Translating single project management knowledge to project programs

Over the past decade, the efficient implementation of project programs became of great importance. Many authors are concerned with improving the professionalism of implementing project programs, and most of them identify context‐related factors that are considered the bases of successful implementation. However, little has been written on how to use the project management toolkit in project programs. In mid‐2007, a research program was initiated to highlight the role of the single project management toolkit in implementing programs. During the research, both case‐based and interview‐based research methods were used. The primary question addressed in this article is how to translate single project management knowledge to program management.     

Policies for Enhancing Corporate Environmental Management: a Framework and an Applied Example

This paper develops a four‐phase schematic representation dubbed the CEM lifecycle for conceptualizing how corporate environmental management (CEM) programs typically evolve in a given organization and then explicates the forces that influence corporate commitment as a CEM program progresses from inception to later phases of the CEM lifecycle. Examples are then presented on how the Singaporean government encourages enhancement of CEM programs by designing support programs that target the underlying corporate needs inherent to the first three CEM lifecycle phases. The examples provided in this paper of Singaporean CEM support programs illustrate how policy can be strategically designed to improve corporate uptake of CEM programs by enhancing CEM knowledge in the initial phase of the CEM lifecycle, providing technical support in the second lifecycle phase and providing opportunities for public recognition in the third lifecycle phase. The article concludes that replicating the strategic approach to policymaking exemplified in the Singaporean case study can significantly improve the competitiveness of domestic firms through encouraging more efficient use of resources; however, in order to design truly sustainable economies (provide for the needs of future generations), governments must be prepared to more coercively regulate the exploitation of natural endowments. Copyright © 2012 John Wiley & Sons, Ltd and ERP Environment.     

Matrix management in hospitals: testing theories of matrix structure and development.

A study of 315 hospitals with matrix management programs was used to test several hypotheses concerning matrix management advanced by earlier theorists. The study verifies that matrix management involves several distinctive elements that can be scaled to form increasingly complex types of lateral coordinative devices. The scalability of these elements is evident only cross-sectionally. The results show that matrix complexity is not an outcome of program age, nor does matrix complexity at the time of implementation appear to influence program survival. Matrix complexity, finally, is not determined by the organization's task diversity and uncertainty. The results suggest several modifications in prevailing theories of matrix organization.     

Symposium Introduction

This symposium's focus is on connections that might be forged between leadership theory and practice, leadership development, and the theory and practice of design. Our intent in exploring the narratives of and literature about designers is to understand and appreciate how the design leadership crucible might forge more effective research approaches, generative pedagogical experience, and produce more effective leaders who can address adaptive problems. The guest editors and authors for the symposium are Elizabeth Johnston and Anthony Kortens. The symposium includes an introduction to the topic of design using current literature, incorporating a report on a series of conversations with two individuals who have enjoyed long and successful careers in design and leadership. These individuals, Michael Schonhofen and Ben Shaw, were contributing partners who shared their experiences as designers and leaders, as well as tirelessly reviewed the symposium documents and offered insights, interpretations, and suggestions.     

Time Management in the Cost Evaluation of Limited Resource Programs

Planning, implementing and evaluating an intervention program all hinge around time. A program’s actions are planned according to a forecast of the time required to achieve certain objectives, and the program’s implementation among a group of users is conditioned by its real time application. Similarly, program evaluation needs to take into consideration the time resource when analysing objectively the extent to which a program’s targets have been reached, and when conducting a cost analysis of the program. In limited resource programs, any disparity between the scheduled time and the real time available can have serious consequences, and even undermine a program’s efficacy. Time management, above all where resources are limited, is therefore the linchpin in the planning, implementation and evaluation of an intervention program. In this study we analyse the utility of PERT and CPM as basic tools for the efficient time management of limited resource programs.     

Research design: the methodology for interdisciplinary research framework

Many of today’s global scientific challenges require the joint involvement of researchers from different disciplinary backgrounds (social sciences, environmental sciences, climatology, medicine, etc.). Such interdisciplinary research teams face many challenges resulting from differences in training and scientific culture. Interdisciplinary education programs are required to train truly interdisciplinary scientists with respect to the critical factor skills and competences. For that purpose this paper presents the Methodology for Interdisciplinary Research (MIR) framework. The MIR framework was developed to help cross disciplinary borders, especially those between the natural sciences and the social sciences. The framework has been specifically constructed to facilitate the design of interdisciplinary scientific research, and can be applied in an educational program, as a reference for monitoring the phases of interdisciplinary research, and as a tool to design such research in a process approach. It is suitable for research projects of different sizes and levels of complexity, and it allows for a range of methods’ combinations (case study, mixed methods, etc.). The different phases of designing interdisciplinary research in the MIR framework are described and illustrated by real-life applications in teaching and research. We further discuss the framework’s utility in research design in landscape architecture, mixed methods research, and provide an outlook to the framework’s potential in inclusive interdisciplinary research, and last but not least, research integrity.     

基于战略匹配和层次分析的企业IT治理关键问题决策

企业战略与IT战略之间的匹配是确保IT治理取得良好绩效的重要前提。企业的IT治理必须完成五个关键问题的决策。为有效地将战略对应的思想转化为量化模型,支持企业决策,本文引入网络层次分析法模拟企业战略与IT战略之间的匹配关系,分别借用Porter的战略管理理论和Henderson的战略匹配模型代表企业战略和IT战略,提出了基于战略匹配的企业IT治理五个关键问题决策模型,并通过实例分析与运算验证了该模型的有效性。     

Is quality management a prime requisite for globalization? Some facts from the sports industry

Countries have progressed during the decades through internationalization of their products. Pakistan is also trying hard to internationalize its products and has succeeded as far as the textile and sport ware industries are concerned. Pakistani Sports industry, though always relying on high quality products, lacked a formal quality management program till 1990’s. It was during this decade that most sports industries adopted a formal quality management program in the shape of ISO-9000. This paper encompasses different aspects of quality management and establishes its role in internationalization. Research findings presented in this paper are carried out in two phases. In phase-I, the detailed analysis of 6 sports industries is done, whereas in phase-II, a survey of one hundred industries was conducted and the role of quality management was established based on obtained results. It was found that 85% companies adopted ISO-9000 as a formal quality management program. The quality impact on internationalization was probed and it was found that the following quality management programs increased the sale, exports, profitability and the well being of the owner and the workers.     

Logistics optimization through a social approach for food distribution

The management of supply chains is becoming more important in economic and social environments. Currently, the social sustainability is a factor that must be considered to design governmental strategies and policies. The objective of this research paper was to show, with a case study an approach to optimize distribution and delivery logistics of food in a social assistance program of school breakfast using mathematical models that include transportation distance, optimal locations, and vehicle routing through different clusters. By using qualitative variables like poverty levels, food insecurity and social exclusion, different clustering methods are proposed with the purpose of identifying the common characteristics in the studied population; and at the same time, reducing the distribution complexity. The results show an efficient approach to design a supply chain that includes economic and social factors. The new model developed in this paper can be used to plan social assistance governmental programs, to identify the specific needs and characteristics of the beneficiaries, minimizing the total cost of the distribution network logistics when delivering food for school meals.     

Computer-assisted planning for regional health care programs

In designing programs to improve regional health care, it is often necessary to synthesize hierarchies. Notwithstanding the fact that the health care milieu is highly complex, this process is frequently dealt with intuitively resulting in fragmented and redundant programs. It is proposed that formal procedures which relieve the individual of much of the complexity in developing programs and arranging their structure can contribute to improve understanding of the system and effectiveness of program design.This paper presents a rational approach to computer-assisted program design utilizing binary matrices and elementary Boolean operations.     

Aligning ERP systems with companies’ real needs: an ‘Operational Model Based’ method

Enterprise Resource Planning (ERP) systems offer standard functionalities that have to be configured and customised by a specific company depending on its own requirements. A consistent alignment is therefore an essential success factor of ERP projects. To manage this alignment, an ‘Operational Model Based’ method is proposed. It is based on the design and the matching of models, and conforms to the modelling views and constructs of the ISO 19439 and 19440 enterprise-modelling standards. It is characterised by: (1) a predefined design and matching order of the models; (2) the formalisation, in terms of modelling constructs, of alignment and misalignment situations; and (3) their association with a set of decisions in order to mitigate the misalignment risk. Thus, a comprehensive understanding of the alignment management during ERP projects is given. Unlike existing methods, this one includes decisions related to the organisational changes an ERP system can induce, as well as criteria on which the best decision can be based. In this way, it provides effective support and guidance to companies implementing ERP systems, as the alignment process is detailed and structured. The method is applied on the ERP project of a Small and Medium Enterprise, showing that it can be used even in contexts where the ERP project expertise level is low.     

Project management infrastructure: The key to operational performance improvement

Process improvement programs such as Six Sigma, Lean, and Lean Sigma are very important and deserve serious academic research attention. However, definition problems make it difficult to study any specific type of process improvement program. Therefore, this study defines two organizational level program management factors, Strategic Project Selection (SPS) and Project Management Infrastructure (PMI), that are independent of any specific process improvement program. Drawing upon current literature, this study develops and tests theoretical models that relate SPS and PMI to operational performance improvement and to each other. Using empirical data collected from 53 supplier plants of one large high-tech firm, this study finds that at the plant level, SPS mediates the relationship between PMI and operational performance improvement. This insight contributes to both theory development and practice, suggesting that a viable strategy for a process improvement program’s success is to focus on PMI in order to enhance SPS and ultimately improve performance. Not to be reproduced or quoted without written permission from the authors.     

Follow the trails: A path to systematically designing corporate alumni programs

Organizations today are facing increasing amounts of turnover and evolving labor markets. When employees leave they become corporate alumni, which initial research suggests are an important and valuable part of an organization’s network. Corporate alumni can provide value as brand ambassadors, a source of employee referral, as a return employee (i.e. boomerang), or through knowledge sharing. One way to establish a strong network of alumni and achieve some of these benefits is to establish a corporate alumni program (CAP). Although CAPs are increasingly being recognized as beneficial for organizations, little is known about how to systematically design and implement these programs to enhance the likelihood of success. In this article, we utilize instructional systems design processes to offer guidance for how to strategically develop CAPs. We analyze existing programs to highlight common elements and use this research as a basis for creating the TRAILS typology, a way to designate practices for CAP implementation. We also suggest ways to evaluate and determine whether these programs are successful.     

