Change search
Link to record
Permanent link

Direct link
BETA
Publications (10 of 20) Show all publications
Backlund, F. & Sundqvist, E. (2018). Continuous improvement: challenges for the project-based organization. International Journal of Quality & Reliability Management, 5(7), 1306-1320
Open this publication in new window or tab >>Continuous improvement: challenges for the project-based organization
2018 (English)In: International Journal of Quality & Reliability Management, ISSN 0265-671X, E-ISSN 1758-6682, Vol. 5, no 7, p. 1306-1320Article in journal (Refereed) Published
Abstract [en]

Purpose

There are limited studies of Continuous improvement from the perspective of a project-based organization (PBO). Hence, this article explores challenges that PBOs may encounter when applying Continuous improvement.

Design/methodology/approach

An exploratory and qualitative approach has been used, involving six management teams in six different project-based organizations, using focus groups interviews as data collecting method.

Findings

A high degree of autonomy among project managers seems to limit a collective approach to project management in PBOs. As a consequence the overall PBO performance becomes subordinate to the individual project performance – an approach opposite to that of Continuous improvement. Further, the management teams themselves seem to uphold a project focus, also complicating improvement initiatives from a PBO perspective.

Research limitations/implications

The management teams have been the unit of analysis, where the PBOs mainly conduct projects in an engineering and construction context, and are located in the same country and region. This approach enables the thorough study of a phenomenon, while preconditions for generalization are limited. However, the findings could be used by researchers as a basis for more in-depth studies of specific challenges, and for making surveys to obtain generalization of results.

Practical implications

The results can induce awareness and understanding of different challenges if applying Continuous improvement in a PBO, hence a starting point for finding ways to overcome these challenges.

Originality/value

The article contributes to an increased understanding of challenges that PBOs may encounter when applying Continuous improvement, confirming and presenting additional findings compared to previous studies.

Place, publisher, year, edition, pages
Emerald Group Publishing Limited, 2018
National Category
Reliability and Maintenance
Research subject
Quality Technology & Management
Identifiers
urn:nbn:se:ltu:diva-69659 (URN)10.1108/IJQRM-12-2016-0229 (DOI)2-s2.0-85050088335 (Scopus ID)
Note

Validerad;2018;Nivå 2;2018-07-26 (inah)

Available from: 2018-06-19 Created: 2018-06-19 Last updated: 2018-09-30Bibliographically approved
Backlund, F. (2017). A project perspective on doctoral studies: a student point of view. International Journal of Educational Management, 31(7), 908-921
Open this publication in new window or tab >>A project perspective on doctoral studies: a student point of view
2017 (English)In: International Journal of Educational Management, ISSN 0951-354X, E-ISSN 1758-6518, Vol. 31, no 7, p. 908-921Article in journal (Refereed) Published
Abstract [en]

Purpose

Many doctoral students never obtain a doctoral degree, and many do not finish their studies in time. To promote aspects of effectiveness and efficiency in doctoral studies this article aims to explore a project perspective, more specifically how doctoral students experience their studies in terms of key dimensions of projects.

Design/methodology/approach

Written reflections concerning a project perspective in doctoral studies, based on 18 students at a Swedish university, have been categorised and analysed by means of the qualitative research software NVivo.

Findings

Main findings are: Reflections on the project manager role including both the supervisor and the doctoral student, and different views on project control parameters and the concepts goal-seeking and goal-orientation. A more comprehensive picture of project planning is presented, compared with the Individual Study Plan (ISP), including different project methods and tools that can be suitable in a doctoral project.

Research limitations/implications

The study is based on a limited number of doctoral students, however the aim has been to give examples of project perspectives. The findings could be valuable for increased understanding of doctoral studies and of the project management field in general.

Practical implications

The study can induce awareness among doctoral students and supervisors of a project perspective in doctoral studies, promoting aspects of efficiency and effectiveness.

Originality/value

Compared to previous research, this study explicitly tries to understand how doctoral students make sense of their doctoral studies from a project perspective.

Place, publisher, year, edition, pages
Emerald Group Publishing Limited, 2017
National Category
Reliability and Maintenance
Research subject
Quality Technology and Management
Identifiers
urn:nbn:se:ltu:diva-65138 (URN)10.1108/IJEM-04-2016-0075 (DOI)000408860100005 ()2-s2.0-85028664292 (Scopus ID)
Note

Validerad;2017;Nivå 2;2017-09-01 (andbra)

Available from: 2017-08-16 Created: 2017-08-16 Last updated: 2019-11-22Bibliographically approved
Sundqvist, E., Backlund, F. & de Bruin, J. (2017). Lean in project-based organizations. In: : . Paper presented at 24th EurOMA conference, Edinburgh, Scotland, 1-5 July 2017.
Open this publication in new window or tab >>Lean in project-based organizations
2017 (English)Conference paper, Oral presentation with published abstract (Other academic)
Abstract [en]

Literature on the application of Lean in project-based organizations (PBOs) is scarce. This paper presents findings from two case studies of early efforts to implement Lean in subsidiary PBOs. By focusing on Lean principles we provide insight into how PBO operations are, and potentially could be, aligned with Lean thinking. The findings suggest a fit on an overall level, but that principles need to be aligned with PM methods and tools to allow for flexibility.

Keywords
Lean, Project Management, Project-based organizations
National Category
Business Administration Reliability and Maintenance
Research subject
Quality Technology & Management
Identifiers
urn:nbn:se:ltu:diva-70382 (URN)
Conference
24th EurOMA conference, Edinburgh, Scotland, 1-5 July 2017
Available from: 2018-08-14 Created: 2018-08-14 Last updated: 2019-09-13Bibliographically approved
Chronéer, D. & Backlund, F. (2015). A Holistic View on Learning in Project-Based Organizations (ed.). Paper presented at . Project Management Journal, 46(3), 61-74
Open this publication in new window or tab >>A Holistic View on Learning in Project-Based Organizations
2015 (English)In: Project Management Journal, ISSN 8756-9728, E-ISSN 1938-9507, Vol. 46, no 3, p. 61-74Article in journal (Refereed) Published
Abstract [en]

Although researchers have over the years highlighted the importance of managing and supporting learning in project-based settings, it still seems to be problematic. New project management capabilities are needed, such as systems thinking, which will allow project-based organizations to better cope with learning in the organizations. This article explores how Swedish project-based organizations within an engineering and construction context manage and support learning activities today and discusses, with the support of process management literature, how an “organizational-wide project learning process” could improve the prerequisites for learning in project-based organizations. Our findings from three project-based organizations indicate a lack of a holistic perspective on project learning. A conceptual model is proposed, with the aim of validating and promoting process thinking by introducing, for example, new roles responsible for intra- and inter-project learning, respectively.

National Category
Information Systems, Social aspects Reliability and Maintenance
Research subject
Information systems; Quality Technology and Management
Identifiers
urn:nbn:se:ltu:diva-13146 (URN)10.1002/pmj.21503 (DOI)000356732100010 ()2-s2.0-84931569253 (Scopus ID)c5383d6e-69a6-41c3-85c5-ed5d7e2dbcef (Local ID)c5383d6e-69a6-41c3-85c5-ed5d7e2dbcef (Archive number)c5383d6e-69a6-41c3-85c5-ed5d7e2dbcef (OAI)
Note
Validerad; 2015; Nivå 2; 20150508 (andbra)Available from: 2016-09-29 Created: 2016-09-29 Last updated: 2019-11-22Bibliographically approved
Backlund, F., Chronéer, D. & Sundqvist, E. (2015). Maturity assessment: towards continuous improvements for project-based organisations? (ed.). International Journal of Managing Projects in Business/Emerald, 8(2), 256-278
Open this publication in new window or tab >>Maturity assessment: towards continuous improvements for project-based organisations?
2015 (English)In: International Journal of Managing Projects in Business/Emerald, ISSN 1753-8378, E-ISSN 1753-8386, Vol. 8, no 2, p. 256-278Article in journal (Refereed) Published
Abstract [en]

