The purpose of this paper is to present the key findings of a doctoral thesis aimed at exploring how multi‐project companies reconcile order (efficiency, control, clarity) and…
Abstract
Purpose
The purpose of this paper is to present the key findings of a doctoral thesis aimed at exploring how multi‐project companies reconcile order (efficiency, control, clarity) and chaos (creativity, trust, uncertainty, ambiguity).
Design/methodology/approach
The research was focused on multi‐project firms in general and CoPS (Complex Products and Systems) producers in particular (companies involved usually as main contractors in construction and engineering projects). It followed three phases: Exploratory phase (literature review and interviews), Conceptualisation phase (abductive elaboration of the model based on field and longitudinal studies in a multi‐project firm), and Validation phase (deductive validation of the model through multi‐case study).
Findings
The thesis proposes a model to map order and chaos of companies, departments, projects or people based on the complexity faced by the tasks and the flexibility of the organizational structure to deal with it. The analysis of how departments moved in this map led to several findings, such as in the case of mis‐balance, higher flexibility is preferable to excessive control.
Practical implications
The model provides project practitioners with a tool to evaluate and make sense of the degree of necessary project flexibility, and how this can and should change across the project and disciplines.
Originality/value
This paper assists practitioners and academics to reflect on organisational structures of multi‐project companies, how these vary over time and how to avoid the bureaucratisation or the chaotification of structures.
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Dara Sruthilaya, Aneetha Vilventhan and P.R.C. Gopal
The purpose of this paper is to identify and analyze the interdependence of project complexity factors (PCFs) in metro rail projects using the Decision-Making Trial and Evaluation…
Abstract
Purpose
The purpose of this paper is to identify and analyze the interdependence of project complexity factors (PCFs) in metro rail projects using the Decision-Making Trial and Evaluation Laboratory (DEMATEL). The study provides qualitative and quantitative analysis of project complexities factors and their relationships. The results of the study facilitate effective project planning, proactive risk management and informed decision-making by stakeholders.
Design/methodology/approach
This study employs a case-based method for identifying PCFs and a DEMATEL method for analyzing the interdependence of complexity factors in metro rail projects. Initially, PCFs were identified through an extensive literature review. To validate and refine these factors, semi-structured interviews were conducted with thirty experienced professionals, each having 5–20 years of experience in roles such as project management, engineering, and planning. Further, elevated and underground metro rail projects were purposefully selected as cases, for identifying the similarities and differences in PCFs. A questionnaire survey was conducted with various technical experts in metro rail projects. These experts rated the impact of PCFs on a five-point Likert scale, for the evaluation of the interdependence of PCFs. The DEMATEL technique was used to analyze the interdependencies of the PCFs.
Findings
Metro rail projects are influenced by project complexity, which significantly impacts their performance. The analysis reveals that “design problems with existing structures,” “change in design or construction” and “land acquisition” are the key factors contributing to project complexity.
Originality/value
The study of project complexity in metro rail projects is limited because most of the studies have studies on examining complexity in mega projects. The existing literature lacks adequate attention in identifying project complexity and its effects on metro rail project performance. This research aims to bridge this gap by examining project complexity and interdependencies in metro rail projects.
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Joana Geraldi and Jonas Söderlund
In 2006, the “Rethinking Project Management” network called for a paradigm shift in project research, and proposed five research directions. The directions inspired research and…
Abstract
Purpose
In 2006, the “Rethinking Project Management” network called for a paradigm shift in project research, and proposed five research directions. The directions inspired research and marked a milestone in the development of the field. The purpose of this paper is to reflect on the past decade and to rejuvenate these research directions.
Design/methodology/approach
The authors propose the umbrella term: “project studies” to denote the research related to projects and temporary organizing. Project studies is conceived not only as a body of research, but also as a social process embedded in research communities, and contemporary Zeitgeist. Based on Sandberg’s interpretative approach to the fit between work and works (in this case research-researcher) and Habermas’ three types of human interests: technical, practical, and emancipatory, the authors develop a conceptual framework circumscribing three types of research in project studies.
