50,079 research outputs found
Acceleration af projekter med fokus på hurtigere værdiskabelse
No full textDer er mange grunde til at fokusere på at accelerere projekter fx virksomheders behov for hurtigt at tilpasse sig ændrede vilkår og den grønne omstilling i et større samfundsperspektiv. Hurtig tilpasning til kontekstuelle forandringer kan fremme virksomhedens konkurrenceevne. Dette er særligt relevant i dag, med det ekstreme pres, som vi står over for som samfund for at handle hurtigt fx for at bekæmpe konsekvenserne af klimaforandringerne. Globale kriser som forsyningskrisen sætter også virksomheder og samfundet under pres for at handle hurtigt, men det åbner samtidig nye og måske mere profitable markedsmuligheder.Denne artikel binder bro mellem to udfordringer i projekter dels at accelerere projekterne og dels at skabe værdi. Derfor er artiklens fokus på hurtigere værdiskabelse i projekter (Svejvig et al., 2019).I denne artikel går vi kritisk ind og undersøger fem projekter, der har anvendt Half Double Metodologien (HDM), som er en agil hybrid projektledelsesmodel. Projekterne var fra fem organisationer på tværs af forskellige sektorer og omfatter virksomhederne Siemens Wind Power, Grundfos, Lantmännen Unibake, Novo Nordisk og GN Audio. Vi sammenligner hvert af projekterne med lignende projekter inden for deres respektive organisation og undersøger i hvilken grad vi kan accelerere projekterne og skabe værdi hurtigere end i de sammenlignelige projekter. Som forventet har nogle projekter større succes med at accelerere værdiskabelsen end andre
The real real agile mindset:Understanding that doing agile goes hand in hand with being agile
No full textThe adaption of agile methods in organizational context appears bridle. At the operational level, it refers to speed and iterations in product development and IT-projects. At the strategical level it refers to creating organizational ability to constant change course, while staying on track. Adopting an Agile Mindset is a deeper and more fundamental change that requires that the whole organization develop a deep understanding of its core purpose. Agile is often simplified and the essential characteristic and uniqueness with the agile is often lost. We claim that the reason why agile sometimes fails is a lack of understanding of the basic assumptions of the Agile Mindset and that it requires what we call the real real agile mindset that entails a deep understanding of doing agile, is caused by being agile. This has consequences for how to lead and manage the entire business, processes, planning, resource allocation and eventually how you structure your organization. In this conceptual paper, we foreground the basic assumptions beyond the agile mindset as described on two levels, the operational and the strategical
Are All We Need Heroes? -The New Role of the IT-Project Manager:-The New Role of the IT-Project Manager
No full textSystems development practice is undergoing a major transformation, as many companies try to improve their practice to become more flexible, adaptable and agile. However, research provides convincing evidence that it may be difficult to become agile or even just to integrate agile processes in existing companies that are dominated by traditional practice. A recent literature study concludes that most literature and practice now strive to balance the two approaches to “get the best from both worlds”. The complexity added by having and combining two “worlds” complicates the job of the it-project manager and change his – or her role. Understanding these changes and the new role is the focal point of this work. Through a focused literature review, types of balancing are found, and motives, opportunities and challenges of balancing are mapped. A framework of the it-project managers’ role in organizations that balance agile and traditional approaches is constructed.More and more software firms adopt agile methods into their practice to become more flexible and increase their speed to market. To get the best from both worlds, they often choses to balance agility with traditional approaches. This complicates the job for especially the project managers. This paper investigates the new project manager role of balanced systems development by building a theoretically based framework and render it probable through two case studies. The paper describes the complexity of the new role and how it may lead to overload of the project manager. Solutions inspired by agility and ambidexterity are sketched
Accreditation and Participatory Design:An Effects-Driven Road to Quality Development Projects
No full textThis paper presents a soft project management paradigm approach based on participatory design to assuring values and benefits in public projects. For more than a decade, quality development in the Danish healthcare sector has been managed with an accreditation system known as the Danish Quality Model (DQM). In 2015, in an attempt to reduce “bureaucratic process requirements” and “focus on specific goals and results,” the Danish government decided to discontinue this system (The Danish Ministry of Health, 2015, p. 2). In this paper, we introduce a participatory design approach known as effects-driven IT development and suggest how this approach may form a cornerstone of project management in a new quality-assurance program for the Danish healthcare sector.<br/
