Three domains of project organising

Logic Plasticity and Bounded Custodial Work in Inter-Institutional Projects

I studied competing institutional logics in inter-institutional projects in aerospace to understand which logic would prevail when several logics compete in temporary organizing. While competing logic tensions between academia and the industry were expected, I additionally found competing logic tensions between multinationals and suppliers. I argue that the competing logic tensions originated from the informal roles that emerged from the interactions among the partners in the projects, which were predetermined by the complementary knowledge that initially justified the collaborations. These informal roles activated custodial work among the partners, which was bounded by logic plasticity. Contrary to what was expected, the more rigid logics prevailed over the most plastic logics in temporary organizing.

Walking at the edge: How tempo-spatial nexus forms HRM practices in project-based organizations

Introduction

Research has scrutinized the role of different HRM practices in Project-based Organizations (PBOs) mostly in terms of project success and articulated the challenges of traditional HRM to reconcile with the project context. Nevertheless, HRM practices have been addressed less in PBOs with a practice-based research lens. Particularly, the role of tempo-spatial nexus in shaping such practices in this organizational form has been under-researched, although PBOs provide a very suitable context for doing so.

Methods

Drawing upon a comparative case study in the oil and gas industry of Scotland and adopting a practice-based approach, this research aims to shed light on how HRM practices are shaped and re-shaped in the project-based context. The study, specifically, scrutinizes the role of temporality and space in the formation, adoption and adaptation of HRM practices in these organizational forms.

Results and discussion

The findings reveal that project characteristics, specifically their duration, size and technical properties, induce different temporalities that along with different work locations and inter-organizational relationships, impact HRM practices as a threefold structure.

Modern Slavery in Projects: A Systematic Literature Review and Research Agenda

It is estimated that 40.3 million individuals are victims of modern slavery, including those exploited in projects. In project studies, there are growing research streams on topics, such as ethics, sustainability and fairness, yet modern slavery is vastly ignored. This article presents a systematic literature review on modern slavery. After summarizing the main forms and consequences of modern slavery, it focuses on construction projects explaining the structural conditions making construction projects prone to modern slavery, the kafala system, and what can be done to address modern slavery. Lastly, the article introduces propositions, a research agenda, and implications for practice.

A Complexity Framework for Project Management Strategies

We examine how project complexity influences the choice of a project management strategy and present a framework that facilitates managers in selecting a suitable project management strategy. We distinguish the complexity of project domains from two dimensions, the degree of structural complexity and the degree of dynamic complexity, resulting in four generic project types. Four generic project management strategies are identified that match these project types. This complexity framework for project management allows key players to determine a better project management strategy and related practices given its content, the internal context, and the external environment.

Social Sustainability in Projects: Using Social Procurement to Create Employment in the Swedish Construction Sector

Social procurement can increase social sustainability by creating employment for marginalized people. This article investigates how project organizations perceive and handle the resources from and relationships with their main contractors and clients when implementing social procurement. Analyzing 20 semistructured interviews with actors working in Swedish construction projects, the findings show how resources are lacking and relationships are tenuous, but also that the innovative capacity of actors at the project level, in a bottom-up fashion, can overcome some of these issues. This article shows how sustainability initiatives are difficult to implement in projects, and what strategies actors use to cope.

Improving the Effectiveness of Organisational Collaborative Innovation in Megaprojects: An Agent-Based Modelling Approach

As the complexity, breadth of expertise and number of agents involved in megaprojects grow, collaborative innovation models become invaluable for helping to achieve sustainable project development. On this basis, the purpose of this study is to explore the innovation output mechanisms used for collaborative innovation in megaproject (CIMP) systems by the agent-based modelling (ABM) approach, and to promote the efficiency and effectiveness of organisational collaborative innovation through variable controls. A multi-agent simulation CIMP model was developed using the NetLogo tool. The model encompasses the behavioural factors and interaction rules that affect organisational CIMP. Four simulations were conducted, and the results showed that (1) the innovation environment, including policy environment, cultural climate, and engineering demand, has a positive effect on the output rate of CIMP; (2) a larger scale of innovative network organisation accelerates innovation output; (3) innovative organisations must avoid enforcing high standards for cooperation, communication, and recognition abilities when selecting partner organisations; (4) innovative organisations’ ability to absorb technology, information, and knowledge is positively related to output, while an increase in behavioural costs reduces the scale of innovative network organisations, thereby affecting their output. This study developed its CIMP theory from the perspective of organisational behaviour. The findings are expected to provide methodological and practical guidance for the selection of innovation agents, behavioural patterns, and for guaranteeing efficient innovation in collaborative megaproject organisations.