Challenges in designing,implementing and operating an environmental management system

Introducing an effective environmental management system (EMS) to an organization is a complex process. This complexity is belied by current EMS models that concentrate on EMS frameworks and components, and present a relatively simple approach to the process, especially the introduction and implementation phases. While these models outline what should be introduced, they provide little guidance on how EMSs may be implemented. Experience indicates that effective EMS introduction may be adversely affected by a number of conditions, but EMS literature has yet to recognize these barriers. There is a significant gap between EMS theory and application. This paper discusses the degree to which current EMS models address practical EMS design and implementation, barriers to successful EMS introduction, strategies and tactics for overcoming these barriers and implications for EMS practice. Copyright © 1999 John Wiley & Sons, Ltd and ERP Environment.     

Points mechanisms and rewards programs

I study points programs, such as frequent flyer and other rewards programs, as a revenue management tool. I develop a two‐period contracting model where a capacity‐constrained firm faces consumers who privately learn their valuations over time. The firm cannot commit to long‐term contracts, but it can commit to allocate any unsold capacity through a points program. This points scheme creates an endogenous and type‐dependent outside option for consumers, which generates novel incentives in the firm's pricing problem. It induces the firm to screen less ex interim, and to offer lower equilibrium prices, reversing the intuition of demand cannibalization.     

Inventory accuracy in 60 days!

Despite great advances in manufacturing technology and management science, thousands of organizations still don't have a handle on basic inventory accuracy. Many companies don't even measure it properly, or at all, and lack corrective action programs to improve it. This article offers an approach that has proven successful a number of times, when companies were quite serious about making improvements. Not only can it be implemented, but also it can likely be implemented within 60 days per area, if properly managed. The hardest part is selling people on the need to improve and then keeping them motivated. The net cost of such a program? Probably less than nothing, since the benefits gained usually far exceed the costs. Improved inventory accuracy can aid in enhancing customer service, determining purchasing and manufacturing priorities, reducing operating costs, and increasing the accuracy of financial records. This article also addresses the gap in contemporary literature regarding accuracy program features for repetitive, JIT, cellular, and process- and project-oriented environments.     

A multidisciplinary assessment of waste paper recovery from an institutional source

A multidisciplinary study of waste paper recovery from a complex of state government office buildings was undertaken for the purpose of developing, evaluating and recommending cost-reducing modifications in the present operations. Previous research on resource recovery has focused on either the total mixed municipal stream or specific residual materials within that stream. Little work has investigated the recycling potential of wastes from a particular institution such as state government which generates a considerable volume of waste paper. A major thrust of this research was a survey of the office workers and custodians who must participate in a waste paper recycling program. The economic viability of waste paper recovery programs is highly contingent on voluntary willingness of office workers to sort reclaimable residuals at the point of discard. This study demonstrated that office workers were receptive to recycling program, but that mere receptivity could not guarantee a successful program unless the participants were adequately advised on how to make distinctions between salvageable and nonsalvageable materials. Reluctance to support any administrative role change was found among custodial workers. This study also illustrated the financial advantages of manual separation at the source, as well as the impact of central storage and other modifications on the economics of the present system.     

Planning knowledge for phased rollout projects

This paper explores how projects that can be considered as repeatable and replicable in a sequence of deliverables over a period of time can be planned and executed (rolled out) in a way that maximizes knowledge transfer and production from one execution to the next. A variety of management disciplines were reviewed to understand the way that project and program rollouts are treated in IT, product development, organizational learning, and manufacturing literature. These reviews enabled the development of a conceptual model to describe how planning and implementing the rollout of a product or service can be more knowledge‐focused and an accompanying capability maturity model. Several examples from real life, including one experienced by one of the authors, were used to illustrate and test the conceptual model. The model integrates knowledge management, change control, and planning in a way that can develop organizational learning and the authors assert that this can improve productivity and both tangible and intangible returns to those that follow the model. An accompanying capability maturity model is also presented. The conceptual model, while initially tested against several real‐life cases, needs to be tested against a new set of projects as an action learning research project in order to more fully develop knowledge of the dynamics of learning and improvement in rollout projects. The implication is that when project managers undervalue important learning aspects of phased rollouts, they may miss important organizational learning opportunities.     

Why quality initiatives are failing: The need to address the foundation of human motivation

Companies all over the United States have initiated quality programs in order to meet the demands of international competition. However well-intentioned, many of these initiatives have by and large met with failure. United States corporate leaders seem confused as to the causes of those failures. What business leadership has failed to realize is that there are certain underlying assumptions about human motivation in the workplace that must be addressed before any quality program can be successful. This article addresses those basic concerns and provides a framework for business leaders who embark on quality initiatives.