Reduction of the Fluctuation Rate in Multi-project Organizations Through Agile Leadership

2020 ◽  
Vol 8 (2) ◽  
Author(s):  
Sabine Abbasi ◽  
Thomas Ruf
2021 ◽  
Vol 3 (2) ◽  
pp. 392-413
Author(s):  
Stefan Studer ◽  
Thanh Binh Bui ◽  
Christian Drescher ◽  
Alexander Hanuschkin ◽  
Ludwig Winkler ◽  
...  

Machine learning is an established and frequently used technique in industry and academia, but a standard process model to improve success and efficiency of machine learning applications is still missing. Project organizations and machine learning practitioners face manifold challenges and risks when developing machine learning applications and have a need for guidance to meet business expectations. This paper therefore proposes a process model for the development of machine learning applications, covering six phases from defining the scope to maintaining the deployed machine learning application. Business and data understanding are executed simultaneously in the first phase, as both have considerable impact on the feasibility of the project. The next phases are comprised of data preparation, modeling, evaluation, and deployment. Special focus is applied to the last phase, as a model running in changing real-time environments requires close monitoring and maintenance to reduce the risk of performance degradation over time. With each task of the process, this work proposes quality assurance methodology that is suitable to address challenges in machine learning development that are identified in the form of risks. The methodology is drawn from practical experience and scientific literature, and has proven to be general and stable. The process model expands on CRISP-DM, a data mining process model that enjoys strong industry support, but fails to address machine learning specific tasks. The presented work proposes an industry- and application-neutral process model tailored for machine learning applications with a focus on technical tasks for quality assurance.


2017 ◽  
Vol 10 (1) ◽  
pp. 5-31 ◽  
Author(s):  
Anna-Maija Hietajärvi ◽  
Kirsi Aaltonen ◽  
Harri Haapasalo

Purpose The effective management of inter-organizational integration is central to complex projects. Such projects pose significant challenges for integration, as organizations struggle with constantly changing inter-organizational interdependencies and must develop and adapt integration mechanisms to meet new demands. The purpose of this paper is to understand what kinds of integration mechanisms are used and how they are developed and adjusted during the infrastructure alliance projects. Design/methodology/approach This study provides empirical evidence of integration dynamics in project alliancing by analyzing two infrastructure alliance projects – a complex tunnel construction project and a railway renovation project. The research approach is an inductive case study. Findings This paper identifies integration mechanisms adopted in two case projects and three central triggers that led to changes in the integration mechanisms: project lifecycle phase, unexpected events and project team’s learning during the project. Practical implications Integration capability should be a precondition for alliance project organizations and requires the adoption of a wide range of integration mechanisms, as well as an ability to adjust those mechanisms in response to everyday dynamics and emergent situations. Originality/value Although unplanned contingencies and the responses to them represent important influences in organizations, there is limited amount of research on the dynamics of integration. The findings will be of value in supporting the management of inter-organizational integration in complex, uncertain and time-critical construction projects.


Author(s):  
Dilek Özdemir Güngör

Advancements in technology, especially ICTs, has caused a revolutionary change in every aspect of life. The reflection of these advancements on manufacturing industry is named “The Industrial Internet,” or “Industry 4.0.” New generation factories are to be equipped with cyber-physical systems. Teams integrating physical industrial components, and advanced modern sensing and networking technologies to form new smart systems. These systems will have more capabilities than the systems which are already in use. These winds of change will also affect projects and project management. Clearly, success in agile project management will become more crucial. At this point, technologies enabling Industry 4.0 will help project managers. Project organizations have the flexibility to get adapted to new situations fast. In this chapter, benefits of the technologies enabling Industry 4.0 in project management are introduced.


Author(s):  
Tanja Sedej ◽  
Damijan Mumel

We are living at a time when change is the only constant in our lives. This is also true for organizations, which have to communicate these changes effectively to their employees. Internal communications are therefore increasingly garnering attention. In this regard, immense efforts should be made to create high levels of awareness and understanding about a new change project. Organizations use a variety of tools to communicate this information effectively. However, employee awareness and understanding can also vary on the choice of internal communications tools. This chapter presents the results of research carried out in Slovenia in 2012, where an experiment was conducted on 165 individuals. The individuals who took part in the experiment were exposed to information distributed through three different tools used in internal communications. Empirical data concerning the views of awareness and understanding of information according to the three internal communications tools are evaluated and presented.


2020 ◽  
Vol 38 (12) ◽  
pp. 1122-1138
Author(s):  
Sara Hajikazemi ◽  
Kirsi Aaltonen ◽  
Tuomas Ahola ◽  
Wenche Aarseth ◽  
Bjorn Andersen

2017 ◽  
Vol 33 (4) ◽  
pp. 447-465 ◽  
Author(s):  
Christian Jensen ◽  
Staffan Johansson ◽  
Mikael Löfström

It has become increasingly common to use the project as a form of organization when implementing public policies. Previous research has identified political, administrative and organizational motives behind this trend towards more project-based organizations within the public administration. The problem is that project-based organization carries inherent problems and special challenges when these projects are supposed to be implemented in permanent agencies and organizations. The purpose of this paper is to identify problems and challenges that public administrations face when ‘the project organization’ is used as a structural form of organization in implementing different kinds of public policies. The article takes its starting point in the policy implementation research and especially in Matland’s conflict-ambiguity model. This research tradition is complemented by a review of research on temporary organizations, which draws attention to some inherent and significant characteristics of project organizations, that is the concepts of entity, relationship and time. Our analysis shows that the use of project organization puts special demands on the players involved, and if these are not taken into account, there is a high risk that projects designed to bring about social change will not produce the effects that policymakers and citizens expect.


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