PurposeThe aim of this study is to contribute to the empirical research on project management maturity assessments, specifically based on a maturity model. Design/methodology/approachThe empirical data is based on a case study including in-depth interviews with a semi-structured approach, followed by a focus group interview. A survey was distributed within a project-based organisation and to client and stakeholder representatives, and then analysed. The organisation in the case study is a project department within a Swedish mining company. FindingsCareful considerations are needed when choosing a project management maturity model (PM3) as the model structure can influence the assessment’s focus. It is also important to include both internal and external project stakeholders in the assessment to achieve an efficiency and effectiveness perspective when analysing PM capabilities. Valid information from an assessment is crucial, therefore, clear communication from management is important in order to motivate the participants in the assessment. Research limitations/implicationsImproved understanding for implementing and applying a PM3 contributes to the increased knowledge of drivers, enablers and obstacles when assessing PM maturity, which also creates a basis for further research initiatives. Practical implicationsAn increased knowledge of drivers, enablers and obstacles should be valuable for practitioners introducing and applying a PM3.Originality/valueThis case study gives an in-depth insight into the implementation of a PM3 within a project-based organisation. Through conducting a literature review, it was found that this type of empirical research is rare

National Category
Reliability and Maintenance Information Systems, Social aspects
Research subject
Quality Technology & Management; Information systems
Identifiers
urn:nbn:se:ltu:diva-10970 (URN)10.1108/IJMPB-05-2014-0047 (DOI)000355671500004 ()2-s2.0-84958537481 (Scopus ID)9de7d88e-0ac2-4a5d-b8c5-237ec3c1e771 (Local ID)9de7d88e-0ac2-4a5d-b8c5-237ec3c1e771 (Archive number)9de7d88e-0ac2-4a5d-b8c5-237ec3c1e771 (OAI)
Note

Validerad; 2015; Nivå 1; 20150302 (andbra)

Available from: 2016-09-29 Created: 2016-09-29 Last updated: 2019-11-22Bibliographically approved
Sundqvist, E. & Backlund, F. (2014). Continuous improvement in project-based organizations?: A management perspective (ed.). Paper presented at QMOD conference on Quality and Service Sciences : 03/09/2014 - 05/09/2014. Paper presented at QMOD conference on Quality and Service Sciences : 03/09/2014 - 05/09/2014.
Open this publication in new window or tab >>Continuous improvement in project-based organizations?: A management perspective
2014 (English)Conference paper, Oral presentation only (Other academic)
National Category
Reliability and Maintenance
Research subject
Quality Technology and Management
Identifiers
urn:nbn:se:ltu:diva-30904 (URN)4e52b24d-3868-4685-be6f-94eadd8a69c2 (Local ID)4e52b24d-3868-4685-be6f-94eadd8a69c2 (Archive number)4e52b24d-3868-4685-be6f-94eadd8a69c2 (OAI)
Conference
QMOD conference on Quality and Service Sciences : 03/09/2014 - 05/09/2014
Note
Godkänd; 2014; 20141128 (erisun)Available from: 2016-09-30 Created: 2016-09-30 Last updated: 2019-11-22Bibliographically approved
Backlund, F., Chroneer, D. & Sundqvist, E. (2014). Project Management Maturity Models – A Critical Review: A Case Study within Swedish Engineering and Construction Organizations (ed.). Paper presented at IPMA World Congress : Finding Balance and Moving Forward 30/09/2013 - 03/10/2013. Procedia - Social and Behavioral Sciences, 119, 837-846
Open this publication in new window or tab >>Project Management Maturity Models – A Critical Review: A Case Study within Swedish Engineering and Construction Organizations
2014 (English)In: Procedia - Social and Behavioral Sciences, ISSN 1877-0428, E-ISSN 1877-0428, Vol. 119, p. 837-846Article in journal (Refereed) Published
Abstract [en]

