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Article
Publication date: 4 April 2008

Kersti Nogeste and Derek H.T. Walker

The purpose of this paper is to describe a doctoral research study, including a summary of key literature review topics, the application of an action research methodology, key…

1742

Abstract

Purpose

The purpose of this paper is to describe a doctoral research study, including a summary of key literature review topics, the application of an action research methodology, key research findings and potential areas of future research.

Design/methodology/approach

Research reported in this paper was based upon a series of five cycles of action research.

Findings

An Outcome Profile™ template can be used to guide project stakeholders through the process of identifying, defining and aligning intangible project outcomes with tangible project outputs.

Practical implications

The research study will advance general management and project management research and practice by providing organisations with an improved template and method for linking project stakeholders' outcomes and benefits‐based perspective of project success with the more traditional project management outputs‐based perspective of project success. The research study, in itself provides a “how‐to” guide.

Originality/value

This paper alerts practitioners and academics to this recent research work to improve the definition of intangible project outcomes; to better determine what value a given project is expected to deliver.

Details

International Journal of Managing Projects in Business, vol. 1 no. 2
Type: Research Article
ISSN: 1753-8378

Keywords

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Article
Publication date: 12 September 2008

Kersti Nogeste

The purpose of this paper is to provide academic researchers and reflective practitioners of project management with an example of how a dual cycle action research (AR) model can…

834

Abstract

Purpose

The purpose of this paper is to provide academic researchers and reflective practitioners of project management with an example of how a dual cycle action research (AR) model can be used to both conduct research and solve a real‐life problem situation.

Design/methodology/approach

Provides a brief introduction to the research idea and question and the research strategy defined to address them, including the review of a small number of AR models, which resulted in the choice of a dual cycle AR model that addresses problem solving and research in parallel. The remainder of the paper describes how the selected AR model was applied to a series of five AR cycles to satisfy both the problem solving and research interests.

Findings

A dual cycle AR model provides academic researchers and reflective practitioners of project management with an effective and efficient means of addressing the dual imperatives of research and problem solving.

Research limitations/implications

All five problem‐solving projects were from the public sector and of similar complexity and pace, with a focus on expected positive intangible outcomes during the planning stage only, with the groups of problem solving project stakeholders comprising only people responsible for delivering outcomes, not receiving them.

Practical implications

Based on a doctoral research study, the paper provides both academic researchers and reflective practitioners of project management with a practical guide to applying dual cycle AR to both conduct research and solve a real‐life problem situation.

Originality/value

The paper demonstrates how a dual cycle AR model led to the development of an original and highly practical method for defining and aligning project outcomes and associated benefits and outputs; in particular the alignment of intangible outcomes with tangible outputs – helping to make the intangible tangible.

Details

International Journal of Managing Projects in Business, vol. 1 no. 4
Type: Research Article
ISSN: 1753-8378

Keywords

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Article
Publication date: 26 January 2010

Kersti Nogeste

The purpose of this paper is to demonstrate how the practice of program management can be used to manage strategically‐oriented initiatives such as mergers and acquisitions (M&As)…

2534

Abstract

Purpose

The purpose of this paper is to demonstrate how the practice of program management can be used to manage strategically‐oriented initiatives such as mergers and acquisitions (M&As).

Design/methodology/approach

The methodology applied is high‐level reflective retrospective qualitative field research conducted by a practitioner‐scholar in response to the research question: How does the program management approach applied to a small‐scale acquisition compare to the current joint bodies of program management and M&A theory and practice?

Findings

The practice of program management provides a means for managing strategically oriented initiatives such as small‐scale acquisitions.

Research limitations/implications

This paper is constrained by a high‐level literature review of English language publications only, and high‐level reflective retrospective qualitative field research conducted by a single practitioner‐scholar upon a single relatively small‐scale acquisition, which cannot necessarily be scaled up to be representative of a larger‐scale acquisition, nor given the differences between M&As be used as a direct template for other M&As. Also, as a purely qualitative field research study into an area of intermediate maturity, the response to the research question lacks statistical support.

Practical implications

M&As are increasing in frequency and yet continue to have relatively high‐failure rates. Based on the findings of this paper, the practice of program management provides a means of managing strategic initiatives such as acquisitions.

Originality/value

This paper adds to the bodies of program management and M&A literature, from the dual perspectives of practice and research, particularly with reference to small acquisitions and acquisitions in the small and medium enterprise sector.

Details

International Journal of Managing Projects in Business, vol. 3 no. 1
Type: Research Article
ISSN: 1753-8378

Keywords

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Article
Publication date: 1 January 2006

Kersti Nogeste and Derek H.T. Walker

This paper aims to use a knowledge management (KM) approach to effectively revise a utility retailer's software testing process. This paper presents a case study of how the…

1601

Abstract

Purpose

This paper aims to use a knowledge management (KM) approach to effectively revise a utility retailer's software testing process. This paper presents a case study of how the utility organisation's customer services IT production support group improved their test planning skills through applying the American Productivity and Quality Center (APQC) KM framework to define a software‐testing process. This included the ongoing maintenance and use of a business knowledge repository comprising software test cases.

