Change search
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf
Maturity assessment: towards continuous improvements for project-based organisations?
Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Business Administration and Industrial Engineering.ORCID iD: 0000-0002-4885-0819
Luleå University of Technology, Department of Computer Science, Electrical and Space Engineering, Computer Science.ORCID iD: 0000-0002-7880-2770
Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Business Administration and Industrial Engineering.
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

Place, publisher, year, edition, pages
2015. Vol. 8, no 2, p. 256-278
National Category
Reliability and Maintenance Information Systems, Social aspects
Research subject
Quality Technology & Management; Information systems
Identifiers
URN: urn:nbn:se:ltu:diva-10970DOI: 10.1108/IJMPB-05-2014-0047ISI: 000355671500004Scopus ID: 2-s2.0-84958537481Local ID: 9de7d88e-0ac2-4a5d-b8c5-237ec3c1e771OAI: oai:DiVA.org:ltu-10970DiVA, id: diva2:983918
Note

Validerad; 2015; Nivå 1; 20150302 (andbra)

Available from: 2016-09-29 Created: 2016-09-29 Last updated: 2019-11-22Bibliographically approved
In thesis
1. Towards systematic improvement work in project-based organizations: An efficiency and effectiveness perspective
Open this publication in new window or tab >>Towards systematic improvement work in project-based organizations: An efficiency and effectiveness perspective
2018 (English)Doctoral thesis, comprehensive summary (Other academic)
Alternative title[sv]
Systematiskt förbättringsarbete i projektbaserade organisationer : Med utgångspunkt I inre och yttre effektivitet
Abstract [en]

Project-based organizations (PBOs) have adopted projects as a primary tool for carrying out most of their operations. By doing so, the PBO operates mainly on two organizational levels, the project level and the organizational level. For these organizations, improving project management (PM) performance is central for the survival of the organization, since PM is considered both a strategic competence and a source of competitive advantage for delivering customer value. For PBOs, prioritizing efficiency has often been described as a short-term focus meeting time and budget targets. The need to shift focus toward value creation in PM is suggested to be of importance to succeed in delivering value to customers. Project performance, and the separate but interlinked concept of project success, can be described using the two concepts of efficiency—doing things right—and effectiveness—doing the right things. However, although commonly used within the field of quality management, the application of these two concepts in the PM literature and practice has proven to be unclear which has implications on organizational improvement.

It is through the two concepts, efficiency and effectiveness, that systematic improvement work in PBOs can be understood. This thesis addresses the need for influences from other research fields, by approaching improvement work in PBOs from a quality management perspective. More specifically, the purpose is to advance our understanding of how PBOs can work systematically toward improvements, from an efficiency and effectiveness perspective. This is done by exploring challenges related to improvement work in a PBO operating as a subsidiary to the Swedish minerals group LKAB. In order to do this case study research has been used, including a combination of data collection methods: including semi-structured interviews, participant observations, and document analysis. Case study findings have continually been compared to theory in order to reach conclusions.

The findings indicate that an organizational-level improvement process is missing, and that PBOs need to link such a process to project-level processes, in order to work toward improvements. Applying an efficiency and effectiveness perspective further clarifies the division of practice and responsibility between PBO and the client. Further, it is suggested that the role of the project manager as an improvement agent in PBOs should be formalized and clarified, in order to support learning and organizational-level improvement. Finally, the need to clarify and manage what constitutes value and value creation among stakeholders in projects is emphasized, in order to support both efficiency and effectiveness in project work.

The thesis contributes to the literature by discussing the prerequisites for PBOs to work toward improvements, and by approaching project management from a quality management perspective. From a managerial perspective the thesis emphasizes the importance of clarifying responsibilities regarding project value creation, as current practice seem to promote a separation of responsibility, in which the PBO is responsible for aspects of efficiency, and the customer is responsible for aspects of effectiveness.

Place, publisher, year, edition, pages
Luleå: Luleå University of Technology, 2018. p. 110
Series
Doctoral thesis / Luleå University of Technology 1 jan 1997 → …, ISSN 1402-1544
Keywords
Project Management, Project-based organization, Efficiency, Effectiveness, Improvement
National Category
Business Administration Reliability and Maintenance
Research subject
Quality Technology & Management
Identifiers
urn:nbn:se:ltu:diva-71040 (URN)978-91-7790-216-4 (ISBN)978-91-7790-217-1 (ISBN)
Public defence
2018-11-27, A109, Luleå, 13:00 (Swedish)
Opponent
Supervisors
Available from: 2018-10-01 Created: 2018-09-30 Last updated: 2018-11-21Bibliographically approved

Open Access in DiVA

No full text in DiVA

Other links

Publisher's full textScopus

Authority records BETA

Backlund, FredrikChronéer, DianaSundqvist, Erik

Search in DiVA

By author/editor
Backlund, FredrikChronéer, DianaSundqvist, Erik
By organisation
Business Administration and Industrial EngineeringComputer Science
In the same journal
International Journal of Managing Projects in Business/Emerald
Reliability and MaintenanceInformation Systems, Social aspects

Search outside of DiVA

GoogleGoogle Scholar

doi
urn-nbn

Altmetric score

doi
urn-nbn
Total: 836 hits
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf