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  • 1.
    Backlund, Fredrik
    et al.
    Luleå tekniska universitet, Institutionen för ekonomi, teknik och samhälle, Industriell Ekonomi.
    Chronéer, Diana
    Luleå tekniska universitet, Institutionen för system- och rymdteknik, Datavetenskap.
    Sundqvist, Erik
    Luleå tekniska universitet, Institutionen för ekonomi, teknik och samhälle, Industriell Ekonomi.
    Maturity assessment: towards continuous improvements for project-based organisations?2015Inngår i: International Journal of Managing Projects in Business/Emerald, ISSN 1753-8378, E-ISSN 1753-8386, Vol. 8, nr 2, s. 256-278Artikkel i tidsskrift (Fagfellevurdert)
    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

  • 2.
    Kujala, Jaakko
    et al.
    University of Oulu.
    Nysten-Haarala, Soili
    Luleå tekniska universitet, Institutionen för ekonomi, teknik och samhälle, Samhällsvetenskap.
    Nuottila, Jouko
    University of Oulu.
    Flexible Contracting in Project Business2015Inngår i: International Journal of Managing Projects in Business/Emerald, ISSN 1753-8378, E-ISSN 1753-8386, Vol. 8, nr 1, s. 92-106Artikkel i tidsskrift (Fagfellevurdert)
    Abstract [en]

    PurposeThe objective of this paper is to increase our understanding of the main challenges of the contracting process and project contracts in the context of project business characterized by a high level of complexity and uncertainty. We argue that understanding contracting as a flexible process and as a business tool will contribute to creating more value in projects which are implemented in constantly changing circumstances or which require gradual and iterative development.Design/methodology/approachThis is a conceptual paper with illustrative examples from the software industry.FindingsA prevailing approach for both managing contracts and the contracting process focuses on careful planning and drafting of contracts that protect each party in the case of conflicts and disagreements. The underlying assumption is that all activities can be planned and documented in a formal contract. According to this approach, the contracting process is seen only as a bargaining negotiation and the project contract as a detailed agreement of the responsibilities and safeguarding clauses to protect one’s position in the event of conflicts and failures. However, in the context of project business characterized by complexity and uncertainty, there is a need for flexible project contracts. We suggest that there are two fundamentally different approaches to implementing flexibility in both the contracting process and the project contract: postponing the decision until there is adequate information for decision making or making decisions that allow flexible adaptation to changes during the project lifecycle.Practical implicationsWe suggest that organizations in project business should pay closer attention to how contracts are formed and how flexibility is introduced to projects. Organizations are encouraged to see contracts as a business tool, not as rigid documents which are taken into use in case something goes wrong.Originality/valueThis paper contributes to our understanding of how to adapt the contracting process to overcome challenges related to uncertainty, especially during the early phases of the project lifecycle. We provide a novel perspective on contracting as a process that extends over the lifecycle of a project and on the project contract as an agreement between parties formed during the contracting process. This perspective includes formal contract documents as well as various other documents, oral communication, commitments, actions and incidents.

  • 3.
    Larsson, Johan
    et al.
    Luleå tekniska universitet, Institutionen för samhällsbyggnad och naturresurser, Industriellt och hållbart byggande.
    Eriksson, Per Erik
    Luleå tekniska universitet, Institutionen för samhällsbyggnad och naturresurser, Industriellt och hållbart byggande.
    Pesämaa, Ossi
    Luleå tekniska universitet, Institutionen för ekonomi, teknik och samhälle, Industriell Ekonomi.
    The importance of hard project management and team motivation for construction project performance2018Inngår i: International Journal of Managing Projects in Business/Emerald, ISSN 1753-8378, E-ISSN 1753-8386, Vol. 11, nr 2, s. 275-288Artikkel i tidsskrift (Fagfellevurdert)
    Abstract [en]

    Purpose

    Hard project management practices, based on strict planning and control, are traditionally applied in construction projects, although research frequently promotes the importance of teams for various project outcomes. Thus, the purpose of this paper is to examine the importance of hard project management and team motivation for process performance in construction projects. A hypothesis tested is that hard project management can impair process performance if team motivation is not promoted.

    Design/methodology/approach

    The paper presents and empirically tests a structural equation model, with and without a mediating link between hard project management and process performance, based on data from a survey of 2,175 respondents, representing contractors and clients involved in 109 Swedish construction projects.

    Findings

    The results confirm that hard project management is best conveyed through teams to enhance process performance. “Path analysis,” using the model with the mediating link, confirms that neglecting team motivation can significantly impair process performance.

    Research limitations/implications

    The data set provides unusually high representation of views of contractors and clients involved in diverse Swedish construction projects. Thus, the results have likely relevance in other project-based industries and/or national settings, but this possibility requires further investigation.

    Originality/value

    The findings show that team motivation is a key process performance factor; hard project management may indeed be important, but its effects will be enhanced by (and partially mediated through) team motivation. Thus, the findings have important theoretical and practical implications for the development of project management practices.

  • 4.
    Nilsson Vestola, Emilia
    et al.
    Luleå tekniska universitet, Institutionen för samhällsbyggnad och naturresurser, Industriellt och hållbart byggande.
    Eriksson, Per-Erik
    Luleå tekniska universitet, Institutionen för samhällsbyggnad och naturresurser, Industriellt och hållbart byggande.
    Larsson, Johan
    Luleå tekniska universitet, Institutionen för samhällsbyggnad och naturresurser, Industriellt och hållbart byggande.
    Karrbom Gustavsson, Tina
    Real Estate and Construction Management, KTH Royal Institute of Technology, Stockholm, Sweden.
    Temporary and permanent aspects of project organizing – operation and maintenance of road infrastructure2021Inngår i: International Journal of Managing Projects in Business, ISSN 1753-8378, E-ISSN 1753-8386, Vol. 14, nr 7, s. 1444-1462Artikkel i tidsskrift (Fagfellevurdert)
    Abstract [en]

    Purpose – To explore the interdependencies between temporary and permanent aspects of project organizing and how they affect the management of public infrastructure operation and maintenance (O&M) activities.

    Design/methodology/approach – The paper applies a case study approach and uses Lundin and Söderholm’s (1995) framework of the temporary organization (with the themes of time, task, team, and transition) to distinguish between temporary and permanent aspects of organizing two infrastructure O&M projects.

    Findings – This paper adds to the literature on temporary organizations by recognizing a mixture of temporary and permanent aspects of project organizing in an empirical project-level example. In line with previous research, the themes of time, task, team, and transition were shown to be interdependent. Furthermore, the paper broadens the theory of temporary organizations by presenting a project organization with significant permanent aspects.

    Practical implications – Project managers of public sector projects need to be aware of the possible mixture of temporary and permanent aspects of project organizing. Management of projects that are found to have a mixture of temporary and permanent aspects should combine the perspectives and management practices of both temporary and permanent organizing. Not acknowledging permanent aspects could lead to management that is not adapted to the prerequisites of project organizing in this context.

    Originality/value – The findings further develop the literature on temporary organizations by recognizing that there is not only a mixture of temporary and permanent aspects between the temporary organization and its permanent environment, but there is also a mixture of temporary and permanent aspects of organizing within project organizations.

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