oman.

Teams, Time, and Technology: Variations of Media Use Over Project Phases

2019 ◽  
Vol 50 (2) ◽  
pp. 266-305 ◽  
Author(s):  
Lisa Handke ◽  
Eva-Maria Schulte ◽  
Kurt Schneider ◽  
Simone Kauffeld
Keyword(s):  
Virtual Teams ◽  
Temporal Dynamics ◽  
Media Use ◽  
Project Managers ◽  
Team Process ◽  
Face To Face ◽  
Student Teams ◽  
Project Phases ◽  
Effects Of Media ◽  
Practical Level

While the notion of task–media fit is inherent to most theories on communication in virtual teams, past studies have largely concentrated on single, isolated tasks—hence neglecting sequential and contextual effects of media use. Building on project management frameworks, this study abstracts from the task level to the broader and more practical level of project phases, linking these to changes in media use. In particular, the study illustrates the weekly use of communication media within 34 student teams during a 3-month project. In line with team process phase models, results showed differences in media use between project phases: While face-to-face communication decreased, the use of leaner media (i.e., telephone and chat) increased in later project phases. Moreover, the variation of media use within the project phases increased over time, emphasizing the temporal dynamics of task–media fit. Finally, implications especially for project managers and recommendations for further research are discussed.

Utilizing front‐end‐of‐innovation concepts in software development

2009 ◽  
Vol 109 (7) ◽  
pp. 898-915 ◽  
Author(s):  
Lea Hannola ◽  
Samuli Kortelainen ◽  
Hannu Kärkkäinen ◽  
Markku Tuominen
Keyword(s):  
Software Development ◽  
Cognitive Mapping ◽  
Academic Research ◽  
Innovation Process ◽  
Industrial Sector ◽  
Development Project ◽  
Research Approach ◽  
Content Type ◽  
Front End ◽  
Similarities And Differences

PurposeThe traditional front‐end‐of‐innovation (FEI) research and requirements engineering (RE) in software development have realized the opportunities for overall innovation process improvements by focusing on improving the front‐end activities. The purpose of this paper is to investigate and compare the managerial perceptions on the similarities and differences in the FEI concepts between software industry and the traditional industrial sector.Design/methodology/approachThe research approach of this paper can be categorized as a case study. Causal cognitive maps are used as graphic tools for collecting and analyzing the perceptions of selected experts about the concepts of FEI, and for recognizing the perceived interrelationships between these concepts.FindingsThe paper presents the similarities and differences in the FEI concepts between the two industries. The most similarly assessed concept is that the quality of a product or software development project can be most often influenced by successful execution of detailed customer needs analysis.Research limitations/implicationsThe selection of a purely academic interview group representing the traditional industrial sector has some limitations.Practical implicationsThis paper provides viewpoints to managers and project team members on the most important factors in their front‐end activities influencing the success of product or software development projects.Originality/valueThe intersection between FEI and RE and its handling by causal cognitive mapping is a novel territory in academic research. In addition, this paper opens up a new strand for academic discussion by connecting these two domains previously unconnected in literature.

Systematic problem-specification in innovation science using language

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ananya Sheth ◽  
Joseph Victor Sinfield
Keyword(s):  
Conceptual Framework ◽  
International Development ◽  
Formal Method ◽  
Scale Up ◽  
Solution Space ◽  
Innovation Process ◽  
Problem Space ◽  
Content Type ◽  
Parts Of Speech ◽  
Front End