Success factors for lean six sigma projects in healthcare

Identifying critical success factors (CSFs) of continuous improvement projects is crucial for management control and operations management domains. Despite the availability of manufacturing-related literature, studies on CSFs in more dynamic and complex healthcare-related operations are scarce. This study, based at a large public tertiary healthcare organization, identifies CSFs in implementing Lean Six Sigma (LSS). 62 LSS projects completed by Green Belts in consultation with Black Belts were analyzed for project success by a review team of practitioners (Black Belters) and academics. Using a grounded theory approach, numerous success factors were initially identified. A series of brainstorming sessions and workshops helped to narrow down and revise all the CSFs present in each of the 62 LSS projects to eight CSFs. The success of the 62 completed projects was assessed against each of the eight CSFs on a five-point Likert scale. Success was measured against whether the project met its stated aim and achieved the Key Performance Indicators that had initially been identified. Finally, the correlations of each factor rating against project success were analyzed to validate the relationship between each success factor and project success. The findings confirm that all eight CSFs identified are significantly correlated to project success. This study contributes to the management control, operations management, and healthcare literature by identifying CSFs of continuous improvement projects and introducing a relatively unique, rigorous, and practically proven evaluation method applied via an industry and academic partnership. Specified CSFs and the method used to identify these will benefit managers of continuous improvement projects.

Governing Value Creation in a Major Infrastructure Project Client Organization: The Case of Beijing Daxing International Airport

Major infrastructure projects (MIPs) are growing rapidly worldwide and have a “double-edged-sword” effect on the economy, society, and environment. Sustainability, therefore, has become a critical concern for MIPs. The sustainability of MIPs emphasizes the need to take the value creation view to scrutinize MIP practices, which calls for a deeper understanding of the value creation process of MIPs. Although research efforts have been devoted to understanding value creation in MIPs, scarce attention has been focused on the question of how a project client governs project activities, operational preparation activities, and their interplay to create value in MIPs. Based on an in-depth case analysis of the Beijing Daxing International Airport, we found that the project client adopted the three different governance arrangements of vertical blended integration, dynamic matrix integration, and continuous coupling to govern project activities, operational preparation activities, and their interplay, respectively; likewise, the hybrid values of project management value, business value, and public value were created. Following the results, we establish a conceptual framework for the governance of value creation in a project client organization of MIPs. This study not only contributes to the literature on project governance and project value, but also provides practical guidance for emerging MIPs worldwide.

Operation Warp Speed: Projects responding to the COVID-19 pandemic

The 2020 COVID-19 pandemic has profound socio-economic consequences. Extraordinary times call for extraordinary measures, so this paper focuses on radical changes to accepted practice in project organizing in response. In particular, we focus on schedule compression to deliver outputs to mitigate the immediate impact of the pandemic on health. In the spirit of engaged scholarship, which is problem-driven rather than theory-driven, we address directly the evidence of what happened in two empirical vignettes and one more substantial case study – the CoronavirusUY app; emergency field hospitals; and vaccine development. We then suggest the implications for project management theory in discussion.

Bright and Dark Spots in Project Studies: Continuing Efforts to Advance Theory Development and Debate

In this special issue, we encouraged project scholars to be bold and construct their voices. We now reflect on the results, which include the bright spots in four areas: project organizing (organizing and collaborating in and between projects), project value (organizing value in and through projects), project citizenship (living in and through projects), and project scholarship (reflecting on project theorizing and scholarship). We then dared to voice our views on three dark spots: a lack of diversity in the project scholars’ ethnicities, geographies, and genders; in disciplines that extend beyond management and organization studies; and in modes of reflexivity.

Why Do Business Organizations Participate in Projects? Toward a Typology of Project Value Domains

Project scholarship suggests that an increasing volume of activities in organizations, economies, and societies occurs in the form of temporary projects. Drawing on research on project value, we aim to build a contextual understanding of why business organizations choose to participate in projects. Discussing value creation, capture, and destruction patterns for the owner, project-based firm, and the temporary project domains of project organizing, we develop a typology of project value domains for business organizations. We contribute to the theory and debate in project studies, integrating the conversations on the projectification of economies and societies with the stream of work on project value.

A Strategic Approach to Mitigating Operational Failure Across Transitions

It is recognized that projects continue to deliver operational assets that are partially defective. This article proposes this because the causes of operational failures have not been extensively analyzed. This study explores how an infrastructure client made quality a strategic and project delivery necessity by undertaking research to analyze operational failure. A mixed-method approach consisting of three phases was used: (1) to understand the operational failure elements; (2) to explore the causes of operational failure; and (3) to develop a new strategic framework to address failure mitigation. The study showed the need for transferring, applying, and recognizing capabilities across strategic business, project delivery, and operational use transitions.

The Role of the Project Management Office (PMO) in Stimulating Innovation in Projects Initiated by Owner and Operator Organizations

This article explores the extent to which innovations are driven by the project management office (PMO), an internal unit within owner and operator organizations that is responsible for overall project assurance and control. Semi-structured interviews were conducted with organizational members of Transport for London (TfL), a public transport owner and operator organization and a key stakeholder in the UK infrastructure sector. This was combined with the analysis of four project assurance reviews initiated and delivered by TfL. The findings demonstrate that the PMO provides opportunities for building and enhancing innovative capabilities of the owner and operator organization.

