Organizational Change Contributions to E-Government Project Transitions

2011 ◽  
pp. 1-21
Author(s):  
Marilu Goodyear
Keyword(s):  
Organizational Change ◽  
Project Management ◽  
Planning Process ◽  
Resistance To Change ◽  
Organizational Factors ◽  
Cost Overruns ◽  
The People ◽  
Government Project ◽  
Technology Transitions ◽  
Process Views

Leaders recognize that successful transitions to e-government projects are important factors in organizational effectiveness. And yet for many public organizations, such initiatives have produced cost overruns and schedule delays, and some have ended in failure. Practitioners and researchers alike have recognized that technology transitions are not just about the technology and have placed increased emphasis on planning and organizational factors as keys to success. Utilizing contributions from the disciplines of business administration, public administration, psychology, and communication studies, this chapter explores the planning, process, and people aspects of technology transitions in an integrated way. Organizational change theories are directly related to traditional concepts of project management; process views of organizational change are related to planning views of project management. A framework focused on the people aspect of technology transitions provides insights for researchers and practitioners on addressing resistance to change through the use of specific communication protocols. In addition, the framework addresses the development of successful follower profiles within technology transitions. Additional research is sought to validate this framework.

Organizational Change Contributions to E-Government Project Transitions

2012 ◽  
pp. 1028-1049
Author(s):  
Marilu Goodyear
Keyword(s):  
Organizational Change ◽  
Project Management ◽  
Planning Process ◽  
Resistance To Change ◽  
Organizational Factors ◽  
Cost Overruns ◽  
The People ◽  
Government Project ◽  
Technology Transitions ◽  
Process Views

Leaders recognize that successful transitions to e-government projects are important factors in organizational effectiveness. And yet for many public organizations, such initiatives have produced cost overruns and schedule delays, and some have ended in failure. Practitioners and researchers alike have recognized that technology transitions are not just about the technology and have placed increased emphasis on planning and organizational factors as keys to success. Utilizing contributions from the disciplines of business administration, public administration, psychology, and communication studies, this chapter explores the planning, process, and people aspects of technology transitions in an integrated way. Organizational change theories are directly related to traditional concepts of project management; process views of organizational change are related to planning views of project management. A framework focused on the people aspect of technology transitions provides insights for researchers and practitioners on addressing resistance to change through the use of specific communication protocols. In addition, the framework addresses the development of successful follower profiles within technology transitions. Additional research is sought to validate this framework.

A Multi-Project Management Approach for Distributed Projects Management

2001 ◽  
Author(s):  
Franck Marie ◽  
Jean-Claude Bocquet
Keyword(s):  
Project Management ◽  
Planning Process ◽  
Management Approach ◽  
The People

Abstract As planning is the action undertaken before execution, it has a great importance as every investment. We identify some problematics in the planning process, and give some lightings about how to make it more efficient and reliable. We propose some methods for managing project at each detail level. We propose the extension of project manager’s concepts to all the people who are accountable for some objective or deliverable. So, there are in a single project a lot of people managing the part they are responsible for as an entire project. We propose a standard methodological kit for them, and we describe the consequences on skills and responsibilities of the project actors, and on the decisions they have to take and efforts they have to undertake to reach their objectives.

A Change Management Framework to Support Software Project Management

2010 ◽  
Vol 1 (4) ◽  
pp. 54-68
Author(s):  
Belinda Masekela ◽  
Rita Nienaber
Keyword(s):  
Project Management ◽  
Resistance To Change ◽  
New Technology ◽  
Software Project ◽  
Software Project Management ◽  
Efficient Manner ◽  
Global Marketplace ◽  
Organizational Behaviour ◽  
Implementing Change ◽  
The People

In today’s global marketplace, organizations are continually faced with the need to change their structures and processes to attain a competitive advantage. Implementation of new technology and information management systems results in inevitable changes in organizational procedures impacting on the people involved. Resistance to change may impact on this process and contribute to failure of this system. Managing change in an effective and efficient manner may negate this impact. This paper compiles a set of guidelines to support change which involves the incorporation of technology in an organization. These guidelines were mapped to a model, the GIC (Guidelines Implementing Change) model comprising all identified factors. These guidelines are utilized to guide the implementation of a new system, while simultaneously evaluating the success of these set guidelines. This research is cross disciplinary, affecting the areas of organizational behaviour, software project management, and human factors.