Purpose Problem specification is a key front-end step in the innovation process. This paper aims to introduce ‘purpose-context’ – a conceptual framework to systematically explore problem-specification across mapped contexts. The framework’s logic is operationalized by the inherent structure of language – its syntax/grammar, which enables the systematic exploration of problem-specification. The method showcases two approaches to structurally explore the vast textual databases available to us today for problem-specification in innovation science, thereby furthering the pursuit of innovation through its foundational elements. Design/methodology/approach The conceptualization of the purpose-context framework was guided by logic and the scholarship of integration applied to bodies of work including innovation, design and linguistics. Further, the key elements of the conceptual framework were unpacked and structured using the syntax of language. Two approaches to operationalize the method were developed to illustrate the systematicity of the process. The construct was then validated by using it to systematically specify problems in the technical context of Raman spectroscopy and in the socio-technical context of international development. Overall, this paper is a work of relational scholarship of integration that bridges academic-practitioner gaps. Findings The purpose-context framework is well-suited for application in the innovation process with applicability across several abstraction levels. One key contribution is the recognition that a broader problem-specification exercise covering one-one, one-many, many-one, many-many problem-context mappings expands the range of potential solutions (innovations) to address the problem-space. Additionally, the work finds that it is possible to provide structure to the cognitive elements of the innovation process by drawing inspiration from the structure inherent in other cognitive processes such as language (e.g., parts-of-speech, phrase composition). Drawing from language is particularly appropriate as language mediates communication in any collective pursuit of the innovation process and furthermore because a large amount of information exists in textual form. Finally, this paper finds that there is merit in approaching innovation science from its foundational elements – i.e. data, information and knowledge. Research limitations/implications While the purpose-context framework is broadly applicable, the methodical approach to provide structure to the front-end cognitive process is ‘one’ fruitful approach. We suspect other approaches exist. Practical implications The purpose-context framework is simple in its framing yet provides innovators, scholars and thought leaders, the ability to specify the problem space with greater coverage and precision. Further, in the solution-space, it provides them the ability to choose the breadth of solution scope (e.g. targeted solution addressing a single problem, targeted solution addressing a set of problems, the combination of solutions addressing a single problem and combination of solutions addressing a combination of problems). In addition, by pairing the creative front-end innovation process with machine power, this study provides a formal method to scale-up the coverage of creativity (and potentially that of solutions to those problems) and reduces the chances of missed/blind-spots in problem-specification. Finally, evaluating purpose-contexts leads to ‘capability-contexts’ – a capability-oriented viewpoint informing capability development decisions such as the focus of R&D programs and related resource allocation decisions. Originality/value The paper uses logic to connect multiple bodies of research with a goal to provide systematicity to problem-specification – problem-specification, which is an under-addressed part of the innovation process. The use of data to systematically explore problem-space lends it systematicity (repeatability and measurability) and is therefore, valuable to innovation science. The proof-of-concept demonstrates the conversion of concept into a method for practical application.

Stop improvising change management!

2009 ◽  
Vol 37 (2) ◽  
pp. 38-44 ◽  
Author(s):  
Hans Henrik Jørgensen ◽  
Lawrence Owen ◽  
Andreas Neus
Keyword(s):  
Change Management ◽  
Project Managers ◽  
Work Study ◽  
Related Factors ◽  
Content Type ◽  
Face To Face ◽  
Managing Change ◽  
What Works ◽  
Achievable Goal ◽  
Practical Implications

PurposeA major IBM consulting survey finds that most CEOs consider themselves and their organizations to be executing change poorly. In contrast, there are a few out‐performers (top 20 percent) who are the change masters. The paper seeks to analyze why most companies are managing change poorly while those few are doing it well.Design/methodology/approachThe IBM Global Making Change Work Study explored differences in how change was implemented by over 1,500 practitioners worldwide. IBM conducted surveys and face‐to‐face interviews with project leaders, sponsors, project managers and change managers from many of the world's leading organizations.FindingsThe study finds that change management is at a turning point: from an art to a professional discussion; from improvisation to a richer, more systematic approach, based on clear empirical perspectives on what works and what does not.Practical implicationsAlthough many practical insights – about closing the “change gap” – were identified, the real message is that companies can no longer justify or afford an improvised approach to change management.Originality/valueThe Making Change Work study shows that executing change well remains the exception, though it is certainly an achievable goal. The research with practitioners revealed practical insights about closing the change gap – including the insight that “soft,” people‐related factors typically present greater challenges than hard, technology‐related factors that are generally easier to identify and measure.

scholarly journals A cartography of delay risks in the Australian construction industry: impact, correlations and timing

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Hossein Derakhshanfar ◽  
J. Jorge Ochoa ◽  
Konstantinos Kirytopoulos ◽  
Wolfgang Mayer ◽  
Craig Langston
Keyword(s):  
Construction Projects ◽  
Rule Learning ◽  
Project Managers ◽  
Content Type ◽  
Execution Phase ◽  
Project Complexity ◽  
Project Phases ◽  
The Individual ◽  
The Impact ◽  
First Time

