Aligning Misaligned Systemic Innovations: Probing Inter‐Firm Effects Development in Project Networks

Implementing systemic innovations in a project network can significantly improve its performance; however, implementing systemic innovations is difficult if project network structures misalign to the innovation. Little research has examined how project network structures can align to systemic innovations. To address this research gap, we studied an advanced building information modeling tool implemented in a Finnish design and development project network. We found that misaligned innovations are aligned through a process of task sequence alignment, knowledge base alignment, and work allocation alignment. Our findings are important; they suggest that implementing systemic innovations in project networks is a multistage inter‐firm process.     

Digital Boundary Objects as Negotiation Facilitators: Spanning Boundaries in Virtual Engineering Project Networks

Advances in electronic communication tools have enabled collaborative engineering work to be conducted in virtual project networks that utilize “digital boundary objects” to exchange complex design knowledge. However, little is known about whether and how digital boundary objects facilitate negotiations in virtual settings that feature real‐time communication. This article addresses this gap by exploring the role of digital boundary objects in negotiating complex design knowledge in a three‐dimensional (3‐D) virtual workspace. The authors found that digital boundary objects facilitate negotiations through a three‐stage process of structuring negotiation space, structuring knowledge in the structured negotiation space, and framing combinations of structured knowledge.     

Robust project network design

Traditional project planning tools and methodologies fail to address the dynamic uncertainties that can arise during project execution. In this article, we develop an approach to enable project managers to design project networks capable of performing predictably under uncertainty. We integrate a validated project organization design simulation tool (Virtual Design Team) with a robust design experimental method to enable robust project network design. We test the framework on a 13‐month, U.S. $11.5M public renovation project. We find that: (1) it is possible to integrate the project organization design tool with the robust design experimental method for the test case project; (2) the integrated approach enables project managers to identify and simulate the combination of interventions that will lead to the most robust project performance; and (3) the integrated approach can extend the capabilities of project managers to design project networks in dynamically uncertain project environments. The findings highlight the need to explore new ways to achieve predictable project performance in dynamically uncertain project execution environments.     

Innovation alignment and project network dynamics: An integrative model for change

Innovation research has predominantly focused on hierarchically organized firms competing within single markets. Recently, however, researchers have debated over whether the increasing use of project networks within and across industries promotes or stifles innovation. This paper discusses a model based on crossnational diffusion data from three technological innovations in three‐dimensional computer‐aided design (3D CAD) and related implementation data from 82 firms. From the data we induce a set of constructs that form the basis of a two‐stage model for understanding innovation in project networks. In the first stage of the model the alignment of an innovation to the existing allocation of work in a project network is ascertained. In the second stage, the implementation success and diffusion outcomes for innovations misaligned with the allocation of work are governed by the relational stability, accrual of interests, boundary permeability, and existence of an agent for project network change. In developing this integrative, two‐stage model we resolve the contradiction in the academic literature regarding the degree to which project network dynamics can promote or stifle innovation.     

Translation and convergence in projects: An organizational perspective on project success

A range of theories (actor‐network theory, multinodality, and sense making) are drawn together into a single model of project management processes in order to discuss project success and failure. It is argued that success and failure can be characterized in terms of a continuum between project convergence and divergence. The causes of divergence and convergence are discussed with reference to the above theories using four illustrative case studies.     

Communication Behaviors to Implement Innovations: How Do AEC Teams Communicate in IPD Projects?

Implementing any innovation successfully is a challenge. In addition to commonly reported climate and values‐fit constructs, this study proposes that communication behaviors (i.e., monitoring, challenging, managing, and negotiating) are also vital for innovation implementation. Via an in‐depth literature review, the study first defines these metrics. Second, a content analysis of an integrated project delivery (IPD) case study report enables the study to explore if these communication behaviors exist in inter‐organizational architecture, engineering, and construction (AEC) project teams. Results provide four key communication metrics for innovation implementation, supported by evidence and examples that illustrate these metrics in AEC teams implementing IPD as an innovation.     