Findings
The conceptual framework is used to craft future research directions, in the lines proposed by Winter et al. (2006b).
Research limitations/implications
The authors conclude by proposing for a sixth theme on the practice of theorizing, and call for engaged, ambidextrous scholars, who’s “job” goes beyond the writing of articles and research applications, and includes shaping discourses of project research, nurturing new project scholars, contributing to project practice and carefully considering the legacy of projects and project studies in society.
Originality/value
This paper positions research as a social process, and the role of researchers as actors shaping research in project studies.
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Joana Geraldi and Thomas Lechter
The purpose of this paper is to explore a classic tool in project management, which for some has become almost synonymous with project management: the Gantt chart. The Gantt chart…
Abstract
Purpose
The purpose of this paper is to explore a classic tool in project management, which for some has become almost synonymous with project management: the Gantt chart. The Gantt chart was developed in the early twentieth century, at the heart of Scientific Management; yet, the chart is used with very little adaptation across a wide range of types of projects. In this conceptual paper, the authors question its universal and unreflective use.
Design/methodology/approach
The authors analyse the conceptual roots of the Gantt chart, its historical development and use, derive its engrained principles, and analyse its implications to the management of projects.
Findings
While a Gantt chart can be useful to cope with some of the “complicatedness” of projects, and embraces the importance of time and timing, it is based on principles that are not valid to all projects. The consequence is a propagation of a management approach that does not explicitly cope with complexity, ambiguity, uncertainty and change. In that respect, the Gantt chart fails to acknowledge insights from years of organization theory research and project management research with a firm grounding in contingency theory.
Originality/value
While the majority of contemporary project management thinking already accepted that a normative use can be inappropriate, the practice is still pretty much embracing this approach. By showing the conceptual roots of the Gantt chart, the authors hope to make some of its limitations more evident to practitioners and academics, and encourage its use to be more reflective and contextualised.
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Jonas Söderlund and Joana Geraldi
The purpose of this paper is to argue for the need of continuously revisiting and reformulating the contributions of past research. In particular the focus is on project…
Abstract
Purpose
The purpose of this paper is to argue for the need of continuously revisiting and reformulating the contributions of past research. In particular the focus is on project management writings. In addition, the purpose of the paper is to introduce the reader to the special issue on Classics in project management and give an overview of the different contributions.
Design/methodology/approach
The paper is based on literature in related fields and the approach is paradigmatic, illustrating the value of common literature and common language to develop a knowledge domain.
Findings
The authors provide an introductory framework and arguments for the need to revisit the contributions of the past. Since “the past” and readings of it will continuously change and develop, exploring it is not a “one‐off” job, but part of the dialogue within the academic community. From an evolutionary perspective, the authors make the point that an important role for scholars is to “store” knowledge from the past to tell the stories found in prior research, the influential ideas and their development within the knowledge domain/discipline. In a critical realm, the authors also see the role of critical engagement with the past to question what we take for granted to be able to improve our collective ability to think and from that end develop project management thinking and research. In that sense, revisiting the past might provide avenues to future research and adventurous explorations.
Originality/value
The authors introduce the idea of classics in project management as an ongoing and important debate among scholars within the field. This discussion has so far received only limited attention among scholars in the field of project management.
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Joana Geraldi, Harvey Maylor and Terry Williams
The purpose of this paper is to contribute to operations management (OM) practice contingency research by describing the complexity of projects. Complexity is recognised as a key…
Abstract
Purpose
The purpose of this paper is to contribute to operations management (OM) practice contingency research by describing the complexity of projects. Complexity is recognised as a key independent (contingent) variable that impacts on many subsequent decisions in the practice of managing projects.
Design/methodology/approach
This paper presents a systematic review of relevant literature and synthesises an integrated framework for assessing the complexities of managing projects.
Findings
This framework comprises five dimensions of complexity – structural, uncertainty, dynamics, pace and socio‐political complexity. These five dimensions present individuals and organisations with choices about how they respond to each type of complexity, in terms of business case, strategic choice, process choice, managerial capacity and competencies.