Design/methodology/approach

An action learning approach was used for workplace training facilitated by one of the authors. Applying and refining learnings gained in a series of three workshops achieved these outcomes. The first two workshops focused on improving test‐planning skills and the third on introducing KM concepts, the APQC KM framework and the development of a KM based software‐testing process that combined explicit and tacit knowledge.

Findings

The combination of workshop outputs, workshop evaluation feedback and lessons learned during the following two months suggests that the KM approach was an effective way for teams or organisations wanting to capture and convey tacit knowledge on software testing.

Research limitations/implications

Participants viewed the described approach as an easily comprehensible and relatively quick method to define a KM based process and define the factors that can influence the success of a KM based process. While our results suggest that this KM approach could be more generally applied to transfer of high‐intensity tacit knowledge workplace training situations, the case study was confined to a single group and focused on software testing only.

Originality/value

Provide information on a utility retailer's software testing process.

Details

Journal of Workplace Learning, vol. 18 no. 1
Type: Research Article
ISSN: 1366-5626

Keywords

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Article
Publication date: 1 December 2005

Kersti Nogeste and Derek H.T. Walker

The purpose of this paper is to introduce and discuss a process for specifying project scope and success criteria more completely – in terms of expected project outcomes, benefits

5270

Abstract

Purpose

The purpose of this paper is to introduce and discuss a process for specifying project scope and success criteria more completely – in terms of expected project outcomes, benefits and outputs.

Design/methodology/approach

The paper reports on the third in a series of five action research case studies along with a validation exercise conducted at an Australian state police force senior management conference.

Findings

The findings confirmed that project stakeholders are able to identify, prioritise and define intangible project outcomes when provided with a process for doing so. The process described in this paper provides project stakeholders with the means to cross‐reference hitherto inexplicit intangible outcomes to explicit tangible outputs. Results indicate strong support for the process as a planning/review tool for projects required to deliver a combination of tangible and intangible outcomes.

Research limitations/implications

The series of five action research case studies was drawn from the public sector. Nevertheless, the authors propose that the approach can be applied more generally to projects which require the delivery of intangible project outcomes. The validation exercise conducted at an Australian state police force senior management conference collected workshop attendees' responses to brief pre‐ and post‐workshop surveys. Whilst encouraging, the results should be treated with caution because survey responses were only collected from people responsible for delivering project outcomes, not receiving them.

Originality/value

The key breakthrough contribution of the process described in this paper is the use of outcome profiles to cross‐reference intangible outcomes to tangible outputs; making the intangible tangible.

Details

Measuring Business Excellence, vol. 9 no. 4
Type: Research Article
ISSN: 1368-3047

Keywords

Available. Content available
Article
Publication date: 1 January 2006

Darryl Dymock

239

Abstract

Details

Journal of Workplace Learning, vol. 18 no. 1
Type: Research Article
ISSN: 1366-5626

Available. Content available
Article
Publication date: 12 September 2008

Derek H.T. Walker

427

Abstract

Details

International Journal of Managing Projects in Business, vol. 1 no. 4
Type: Research Article
ISSN: 1753-8378

Available. Content available
698

Abstract

Details

International Journal of Managing Projects in Business, vol. 3 no. 1
Type: Research Article
ISSN: 1753-8378

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Article
Publication date: 3 March 2022

Muhammad Ayat, Malikah, Azmat Ullah and Changwook Kang

This study examines scholarly communications in the International Journal of Managing Projects in Business (IJMPB) and identifies the journal's leading trends from 2008 to 2019.

571

Abstract

Purpose

This study examines scholarly communications in the International Journal of Managing Projects in Business (IJMPB) and identifies the journal's leading trends from 2008 to 2019.

Design/methodology/approach

This study analyzed a sample of 522 articles published in the IJMPB since its inception in 2008 until 2019. A set of bibliometric measures was used in the study to identify publication trends, citation structures, leading authors, institutions and countries. Additionally, analysis of research methodologies, industrial sectors and research themes of the articles was carried out through a rigorous content analysis. To examine the changes in journal expansion over time, the duration of publications (from 2008 to 2019) was divided into three subperiods.

Findings

The study findings show that 793 authors from 370 institutions and 58 countries contributed to the journal during this period. In terms of contributions, Australia and the Scandinavian countries are at the top, while Asian and African countries occupy a lower position. Moreover, among authors, Derek H.T. Walker was found to be the most prolific, with the highest weighting score and number of articles. Similarly, RMIT University of Australia emerged as the most productive institution. The articles were predominantly case studies followed by mixed methods (i.e. both surveys and interviews are used for data collection). Most of the articles in the sample were related to project management in general. However, several articles reported on construction, information technology (IT) and manufacturing projects.

Practical implications

This study is useful for the researcher community to understand the journal's scientific productivity. Further, it will also help identify dominant topics in the field of project management.

Originality/value

This is the first comprehensive review article presenting a general overview of the journal's leading trends and researchers since its inception in 2008.

Details

International Journal of Managing Projects in Business, vol. 15 no. 3
Type: Research Article
ISSN: 1753-8378

Keywords

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