Different kinds of project management maturity models (PM3s) exist today, most of them inspired by the capability maturity model (CMM) developed in the beginning of the 90ies, originally intended to measure capability in software development projects. Research indicates that organizations with higher project management (PM) maturity levels are expected to be successful in terms of project effectiveness and efficiency, and thus have a competitive advantage in the marketplace. Though, despite several PM3s developed during a time period of over 20 years, knowledge about how PM3s are a*pplied in organizations is sparse within the PM literature. This paper explores how major engineering and construction companies view PM maturity and PM3s in order to develop and improve their PM practices. These kinds of organizations are mainly project-intensive, objective oriented,and have the capabilities to perform overall business development initiatives, i.e. suitable for applying PM3s.The contribution of PM3s to organizational improvement and development is somewhat unclear. Therefore, a literature review highlights different aspects regarding PM3s, specifically their purpose, strengths, and weaknesses. To what extent PM3s are used, interviews have been conducted with seven respondents within different project intensive organizations, in their roles as project managers or in charge of PM development. How a PM3 can beintroduced and applied is explored via an in-depth case study at the major mining company in Sweden, LKAB. However, tentative results show that the application of PM3s in Swedish engineering and construction organizations are limited, indicating that further research is needed

Place, publisher, year, edition, pages
Elsevier, 2014
National Category
Reliability and Maintenance Information Systems, Social aspects
Research subject
Quality Technology & Management; Informatics
Identifiers
urn:nbn:se:ltu:diva-29519 (URN)10.1016/j.sbspro.2014.03.094 (DOI)30694d94-1ef6-4cfb-9f33-87fb25d23bc3 (Local ID)30694d94-1ef6-4cfb-9f33-87fb25d23bc3 (Archive number)30694d94-1ef6-4cfb-9f33-87fb25d23bc3 (OAI)
Conference
IPMA World Congress : Finding Balance and Moving Forward 30/09/2013 - 03/10/2013
Note

Godkänd; 2014; 20140407 (andbra); Konferensartikel i tidskrift

Available from: 2016-09-30 Created: 2016-09-30 Last updated: 2018-09-03Bibliographically approved
Sundqvist, E., Backlund, F. & Chronéer, D. (2014). What is Project Efficiency and Effectiveness? (ed.). Paper presented at IPMA World Congress : Finding Balance and Moving Forward 30/09/2013 - 03/10/2013. Procedia - Social and Behavioral Sciences, 119, 278-287
Open this publication in new window or tab >>What is Project Efficiency and Effectiveness?
2014 (English)In: Procedia - Social and Behavioral Sciences, ISSN 1877-0428, E-ISSN 1877-0428, Vol. 119, p. 278-287Article in journal (Refereed) Published
Abstract [en]

The concepts of efficiency and effectiveness are commonly used when evaluating different processes. As project management can be described by different kinds of processes, the aim with this research is to explore the concepts within project management through the lens of quality management. Since project-based organisations are often struggling with the balance between time, cost and quality, they are interested in doing this as efficient and effective as possible. However, there are a wide variety of views on efficiency and effectiveness among professionals and research scholars, which makes it difficult to apply these concepts in project-based settings.The study is based on a literature review and includes interviews with project office managers from Swedish construction and engineering companies. Findings from the study indicate that the terms efficiency and effectiveness are used without clear definitions, where measurements are executed and results interpreted in various ways. Clarifying the interpretation of project efficiency and effectiveness would help and support project- based organisations in their improvement work. Clarity implies improved preconditions to measure efficiency and effectiveness, and the possibility to develop indicators that can be used to help guide the organization in the desired direction. A clearer view on project efficiency and effectiveness can also be a basis for internal improvements in terms of time, cost and quality, as well as external improvements in terms of customer satisfaction.

National Category
Reliability and Maintenance Information Systems, Social aspects
Research subject
Quality Technology and Management; Informatics
Identifiers
urn:nbn:se:ltu:diva-31291 (URN)10.1016/j.sbspro.2014.03.032 (DOI)56f479a8-5974-4c81-8a4e-7513bc4fdef6 (Local ID)56f479a8-5974-4c81-8a4e-7513bc4fdef6 (Archive number)56f479a8-5974-4c81-8a4e-7513bc4fdef6 (OAI)
Conference
IPMA World Congress : Finding Balance and Moving Forward 30/09/2013 - 03/10/2013
Note
Godkänd; 2014; 20140407 (andbra); Konferensartikel i tidskriftAvailable from: 2016-09-30 Created: 2016-09-30 Last updated: 2019-11-22Bibliographically approved
Meiling, J., Backlund, F. & Johnsson, H. (2012). Managing for continuous improvement in off-site construction: Evaluation of lean management principles (ed.). Paper presented at . Engineering Construction and Architectural Management, 19(2), 141-158
Open this publication in new window or tab >>Managing for continuous improvement in off-site construction: Evaluation of lean management principles
2012 (English)In: Engineering Construction and Architectural Management, ISSN 0969-9988, E-ISSN 1365-232X, Vol. 19, no 2, p. 141-158Article in journal (Refereed) Published
Abstract [en]

