Project-oriented Organizations Research Articles

СОПОСТАВИТЕЛЬНЫЙ АНАЛИЗ ЖИЗНЕННОГО ЦИКЛА ОРГАНИЗАЦИИ ПО МОДЕЛИ И. АДИЗЕСА И ЖИЗНЕННОГО ЦИКЛА ПРОЕКТА В РАМКАХ ПРОЕКТНООРИЕНТИРОВАННОЙ МЕТОДОЛОГИИ УПРАВЛЕНИЯ

The relevance of the topic is determined by the existing conditions of transition of modern organizations to new management paradigms. World trends of project-oriented management are increasingly penetrating into domestic management practices. In domestic practice, the diversification of operational processes of the organization from projects faces difficulties in determining the intersection of the stages of the life cycle of the organization and the life cycle of the project, especially in the framework of strategic projects of the organization. Project-oriented management methodology is a modern means of ensuring a high level of competitiveness, but does not have sufficient understanding on the part of strategic and operational management of the organization. The greatest interest in this article is shown to the search for ways to form new approaches to the organization of project-oriented management in modern domestic organizations. Also, special attention is paid to the analysis of the current mechanisms of organization life cycle management of the organization and the project, based on the mechanism of combining the two approaches to management. The analysis of the application of the life cycle model of I. Adizes in the management of modern domestic organizations, as well as the analysis of the applicability of the traditional life cycle model of project management. The aim of the study is to identify ways to manage modern organizations by combining Adizes' life cycle model and the project life cycle model. The objectives of the study are reduced to the analysis of key factors contributing to the integration of the two approaches to the management of project-oriented organizations. Research results. The comparative analysis of the model of the life cycle of the organization I.Adizes and the model of the life cycle of the project is carried out. on the basis of results of the analysis of characteristics of stages of each of the models, proposals on use of the model of the life cycle of the project as a basic paradigm of management of the project-oriented organization as a whole are made. The problem of applicability of the proposed methodology is revealed, which requires practical confirmation and additional theoretical study.

MODELS OF THE PROJECT MANAGEMENT SYSTEM FOR THE DEVELOPMENT OF SELF-MANAGED ORGANIZATIONS IN THE PORTFOLIOS OF INFRASTRUCTURE RENEWAL PROJECTS OF UKRAINE

Introduction. The recovery of Ukraine from the consequences of the full-scale aggression of the russian federation requires the implementation of a whole set of projects, programs and project portfolios. At the same time, the task of choosing a management methodology for such projects is urgent. The analysis of methodological trends shows that the fourth stage of the development of methodological structures is currently underway - from the use of one methodology, through the development of the Agile methodology and the use of management of project collections (programs, portfolios) – project-oriented organizations began to use methodological mixes. As an expedient, it is proposed to investigate the syncretic principle and the corresponding methodology of managing projects, programs and portfolios of projects. This methodology is aimed at solving the urgent problems of creating and developing the methodology of management of restoration projects and is not sufficiently researched. Problem statement. Projects and portfolios of infrastructure restoration projects of Ukraine are implemented by a large number of participants representing different countries, different management cultures and different project management methodologies. One of the prerequisites for the success and efficiency of restoration projects is the creation of a new methodology that would ensure efficiency in such conditions, to which is added the trend of using by organizations the principles of self-management.

The impact of organizational commitment on knowledge management processes in project-based organizations with the mediating role of employee motivation

The purpose of this research is to investigate the effect of organizational commitment (with three dimensions of emotional commitment, continuous commitment, and normative commitment) on knowledge management processes (KMP) in project-based organizations, considering the mediating role of employee motivation. This research has an applied purpose and a descriptive and quantitative nature, which was conducted with a survey strategy. The statistical population is managers and experts of first-class construction companies in Tehran. Data collection was done through a standard questionnaire with 58 questions and hypotheses were tested with SmartPLS. The findings showed that emotional commitment and continuous commitment have a positive effect on employee motivation in project-oriented organizations, respectively, 0.56 and 0.2. Also, employee motivation has a positive effect of 0.51 on KMP in project-oriented organizations. Therefore, employee motivation plays a mediating role in influencing the dimensions of organizational commitment to KMP. But normative commitment does not have a positive effect on employee motivation in project-oriented organizations. On the other hand, employee motivation is influenced by their commitments to the organization and will have positive effects on intellectual capital management, KM and ultimately business performance. Among research backgrounds, the effect of organizational commitment dimensions on improving KMP with the mediating role of employee motivation in project-oriented organizations has not been investigated. It is expected that the results of this research can finally provide scientific and executive solutions to improve the performance of project-oriented organizations through the improvement of these components.

Models analysis of methodologies joint use in project management of project-oriented organizations

Models analysis of methodologies joint use in project management of project-oriented organizations

Does Digitalization Supports Project Management Effectiveness? New Insight on the Role of Intellectual Capital

The challenges of the fourth industrial revolution faced by project managers are not only related to continuous adaptation to new technologies and the application of the optimal technical solution within each project but also imply the implementation of systemic changes in project management practice. There is no clear evidence in the literature about project management effectiveness in the digital economy or readiness for digital transformation in project-oriented organizations. The purpose of this paper is to identify the influence of intellectual capital components on project management effectiveness in the context of changes that are stimulated by digitalization, as well as the indirect impact of the company’s readiness for digital transformation. Using 147 fully matched pairs of questionnaires collected from project managers and end-users of construction projects, it is proven that digital transformation readiness is relevant as a mediator and moderator between intellectual capital components and project management effectiveness. The contribution of this research is reflected in highlighting the importance of assessing project management effectiveness in order to assure project success. The digital transformation readiness of project-oriented organizations is an important element for increasing project team motivation, building trust, and developing effective communication channels.

