In project-based organizations knowledge is a critical resource used to develop and deliver products and services with a high level of quality. Therefore, a systematic and sustainable process is necessary to coordinat...In project-based organizations knowledge is a critical resource used to develop and deliver products and services with a high level of quality. Therefore, a systematic and sustainable process is necessary to coordinate knowledge management, project management and product lifecycle. This scenario predominates in companies focused on the creation and maintenance of information systems. This article presents an exploratory study based on a framework that integrates cognitive, managerial, and operational processes in a public Brazilian organization that provides services in the area of information and communications technology, focusing on the construction and maintenance of information systems. Those processes are operationalized by three management models considering knowledge, project, and software development processes. Our proposal aims to understand the relationships between those three management models and their influence on the software development process in the organization under study. Our premise is based on the principle that cognitive management, project management, and software development management must be integrated to fulfill the demands of product development and service provision. The research data was composed of registers of working hours spent on software development and maintenance projects involving 244 people allocated to 5064 projects in the period from 2007 to 2013. The study resulted in the identification of the relationships among the three management models adopted by the organization, with emphasis on knowledge management activities, which were not directly identified, making it difficult to account for and measure them. We established a set of activities connected to each one of the knowledge management model phases. Since those activities were not visible before, our approach contributed to build a systematic process to register and relate activities linked to the dimensions of cognitive processes, project management, and software construction.展开更多
This paper describes a structural equation modeling （SEM） analysis of factors influencing architects＇ trust in project design teams. We undertook a survey of architects, during which we distributed 193 questionnair...This paper describes a structural equation modeling （SEM） analysis of factors influencing architects＇ trust in project design teams. We undertook a survey of architects, during which we distributed 193 questionnaires in 29 A-level architectural design institutes selected radomly from the altogether 59 ones in Shenzhen, P. R. China, and received 130 valid questionnaires. We used Amos 6.0 for SEM to identify significant personal construct based factors affecting interpersonal trust. The results show that only social interaction between architects significantly affects their interpersonal trust. The explained variance of trus~ is not very high in the model. Therefore, future research should add more factors into the current model. The practical implication is that team managers should promote the social interactions between team members such that the interpersonal trust level between team members can be improved.展开更多
Recent studies on collaborative practices in large infrastructural projects address the importance of discursive strategies and power relations in dynamic project arenas [1]-[3]. This paper focuses on the coping narra...Recent studies on collaborative practices in large infrastructural projects address the importance of discursive strategies and power relations in dynamic project arenas [1]-[3]. This paper focuses on the coping narratives developed by contract team members during the building phase of a large-scale infrastructural project. Coping narratives relate to the management based grand narrative of the project and are produced and shaped in the process of sense making. By analyzing this interaction and the developments in a specific sub-team of a project, which is faced with multiple identity claims, this paper aims to contribute to the knowledge on how policies, views and decisions on an organizational level work out in project teams. The empirical material relates to a recent Dutch Mega-Project regarding the construction of a new sea defense and boulevard in Scheveningen. This paper shows that developments, discourses and decisions on an organizational level are of importance for the commencing coping narratives in project teams.展开更多
Project management teams are critical in the implementation of megaprojects,but their evolution throughout the project lifecycle has not been clearly explained.This paper explores the organizational evolution of megap...Project management teams are critical in the implementation of megaprojects,but their evolution throughout the project lifecycle has not been clearly explained.This paper explores the organizational evolution of megaproject management teams through a longitudinal retrospective case study of the Hong Kong–Zhuhai–Macao Bridge(HZMB)project.The organizational evolution is examined in terms of management objectives,management content,and organizational structure.The organizational evolution of the HZMB project management team exhibits stage differentiation with the coexistence of turbulence and stability.Changes in the external environment are the driving force for organizational evolution,whereas a flexible organizational strategy is critical in promoting this evolution.Basing on the HZMB case study,this paper summarizes six critical measures that facilitate the organizational evolution of megaproject management teams.Our findings add value to megaproject management theory and provide a better understanding of the dynamics and complexity of megaproject organizational management.展开更多
This study provides a critical review of the concepts of Agile,Lean,Scrum,and Last Planner®System(LPS).A comparative analysis is conducted between LPS and Scrum to expand LPS by considering Scrum’s best practice...This study provides a critical review of the concepts of Agile,Lean,Scrum,and Last Planner®System(LPS).A comparative analysis is conducted between LPS and Scrum to expand LPS by considering Scrum’s best practices.Eight dimensions,namely,1)origins,2)main purpose,3)overall system/framework process,4)tools or artifacts maintained by the team,5)team composition and main roles,6)regular events or team meetings,7)metrics/dashboards,and 8)approach to learning,are evaluated.After analyzing side by side the eight dimensions,it was found that many aspects from Scrum already exist in LPS in the same or similar form.However,the authors identify four main elements from Scrum that can be leveraged to improve the LPS benchmark,such as considering the Scrum“Increment”concept into LPS,having a clear definition of roles and responsibilities,or adding an equivalent to a Scrum Master to have a designated"rule keeper”in LPS.These opportunities to be considered in new LPS benchmarks need to be tested and validated with real applications.To the best of the authors5 knowledge,this work is the first to comprehensively compare Scrum(Agile)and LPS(Lean)and could be seen as a contribution toward the evolution of the Last Planner System for the academic and industrial environments.展开更多
文摘In project-based organizations knowledge is a critical resource used to develop and deliver products and services with a high level of quality. Therefore, a systematic and sustainable process is necessary to coordinate knowledge management, project management and product lifecycle. This scenario predominates in companies focused on the creation and maintenance of information systems. This article presents an exploratory study based on a framework that integrates cognitive, managerial, and operational processes in a public Brazilian organization that provides services in the area of information and communications technology, focusing on the construction and maintenance of information systems. Those processes are operationalized by three management models considering knowledge, project, and software development processes. Our proposal aims to understand the relationships between those three management models and their influence on the software development process in the organization under study. Our premise is based on the principle that cognitive management, project management, and software development management must be integrated to fulfill the demands of product development and service provision. The research data was composed of registers of working hours spent on software development and maintenance projects involving 244 people allocated to 5064 projects in the period from 2007 to 2013. The study resulted in the identification of the relationships among the three management models adopted by the organization, with emphasis on knowledge management activities, which were not directly identified, making it difficult to account for and measure them. We established a set of activities connected to each one of the knowledge management model phases. Since those activities were not visible before, our approach contributed to build a systematic process to register and relate activities linked to the dimensions of cognitive processes, project management, and software construction.