Purpose – Several off-site manufacturing companies in Sweden have attempted to apply lean management to improve process effectiveness and efficiency. A state of continuous improvement is a key goal of lean management, as described in, e.g. Likers 4P model. The aim of this study is to test a method to measure the degree to which lean management principles have been adopted by companies that base their production on off-site manufacturing, as a prerequisite for a sustainable approach to continuous improvement. Design/methodology/approach – A survey is applied as research method, using a questionnaire based on the authors' perceptions of best practices corresponding to each lean management principle. Two questionnaires were distributed to both management and factory production personnel in two off-site manufacturing firms in Sweden. Findings – The Likert scores regarding the degree to which lean principles have been applied in the two studied companies showed similar patterns (and similar differences between the management and production personnel's responses), indicating that the results can be generalised within an off-site construction context. The study shows that continuous improvements must emerge and evolve simultaneously with a focus on processes, people and long-term thinking. Research limitations/implications – In order to obtain more generalised and detailed results a more extensive survey covering several companies, as well as more detailed case studies and more questions regarding each principle, are needed. A multivariate analysis will also scan the material for further dependences. Originality/value – The paper highlights several aspects that are important for management to be aware of when aiming for continuous improvements in off-site manufacturing.

National Category
Construction Management Reliability and Maintenance Building Technologies
Research subject
Construction Engineering and Management; Quality Technology and Management; Timber Structures
Identifiers
urn:nbn:se:ltu:diva-7119 (URN)10.1108/09699981211206089 (DOI)2-s2.0-84857752097 (Scopus ID)56f7d332-2580-4889-8c71-6ecb13abd329 (Local ID)56f7d332-2580-4889-8c71-6ecb13abd329 (Archive number)56f7d332-2580-4889-8c71-6ecb13abd329 (OAI)
Note
Validerad; 2012; 20120307 (andbra)Available from: 2016-09-29 Created: 2016-09-29 Last updated: 2019-11-22Bibliographically approved
Backlund, F., Holmberg, R. & Söderholm, P. (2008). A 10 years journey introducing RCM within hydropower: a case study at Vattenfall Vattenkraft (ed.). In: (Ed.), EuroMaintenance Papers: Conference and Trade Show on Asset Management & Production Reliability ; Brussels Expo, 8 - 10 April 2008. Paper presented at Conference and Trade Show on Asset Management & Production Reliability : 08/04/2008 - 10/04/2008 (pp. 21:1-21:10). Belgian Maintenance Association
Open this publication in new window or tab >>A 10 years journey introducing RCM within hydropower: a case study at Vattenfall Vattenkraft
2008 (English)In: EuroMaintenance Papers: Conference and Trade Show on Asset Management & Production Reliability ; Brussels Expo, 8 - 10 April 2008, Belgian Maintenance Association , 2008, p. 21:1-21:10Conference paper, Published paper (Refereed)
Place, publisher, year, edition, pages
Belgian Maintenance Association, 2008
National Category
Reliability and Maintenance Other Civil Engineering
Research subject
Quality Technology and Management; Operation and Maintenance
Identifiers
urn:nbn:se:ltu:diva-31200 (URN)54f60530-b004-11dd-b677-000ea68e967b (Local ID)54f60530-b004-11dd-b677-000ea68e967b (Archive number)54f60530-b004-11dd-b677-000ea68e967b (OAI)
Conference
Conference and Trade Show on Asset Management & Production Reliability : 08/04/2008 - 10/04/2008
Note

Godkänd; 2008; Bibliografisk uppgift: CD-ROM; 20081111 (frebac)

Available from: 2016-09-30 Created: 2016-09-30 Last updated: 2019-11-22Bibliographically approved
Organisations
Identifiers
ORCID iD: ORCID iD iconorcid.org/0000-0002-4885-0819

Search in DiVA

Show all publications