Crafting Project Managers’ Careers: Integrating the Fields of Careers and Project Management

Project managers experience unique careers that are not yet sufficiently understood, and more people than ever before are pursuing such careers. The research on project management and careers is therefore urgently needed in order to better understand the processes and systems shaping the careers of project managers. We address this gap by reviewing several key career theories and constructs and examining how these are mobilized to understand project managers’ careers in existing research. Our main conclusion is that boundaryless career theory has been the dominant career perspective in project management research, whereas other career theories—specifically protean career theory, social cognitive career theory, career construction theory, and sustainable career theory—are far less often mobilized as a basis for studies. We also find that some of the most popular constructs in careers research, such as career success and employability, have been used in recent project management research. However, their use in these studies is often implicit and does not necessarily leverage existing work from the careers field. We argue that there is strong potential for further and more systematic integration between project management and careers research in order to enrich both fields, and we offer a research agenda as a starting point.

Taking a Holistic Exploration of the Project Life Cycle in Public–Private Partnerships

Operations and projects are typically treated as dichotomous concepts; projects create assets to be operated. The segregation of operations from projects is evidenced in the generic project life cycle (concept, feasibility, design, execute, and close) in which consideration of an operations stage is omitted. This article, however, suggests that this omission renders the generic project life cycle (PLC) unsuitable as a frame of reference for managing (and researching) long-term public infrastructure projects, in particular those delivered under the auspices of private participation in infrastructure initiatives such as public–private partnerships (PPPs). Drawing on the normative literature and the authors’ phenomenological research that is embedded in practice, this article demonstrates that operations are an inherent feature of PPP projects. Thus, the generic PLC model is inconsistent with the actuality of PPPs. Implications of this inconsistency for operations management and research of PPPs, particularly in relation to quality, risk, and human resource management are identified and discussed.

Project governance and portfolio management in government digitalization

Purpose

This paper aims to increase the current understanding of the connection between operational level information and communication technology (ICT) projects and national level digital transformation by researching how project governance structures and practices are applied in an e-government context.

Design/methodology/approach

An elaborative qualitative study through public documentary analysis and empirical multi-case research on Finnish central government is used.

Findings

The study constructs a multi-level governance structure with three main functions and applies this in an empirical setting. The results also describe how different governance practices and processes, focusing on project portfolio management, are applied vertically across different organizational levels to connect the ICT projects with the national digitalization strategy.

Originality/value

This study integrates project governance and portfolio management knowledge into public sector digitalization, thus contributing to project management, e-government and ICT research streams by improving the current understanding on the governance of ICT projects as part of a larger-scale digitalization. This study also highlights perceived gaps between current governance practices and provides implications to managers and practitioners working in the field to address these gaps.

The responsibilities of the project owner in benefits realization

Purpose

Recent research has proposed the position of a project owner as the individual accountable for realizing target benefits. However, there is a lack of understanding in the literature of this role – in particular, the specific responsibilities of the project owner that can enhance benefits realization and operations performance. The paper aims to discuss this issue.

Design/methodology/approach

The paper identifies these responsibilities in practice through two studies – a qualitative study, which includes interviews with senior executives who fund projects, and an in-depth longitudinal case study, which describes a company that continuously realizes the benefits from its projects.

Findings

The results suggest that a project owner should have 22 key responsibilities across four project phases and that an operations manager is often the most suitable candidate to fulfill this role in operations improvement projects. When performing these project responsibilities effectively, operations managers enhance benefits realization and operations improvement. Finally, the paper proposes five hypotheses for future research.

Originality/value

Based on agency theory, the paper increases our knowledge of the role of the project owner in practice. This new knowledge can enhance the realization of target benefits from projects and ensure a smooth transition from the project to the operations environment.

Project Managers’ Competences in Managing Project Closing

Closing is a strategic but frequently overlooked project phase, in which project managers play pivotal roles as project team leaders. This study pinpoints project managers’ competences underpinning the effective management of project closing, defined as project managers’ closing competence (PMCC). A conceptual model of how PMCC contributes to project closing performance (PCP) was developed from related literature. Based on questionnaire data from 163 project management practitioners, partial least squares structural equation modeling (PLS-SEM) was employed to test the model and identify the most influential PMCC dimensions and indicators. The results reveal four PMCC dimensions (i.e., knowledge and skills, external stakeholder management, leadership in project team, and organization-level ability) significantly affecting PCP. The PLS-SEM results also quantify the relative importance of the indicators in each PMCC dimension. Comparing the findings with recent literature, we found that risk awareness, closing contract relationships, helping staff with career planning, participating in project closing decisions, and obtaining support from other departments are crucial aspects of PMCC that deserve more attention in research and practice. The findings heed the call for identifying competences according to project tasks, and operationalize PMCC and PCP into detailed indicators. The proposed PMCC framework also provides practical implications for project manager evaluation and selection.