“Frontload” in complex project program management to aim for lifetime sustainability of offshore windmill parks
No full textThis paper reveals how project program management can aim for lifetime sustainability of offshore windmill parks through innovation. The research is based on a qualitative focus group interview with 11 enterprises and 6 individual semi-constructed interviews with 6 enterprises.Offshore windmill parks are revealed to be complex product systems (CoPS), and this context has an important impact on the structuring of project program management. The findings show a need for the “frontload” of resources in the early stage of project program management. This structure is different from the widely used Stage Gate sequential structuring with typical load of resources in the final stages. A model is developed for structuring programs of windmill parks emphasizing “frontload” on coordination of uncertainty and complexness, creativity and control and integration of relationships. This paper contributes to existing project management literature on CoPS.This paper reveals how project program management can aim for lifetime sustainability of offshore windmill parks through innovation. The research is based on a qualitative focus group interview with 11 enterprises and 6 individual semi-constructed interviews with 6 enterprises.Offshore windmill parks are revealed to be complex product systems (CoPS), and this context has an important impact on the structuring of project program management. The findings show a need for the “frontload” of resources in the early stage of project program management. This structure is different from the widely used Stage Gate sequential structuring with typical load of resources in the final stages. A model is developed for structuring programs of windmill parks emphasizing “frontload” on coordination of uncertainty and complexness, creativity and control and integration of relationships. This paper contributes to existing project management literature on CoPS.<br/
Fast or Smart? How the Use of Scrum Can Influence the Temporal Environment in a Project
No full textA recent survey shows that 40% of all projects use, or have used, agile methods. The most commonly used agile method is Scrum, one reason being that Scrum provides mechanisms for building a healthy temporal environment for the project participants. Through a case study carried out in a Danish municipality we demkonstrate how the tgemporal environment in a project is influenced - enhanced as well as challenged - by the use of Scrum
When stage setting a success gets in the way of real learning
No full textLearning is important to improvement. But how do you make sure that the right lessons are learned? In a case of Digital Post digitalization from Denmark the project of coercive e-government was presented as a success but when taking a closer look a very different story emerges. We present and discuss the case using project management theory and IT project success theory as a lens for understanding. Our conclusion being that you need to do a thorough and extensive analysis to elicit the real learning from a large and complex e-government project
Literature Review of Enterprise Systems Research Using Institutional Theory: Towards a Conceptual Model
No full textThis paper sets out to examine the use of institutional theory as a conceptually rich lens to study social issues of enterprise systems (ES) research. More precisely, the purpose is to categorize current ES research using institutional theory to develop a conceptual model that advances ES research. Key institutional features are presented such as isomorphism, rationalized myths, bridging macro and micro structures, and institutional logics and their implications for ES research are discussed. Through a literature review of 180 articles, of which 18 papers are selected, we build a conceptual model which advocates for multi-level and multi-theory approaches, and applies newer institutional aspects such as institutional logics. The findings show that institutional theory in ES research is in its infancy and adopts mainly traditional institutional aspects like isomorphism, with the organization as the level of analysis, and in several cases complemented by structuration theory and other theoriesEnterprise systems research; institutional theory; literature review; conceptual model; social theory; multi-level analysis
Project Management:Theory Meets Practice
No full textProject Management Theory Meets Practice contains the proceedings from the 1st Danish Project Management Research Conference (DAPMARC 2015), held in Copenhagen, Denmark, on May 21st, 2015
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