The Sales Process of Information Systems: Implications for Project Execution and Business Benefits

This inductive case study research examines the sales cycle of eight information systems (IS) providers situated in Australia, Hong Kong, Europe, and the United States. The study found that the IS sales cycle provides a restrictive covenant for ensuing projects with contractual constraints, having consequences for fundamental project factors such as benefits, scope, and cost. The process also impedes solution design, schedule, extent of customizations, and training. There are many implications for improvements to practice, in particular there should be more focus placed upon business benefits and increased awareness of life cycle cost during the sales process.     

Strategic and Cultural Misalignment: Knowledge Sharing Barriers in Project Networks

This article draws on theories from knowledge and project management to develop an understanding of how knowledge sharing is encouraged and hindered in the context of a multifirm network assembled to execute an innovative shipbuilding project. The empirical data are based on a qualitative case study, collected from in‐depth face‐to‐face interviews in China and Norway, with the key people from a ship owner, shipbuilder, and ship technology supplier. The research indicates three interesting findings: First, differences in organizational culture (not national culture) hamper knowledge sharing. Second, a strategic misalignment made knowledge sharing difficult. Third, protecting knowledge by patenting and secrecy barely influenced the knowledge sharing processes. Based on previous research and lessons learned from case study experience, we suggest a framework to analyze challenges and links in project networks.     

工程项目管理组织沟通现状分析

工程项目具有环境复杂,不同工种人员协同施工等重要因素,工程项目的成败,组织的内部沟通起到重要的作用。文章主要从工程项目管理组织的沟通的特殊性着手,分析工程组织管理特殊性以及影响工程管理沟通有效性的原因。     

The role of project management maturity and organizational culture in perceived performance

This study investigates whether project management maturity (PMM) relates to perceived organizational performance and how an organization's cultural orientation is a contributing factor. Perceived organizational performance is defined as project effectiveness and efficiency followed by resulting business performance. A survey‐based research was conducted with 86 project professionals from various U.S. service and manufacturing organizations. The study revealed that PMM is significantly related to business performance but not to project performance. Furthermore, while clan organizational culture is a sole contributing factor for project and business performances, PMM interacts with market culture in improving business performance. This study shows that in order to deal with project time, budget, and expectations issues, an organizational culture change toward sharing, collaboration, and empowerment is a must. Furthermore, an increasing project management maturity along with a results‐oriented organizational culture improves an organization's competitiveness, resulting in cost savings and increased sales. PMM efforts are therefore crucial. PMM accompanied by an understanding of cultural orientation is a best strategy for today's project‐based organizations.     

Multiphase Assessment of Project Risk Interdependencies: Evidence from a University ISD Project in Taiwan

Project risks evolve dynamically, so variations in risk influences during the life cycle of an information system development project require analyses to devise risk management strategies cost effectively and at the appropriate stages. This study extends the Decision Making Trial and Evaluation Laboratory technique, using network theory, to assess the risk interdependencies for distinct project phases. A multiphase observation of a university information system development project in Taiwan provides a more in‐depth understanding of the key risk factors. To enhance risk assessments, this study proposes integrating an interdependency indicator with risk exposure measures.     

