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Article
Publication date: 25 April 2019

Gabriele Hofinger Jünge, Erlend Alfnes, Kristina Kjersem and Bjorn Andersen

The purpose of this paper is to empirically investigate an effective project management practice focusing on planning and control. By doing so, it contributes to the debate on…

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Abstract

Purpose

The purpose of this paper is to empirically investigate an effective project management practice focusing on planning and control. By doing so, it contributes to the debate on rethinking traditional project management practices and accentuates the need for adjustments based on the project context.

Design/methodology/approach

This paper extends the project management theory by proposing a lean project planning (LPP) and control framework, developed and tested in collaboration with ten engineer-to-order (ETO) companies. By following a design science research approach, elements from lean thinking and current project planning and control practices are combined into a maturity model (MM).

Findings

ETO project characteristics are identified, and their implications for planning and control are discussed. Nine enablers that transform current project planning and control approaches into a lean approach are defined, allowing the analysis of the underlying complexity of planning and controlling ETO projects and thus facilitating the determination of the actions required to improve project performance.

Research limitations/implications

Once fully embedded in an organization, the presented MM can provide a safe framework for self-criticism and can be used to conduct self-assessments without the need for an external facilitator. Thus, this paper is of particular interest to practicing project managers who aim to implement LPP and control.

Originality/value

To the authors’ best knowledge, this paper is the first to empirically examine the journey toward LPP and control from a MM perspective. This research attempts to describe the enablers of LPP and control.

Details

International Journal of Managing Projects in Business, vol. 12 no. 4
Type: Research Article
ISSN: 1753-8378

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