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.

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.

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

We propose that the project manager is implicitly expected to participate in and contribute to continuous improvement in Project-Based Organizations.This paper explores how the project management literature treats the project manager in relation to improving overall PBO performance. The results, supported by case study insights, indicate implicit expectations of the project manager to contribute to organization-level PBO improvement. We argue that, if organization-level improvement should be part of project management practice in PBOs, as promoted in project management literature, the role of improvement agent needs to be formalized for the project manager.