PurposeThe purpose of this research is to identify the most impactful delay risks in Australian construction projects, including the associations amongst those risks as well as the project phases in which they are most likely present. The correlation between project and organisational characteristics with the impact of delay risks was also studied.Design/methodology/approachA questionnaire survey was used to collect data from 118 delayed construction projects in Australia. Data were analysed to rank the most impactful delay risks, their correlation to project and organisational characteristics and project phases where those risks are likely to emerge. Association rule learning was used to capture associations between the delay risks.FindingsThe top five most impactful delay risks in Australia were changes by the owner, slow decisions by the owner, preparation and approval of design drawings, underestimation of project complexity and unrealistic duration imposed to the project, respectively. There is a set of delay risks that are mutually associated with project complexity. In addition, while delay risks associated with resources most likely arise in the execution phase, stakeholder and process-related risks are more smoothly distributed along all the project phases.Originality/valueThis research for the first time investigated the impact of delay risks, associations amongst them and project phases in which they are likely to happen in the Australian context. Also, this research for the first time sheds light on the project phases for the individual project delay risks which aids the project managers to understand where to focus on during each phase of the project.

I rather share my knowledge

2019 ◽  
Vol 50 (2) ◽  
pp. 203-217 ◽  
Author(s):  
Yasha Afshar Jalili
Keyword(s):  
Performance Management ◽  
Reward System ◽  
Project Managers ◽  
Design Data ◽  
Content Type ◽  
Team Members ◽  
Face To Face ◽  
And Performance ◽  
Organizational Procedures

Purpose This paper aims to propose an approach by understanding how Oil Industries’ Commissioning and Operation Company (OICO) company fostered its knowledge sharing (KS) by using gamification approach and nudge theory. It also ascertains the process and challenges that OICO confronted during its three-year journey for improving its organizational knowledge performance. Design/methodology/approach The study used a qualitative research method and case study design. Data were collected from several sources, including the first-hand experiences and observations of the author during contributing in the company’s canonical action research, several in-depth face-to-face interviews conducted with the KM Department team members, the data gathered from the company’s KM software and studying the related organizational procedures and documents. Findings The results reveal that the gamification approach suits for developing KS reward system and knowledge performance management. It also explains that informing project managers about their project’s knowledge performance accompanied by emoticons would lead to higher supports of KM. The proposed approach by this case study improved the organizational KS and performance by 22 per cent semi-annually. Practical implications The described case is detailed deeply and would help KMers to follow it easily. The study would spark some ideas of how to use nudge theory in KM context. Besides, KMers can design a KM reward system based on the explained case. Originality/value This study contributes to the KS and KM rewarding system, especially in project-based organizations, as limited studies have been conducted to investigate the roles that the gamification approach can play in this field. Moreover, this is the first time that use of nudge theory and choice architecture is investigated in the context of KM.

scholarly journals Learning through time: the role of team reflexivity and virtuality in decision-making teams

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Pedro Marques-Quinteiro ◽  
Sjir Uitdewilligen ◽  
Patricia Costa ◽  
Ana Margarida Passos
Keyword(s):  
Decision Making ◽  
Performance Improvement ◽  
Virtual Teams ◽  
Team Performance ◽  
Team Learning ◽  
Current Knowledge ◽  
Longitudinal Design ◽  
Experimental Manipulation ◽  
Content Type ◽  
Face To Face

Purpose This paper aims to test if team reflexivity is a countermeasure to the detrimental effect of team virtuality on team performance improvement, in decision-making teams. Design/methodology/approach Study 1 regarded 210 individuals (N = 44 teams) executing five decision-making tasks. Study 2 regarded 60 individuals (N = 20 teams) executing four decision-making tasks. Study 1 was longitudinal, with no experimental manipulation. Study 2 had an experimental longitudinal design comprising two between-team manipulations: medium of communication and team reflexivity; the outcome was team performance improvement. Findings Study 1’s results show that team reflexivity positively moderates the effect of virtuality on team performance improvement over time. Study 2’s results shows that a reflexivity manipulation benefits face-to-face teams more so than virtual teams, probably because team reflexivity is more effective when media richness is high. Originality/value The implications of reflexivity’s lack of effect in low virtuality (Study 1) and high virtuality (Study 2) teams are discussed. This study contributes to the team learning and virtual teams’ literatures by expanding current knowledge on how team reflexivity can facilitate team learning under face-to-face versus virtual communication conditions.

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