Originality/value
The contribution of this paper is to provide a clarification to the epistemology of complexity, to demonstrate complexity as a lived experience for project managers, and offer a common language for both practitioners and future empirical studies considering the individual or organisational response to project complexities. The work also demonstrates an application of systematic review in OM research.
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Monique Aubry and Sylvain Lenfle
The purpose of this paper is to revisit Christophe Midler's contribution through L'auto qui n'existait pas (The car that did not exist), first published in 1993. The paper…
Abstract
Purpose
The purpose of this paper is to revisit Christophe Midler's contribution through L'auto qui n'existait pas (The car that did not exist), first published in 1993. The paper summarizes and examines the main themes of the book based on current knowledge and ends with suggestions for future research opportunities.
Design/methodology/approach
The paper is grounded in an in‐depth analysis of Midler's book and a one‐hour interview with him.
Findings
Midler argues that projectification is not a temporary managerial fashion; quite the contrary. At Renault, he witnessed a profound industrial transformation founded on collective learning. Central to this transformation was the establishment of project management as an engine of renewal within the permanent organisation.
Practical implications
Revisiting Midler's work on projectification generates new insights into understanding the current situation confronting organisations in all industries as they evolve in their approach to creativity and innovation.
Originality/value
Two original facets of Midler's seminal work still influence the field of project management. First, he provided a global understanding of the creative organisation. He described, analysed and explained how an organisation reinvents itself, not only in terms of project management, but more globally, from a permanent organisation perspective. Recent research developments focus on project‐oriented organisations, program and portfolio management, organisational project management, and others. Midler's work should be more widely known and referenced for its capacity to conceptualise what simultaneously happens in multiple, concurrent, organisational terms as a project is carried out (e.g. financial, commercial, technological and career development). Second, Midler conducted a study from within an organisation for four years. In this respect, he could be seen as a precursor of recent project management research practices.
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Tuomas Ahola and Andrew Davies
The purpose of this paper is to scrutinize the influence of the highly cited Organization Theory and Project Management on consequent project research and to highlight the key…
Abstract
Purpose
The purpose of this paper is to scrutinize the influence of the highly cited Organization Theory and Project Management on consequent project research and to highlight the key contributions of the book, how it has affected consequent project research and to identify areas that could be further explored in future research.
Design/methodology/approach
The paper takes the form of a book review and literature analysis.
Findings
It is found that the book offers insights to elaborating the salient characteristics of large, complex and uncertain projects. It identifies the underlying theories and concepts to improve our understanding of the three main issues: the sources of uncertainty in large engineering intensive projects; management and governance approaches utilized to tackle uncertainty; and project routines and innovation. Some of these insights have later been acknowledged by project scholars focusing topics such as project governance and the management of uncertainty in projects.
Practical implications
The book offers several insights and lessons to scholars and practitioners working with large engineering intensive projects.
Originality/value
The contribution of the book is not used to its full potential in project research. The paper's identification of the book's key insights should be useful for both scholars and practitioners.
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Joana Geraldi, Iben Stjerne and Josef Oehmen
Temporary and permanent organisations have contrasting yet co-dependent perspectives regarding time; temporary organisations are made to ‘die’, yet most of them exist to enable…
Abstract
Temporary and permanent organisations have contrasting yet co-dependent perspectives regarding time; temporary organisations are made to ‘die’, yet most of them exist to enable permanent organisations to ‘survive’. The authors studied the temporal tensions of strategic initiatives – that is, temporary organisations that aim to implement strategic change in permanent organisations. Our empirical data identified three temporal tensions emerging when senior managers timed their strategic initiatives: ambition versus realism when enacting the time horizon, patience versus urgency when enacting the pace, and clock time versus event time when enacting the temporal perspective. By evoking the literature on paradox and temporal work, the authors extend the view of temporality at the temporary and permanent interface and indicate how temporal work played an important role in creating, reinforcing, or transforming temporal tensions. The authors conclude by providing implications for theory and practice.