基金Funded by the R & D Project of the Ministry of Construction of China.
文摘This paper describes a structural equation modeling （SEM） analysis of factors influencing architects＇ trust in project design teams. We undertook a survey of architects, during which we distributed 193 questionnaires in 29 A-level architectural design institutes selected radomly from the altogether 59 ones in Shenzhen, P. R. China, and received 130 valid questionnaires. We used Amos 6.0 for SEM to identify significant personal construct based factors affecting interpersonal trust. The results show that only social interaction between architects significantly affects their interpersonal trust. The explained variance of trus~ is not very high in the model. Therefore, future research should add more factors into the current model. The practical implication is that team managers should promote the social interactions between team members such that the interpersonal trust level between team members can be improved.
文摘Recent studies on collaborative practices in large infrastructural projects address the importance of discursive strategies and power relations in dynamic project arenas [1]-[3]. This paper focuses on the coping narratives developed by contract team members during the building phase of a large-scale infrastructural project. Coping narratives relate to the management based grand narrative of the project and are produced and shaped in the process of sense making. By analyzing this interaction and the developments in a specific sub-team of a project, which is faced with multiple identity claims, this paper aims to contribute to the knowledge on how policies, views and decisions on an organizational level work out in project teams. The empirical material relates to a recent Dutch Mega-Project regarding the construction of a new sea defense and boulevard in Scheveningen. This paper shows that developments, discourses and decisions on an organizational level are of importance for the commencing coping narratives in project teams.
基金This work was supported by the National Natural Science Foundation of China(Grant No.72001051)Guangdong Philosophical and Social Science Program(Grant No.GD19YGL09)National Philosophical and Social Science Foundation of China(Grant No.18ZDA043).
文摘Project management teams are critical in the implementation of megaprojects,but their evolution throughout the project lifecycle has not been clearly explained.This paper explores the organizational evolution of megaproject management teams through a longitudinal retrospective case study of the Hong Kong–Zhuhai–Macao Bridge(HZMB)project.The organizational evolution is examined in terms of management objectives,management content,and organizational structure.The organizational evolution of the HZMB project management team exhibits stage differentiation with the coexistence of turbulence and stability.Changes in the external environment are the driving force for organizational evolution,whereas a flexible organizational strategy is critical in promoting this evolution.Basing on the HZMB case study,this paper summarizes six critical measures that facilitate the organizational evolution of megaproject management teams.Our findings add value to megaproject management theory and provide a better understanding of the dynamics and complexity of megaproject organizational management.
文摘This study provides a critical review of the concepts of Agile,Lean,Scrum,and Last Planner®System(LPS).A comparative analysis is conducted between LPS and Scrum to expand LPS by considering Scrum’s best practices.Eight dimensions,namely,1)origins,2)main purpose,3)overall system/framework process,4)tools or artifacts maintained by the team,5)team composition and main roles,6)regular events or team meetings,7)metrics/dashboards,and 8)approach to learning,are evaluated.After analyzing side by side the eight dimensions,it was found that many aspects from Scrum already exist in LPS in the same or similar form.However,the authors identify four main elements from Scrum that can be leveraged to improve the LPS benchmark,such as considering the Scrum“Increment”concept into LPS,having a clear definition of roles and responsibilities,or adding an equivalent to a Scrum Master to have a designated"rule keeper”in LPS.These opportunities to be considered in new LPS benchmarks need to be tested and validated with real applications.To the best of the authors5 knowledge,this work is the first to comprehensively compare Scrum(Agile)and LPS(Lean)and could be seen as a contribution toward the evolution of the Last Planner System for the academic and industrial environments.