Contributions of mindfulness during post-merger integration

2017 ◽  
Vol 32 (1) ◽  
pp. 104-118 ◽  
Author(s):  
Peerayuth Charoensukmongkol
Keyword(s):  
Organizational Change ◽  
Data Collection ◽  
Resistance To Change ◽  
Financial Institution ◽  
Organizational Factors ◽  
Full Time ◽  
Least Squares Regression ◽  
Content Type ◽  
Post Merger Integration ◽  
Merger Integration

Purpose The purpose of this paper is to investigate the role of mindfulness as a personal characteristic that might be associated with lower resistance to change during post-merger integration. Design/methodology/approach The sample consists of full-time employees at a subsidiary of a Japanese multinational bank in Bangkok, Thailand, that acquired a local financial institution (n=141). Data collection was initiated one month after the first date that the two banks officially merged. A self-administered questionnaire was prepared for data collection. Partial least squares regression was used to analyze the data. Findings The negative association between mindfulness and resistance to organizational change was indirectly explained by the degree of optimism and general self-efficacy associated with mindfulness. Research limitations/implications First, the data were obtained through cross-sectional data collection. Second, the data were collected data from a single organization. Third, using the self-reported questionnaire survey to obtain the data can cause subjective bias in the measures. Lastly, the analysis did not incorporate organizational factors or management policies that might affect resistance to organizational change as control variables to capture their influence. Practical implications Mindfulness training may be considered as an intervention to help prepare employees for the organizational change during post-merger integration. Originality/value The results provide theoretical insights into the mechanism by which mindfulness contributes to the changed attitudes of employees during organizational change.

Ranking and Sensitivity Analysis of Key Factors for Successful Project Management Performance: An Application of AHP for Oil and Gas Sector

2018 ◽  
Vol 6 (2) ◽  
Author(s):  
Farhaj Ishtiaq ◽  
Mirza Jahanzaib
Keyword(s):  
Sensitivity Analysis ◽  
Project Management ◽  
Analytical Hierarchy Process ◽  
Oil And Gas ◽  
Planning Process ◽  
Project Planning ◽  
Key Factors ◽  
Management Performance ◽  
Hierarchy Process ◽  
Oil And Gas Sector

<p>Complexities faced by oil and gas projects due to uncertainty and risk, demand the implementation of project management techniques for their successful completion. Therefore, this is made by using analytical hierarchy process, to identify and prioritize the key factors for successful project management performance of oil and gas projects. These factors are categorized into three groups which include attributes of project staff, project planning process and assessment of project quality. Using expert choice, a hierarchy is developed followed by pairwise comparison based upon data collection from industrial experts of oil and gas sector. Results of analytical hierarchy process (AHP) concluded that, project completion within estimated time and budget, clarity of objectives and involvement of top management are most crucial elements for improvement in project management performance of oil and gas projects. Whereas sensitivity analysis being carried out according to three different scenarios highlighted factors according to their relative importance.</p>

scholarly journals Analyzing Project Management Methods in Organizing Sports Events

SAGE Open ◽  
2020 ◽  
Vol 10 (4) ◽  
pp. 215824402097094
Author(s):  
Martin Schnitzer ◽  
Kathrin Kronberger ◽  
Filippo Bazzanella ◽  
Sebastian Wenger
Keyword(s):  
Project Management ◽  
Focus Group ◽  
Knowledge Transfer ◽  
Focus Group Discussion ◽  
Planning Process ◽  
Group Discussion ◽  
Quantitative Survey ◽  
Progress Control ◽  
Sports Events ◽  
Research Questions

The purpose of this study was to investigate the use and importance of project management (PM) methods in organizing sports events (SEs). Furthermore, the study analyzed differences in usage and importance of PM methods in relation to the type of SE. Finally, reasons for and obstacles to the implementation of PM methods in organizing SEs were identified. To assess the research questions, a quantitative survey ( n = 78) and a focus group discussion ( n = 5) were carried out. The results showed that PM methods were employed for SEs with higher usage and importance rates in large compared with small SEs. Requirements by event stakeholders, knowledge transfer, confidence building, progress control, and justification as well as opportunities to save money by introducing an improved planning process were identified as the main reasons for using PM in the organization of SEs. This study is the first work to provide an overview of the usage of specific PM methods in organizing SEs.