论通信工程项目的成本控制

本文首先提出通过强调项目施工现场管理、有效利用现有的网络资源等方式加强成本控制意识,然后列给出提高通信工程项目成本的组织、技术和经济等三种方式。     

Managing Risks in Complex Projects

Dealing effectively with risks in complex projects is difficult and requires management interventions that go beyond simple analytical approaches. This is one finding of a major field study into risk management practices and business processes of 35 major product developments in 17 high‐technology companies. Almost one‐half of the contingencies that occur are not being detected before they impact project performance. Yet, the risk‐impact model presented in this article shows that risk does not affect all projects equally but depends on the effectiveness of collective managerial actions dealing with specific contingencies. The results of this study discuss why some organizations are more successful in detecting risks early in the project life cycle, and in decoupling risk factors from work processes before they impact project performance. The field data suggest that effective project risk management involves an intricately linked set of variables, related to work process, organizational environment, and people. Some of the best success scenarios point to the critical importance of recognizing and dealing with risks early in their development. This requires broad involvement and collaboration across all segments of the project team and its environment, and sophisticated methods for assessing feasibilities and usability early and frequently during the project life cycle. Specific managerial actions, organizational conditions, and work processes are suggested for fostering a project environment most conducive to effective cross‐functional communication and collaboration among all stakeholders, a condition important to early risk detection and effective risk management in complex project situations.     

项目沟通绩效评价初探

沟通不畅是导致项目失败的重要原因,而缺乏项目沟通绩效评价方法阻碍了项目沟通的改进。本文以沟通过程模型和项目沟通模型为基础,从沟通认知、沟通能力、沟通渠道、沟通工具、沟通制度和沟通文化六个方面对项目沟通绩效评价做了初步尝试。     

The impact of project managers' communication competencies: Validation and extension of a research model for virtuality,satisfaction, and productivity on project teams

Current research continues to establish the importance of communication in the management of projects. However, little is known about the behavioral aspects of project managers' communication competency especially as they relate to crucial outcomes in virtual environments. This article reports on a survey‐based research study of 564 respondents from the Chief Project Officer Web site that validates and extends a research model of project managers' competencies in decoding and encoding communication, the satisfaction and productivity of their team members, and the degree of virtuality present in the project. The findings indicate that project managers' competencies in decoding and encoding communication significantly contribute to team member satisfaction and productivity. In addition, geographic dispersion plays an unexpected and significant role in how project managers' competency in decoding and encoding communication impacts team member satisfaction and productivity.     

项目信息门户与工程建设过程重组

传统建设工程中以纸质媒介为主进行的点对点式的信息沟通模式是建设过程中诸多问题的根源所在。项目信息门户通过信息的集中存储与单一入口，提高了项目信息沟通的稳定性、准确性和及时性以及信息的可获取性和可重用性，为在互联网环境下进行工程建设过程重组提供了强有力的支持。     

Managerial Complexity in Process Industrial R&D Projects: A Swedish Study

Process industries often have features that differ from other businesses, such as round‐the‐clock production and costly and specialized production processes—features that have not been dealt with in the project management literature. We highlight and identify the complexity of R&D projects in the Swedish process industry and its interrelated process development and product development activities based on results from interviews and a case study. The different competence areas in which a project manager must integrate and manage R&D projects is illustrated. We conclude that a project manager needs both production and product‐related competence, including customers' processes.     

Employing Grounded Theory to Uncover Behavioral Competencies of Information Technology Project Managers

This study employs a unique combination of the grounded theory methodology (GTM) and Behavioral Event Interviews to explore the competencies of IT project managers. The findings largely support other studies using more traditional data collection approaches but also provide some new insights that warrant attention from practitioners and researchers alike. These insights include the importance of multiple modes of communication both internal to the project and also with external stakeholders. Some significant differences between the competencies of experienced and inexperienced project managers were also uncovered. Finally, the use of higher authorities to influence project stakeholders was observed.     

Organizational Learning in Project‐Based Companies: A Process Thinking Approach

Although a traditional project model is clearly useful for laying out the patterns of relationships surrounding a project, it does not provide the temporally embedded accounts that enable us to understand how organizational learning takes place. The process thinking perspective offers a means to solving this problem. This article provides an analysis of how different processes interact dynamically in order to benefit project‐based companies' organizational learning. Two findings from this study are: (1) organizational learning is a dynamic concept that emphasizes the continually changing nature of a project‐based company and (2) sensemaking and negotiation of meaning are ongoing processes in project‐based companies.