Identifying the Contextual Elements of Project Management within Organizations and their Impact on Project Success

2005 ◽  
Vol 36 (1) ◽  
pp. 37-50 ◽  
Author(s):  
Mark Ives
Keyword(s):  
Organizational Change ◽  
Project Management ◽  
Project Success ◽  
Business Environment ◽  
Exploratory Research ◽  
Global Business ◽  
Strategic Response ◽  
Contextual Elements ◽  
Rate Of Success ◽  
Depth Interviews

Change within organizations is becoming the rule rather than the exception as businesses seek to respond to an increasingly fluid, complex, and global business environment. This drive demands that organizations embrace a more strategic response to avoid being leap-frogged by more nimble competitors. As Cicmil points out (1997, 1999), strategic organizational change is most likely facilitated and managed through an organization's use of the project management disciplines. This study attempts to develop a greater understanding of the contextual aspects of project management in an organizational change setting. In reviewing the current literature, I have found an increasing use of project management within organizations and an attendant poor rate of success among these projects; interestingly, I also found only limited research on the context and fit of projects within organizations. I have addressed this void with an essentially exploratory research project that utilizes inductive strategy. The process I have used is qualitative and based on in-depth interviews with four people.

scholarly journals Key Strategies to Overcome Cost Overruns Issues in Building Maintenance Management

2018 ◽  
Vol 7 (2.29) ◽  
pp. 269 ◽  
Author(s):  
Sylvia Gala Mong ◽  
Sarajul Fikri Mohamed ◽  
Mohd Saidin Misnan
Keyword(s):  
Planning Process ◽  
Cost Model ◽  
Spare Parts ◽  
Maintenance Management ◽  
Maintenance Cost ◽  
Push Factors ◽  
Cost Overruns ◽  
Sustainable Building ◽  
Maintenance Strategies ◽  
Building Maintenance

The building maintenance is a crucial part of the life cycle of the building. The maintenance strategies are planned to maintain the condition of the building for specified functions. The maintenance planning requires a comprehensive assessment in determining the effectiveness of building performance, especially in the maintenance budgets planning process. The effective budget preparation will reduce the risk of cost overruns and help the organization to execute the repair works efficiently with sufficient resources. This study attempts to identify the issues related to maintenance cost and proposed the key strategies for improving the sustainable building maintenance budgeting in dealing with the cost overruns. This paper utilizes a qualitative approach through a literature review of secondary data from previous studies. The proposed cost model of maintenance strategies will be used as a basis for further investigation and validation towards promoting the sustainable building maintenance management. The studies identified the push factors that influence the maintenance cost; human factors, tools and equipment, spare parts and materials, funds allocation and available information. Each of the push factors needs to be well-considered to ensure that the maintenance activities can be done efficiently and to avoid the issues of cost overruns.  

Making Your Agency Outcome Informed: A Guide to Overcoming Human Resistance to Change

2008 ◽  
Vol 89 (1) ◽  
pp. 9-18
Author(s):  
Joseph Yeager ◽  
Michael L. Saggese
Keyword(s):  
Mental Health ◽  
Organizational Change ◽  
Resistance To Change ◽  
Third Party ◽  
Regulatory Agencies ◽  
Mental Health Providers ◽  
Health Providers ◽  
Simple Process ◽  
Delivery Of Services ◽  
Third Party Payers

Organizational change for mental health providers is becoming the rule rather than the exception as outside forces such as regulatory agencies and third-party payers exert increasing influence on the delivery of services. The pressure to adapt to shrinking budgets combined with demands for more effective services often puts many provider agencies on the defensive. In short, agencies must be able to demonstrate that they are, in fact, succeeding at cutting cost, increasing revenues, and improving effectiveness simultaneously. However, implementing organizational change is fraught with many challenges, not the least of which is the natural human resistance to change. This study provides a clear and simple process for identifying the most common reasons for the inevitable human resistance to change and suggests a strategy for overcoming that resistance to bring about successful organizational objectives.

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