How do project-oriented organizations enhance innovation? An institutional theory perspective

A project-oriented organization is a hybrid form of organization where a functional hierarchy is augmented with structures to manage projects strategically across the organization. Six project-oriented organizations from diverse industries that emphasize innovation in their strategies were selected for this study. We use the three pillars of institutional theory — regulative, normative and cultural-cognitive — and institutional entrepreneurship to analyze interview data from executive and project, program and portfolio management personnel in the project-oriented organizations to investigate how innovation is facilitated through external influences and internal responses. Our findings indicate that processes and new structures provide effective ways for innovation and, while individuals are important, processes are more effective than individuals at enabling innovation. We put forward some lessons for practice that emerge directly from the findings, including suggestions on improving allocation of resources, a need to focus on processes, reconceptualization of “failure”, and dedicated investment in market knowledge, customer knowledge, performance metrics and flexible governance structures.

Identification and evaluation of collaborative relationships of internal project stakeholders: a social network analysis approach

PurposeThe present research is trying to construct the network of relationships between different department of an organization during the design and development of car engine. Analyzing the structure of the network, finding the patterns of collaborations, and determining the important departments are the main purposes of the present research.Design/methodology/approachImproving relationships during a project life is an effective way to enhance employee performance in project-oriented organizations. This paper examines the collaborative relationships between internal project stakeholders through social network analysis (SNA) in a project for the design and development of car engine. In the first step of the research, the network of internal stakeholders was studied based on collaboration in the common activities performed by the resources. Then, the network of correspondences between internal stakeholders was studied. Finally, the two networks were integrated into a single network.FindingsIn the integrated network, the “fuel and combustion department” had the largest degree centrality (i.e. highest collaboration with others). The “integration department” was found to have the highest closeness centrality (i.e. more rapid access to other nodes). Furthermore, the “procurement department” had the highest betweenness centrality (i.e. the most strategic department). Our results revealed the potential capabilities of SNA method for the project management in the vehicle industry.Originality/valueThe obtained results of the present research show us the value of applying SNA methods and concepts to analyze the inter-organizational network of the Project Stakeholders relationship.

Integrating the “Design Thinking” Approach into Project Management

Design has the ability to provide new meanings and facts, which is an important driver of value creation. As a result, the integration of design as a business skill in project management and business organizations in general is increasingly being studied and put into practice nowadays. This article provides a brief overview of the existing literature on design management – generally and specifically – in that of projects. Based on it, aspects regarding the possibilities of integrating “design thinking” into the management activities of project organizations have been discovered and deduced. Separately, some more important results of an author’s survey conducted among managers of Bulgarian project-oriented business organizations are provided, regarding the tools they use from the “design thinking” methodology in their usual business and project activities. The study helps establish the existing design practices in our country and reveals opportunities for integrating the method in the management of projects as well.

Cash holding management for self-financing phase-able and non-phase-able project portfolio selection and scheduling problems

This article presents a novel mathematical model for managing the level of cash reserves for the self-financing phase-able as well as non-phase-able project portfolio selection and scheduling problems. Practically, the executive managers of project-oriented organizations tend to keep cash within their organization to increase their decision-making power. Although this allows managers and investors to invest in future economic projects, it imposes opportunity costs on owners and investors, in which case maintaining cash reserves can turn out to be a major challenge between owners and executive managers. This issue becomes more acute when the project-based organization operates self-financing. Because the financing is limited to the revenues of the finished projects, money withdrawn from the project account without proper management exacerbates financial constraints. Consequently, managers will bypass some future valuable investment opportunities. In this article, from the point of view of cash holding, the expectations of managers and investors in a self-financing phase-able and non-phase-able project-based organization will be met simultaneously. The proposed model is a nonlinear integer program. After linearization, an example is provided to illustrate the applicability and performance of the proposed model.

The quality of servitization in project-oriented organizations

PurposeThis study examines the criteria for evaluating the quality of servitization and the factors influencing the project–service system's success.Design/methodology/approachEvidence was collected through three rounds of Delphi consensus with 42 project managers.FindingsThe results indicate that the quality of servitization in project-oriented organizations is conceptualized as a cumulative construct driven by the product-service system's overall ability to offer more customer value. This value is defined by three interconnected dimensions: the service, the project and the integration system. The study also proposes a novel customer-oriented quality process with two connected levels comprising eight key factors influencing the quality of the project–service systems and nine key quality criteria that assist in evaluating the project–service systems.Practical implicationsOffering extra services is crucial for successful project-oriented organizations to deliver more customer value. The value of servitization is the combined value of products and services. The failure of one of these components to satisfy customers leads to the collapse of the whole system, which entails the need for a balanced-focus quality system toward projects and services.Originality/valueThis study contributes to the quality of servitization in project-oriented organizations, arguing that a balance between service orientation and project orientation is preferred to increase customer value and reduce the clash and ambiguity between project operations and service provision.

Co-Evolution of Organizations in Infrastructure Planning: The Role of Communities of Practice as Windows for Collective Learning Across Project-Oriented Organizations

Challenges in infrastructure planning require public infrastructure administrators, responsible for providing adequate infrastructure facilities, to be adaptive. These organizations evolve and interact with other organizations in a complex organizational landscape. This paper explores the contribution of inter-organizational communities of practice (CoPs) to collective learning and co-evolution of organizations in infrastructure planning. We conducted a case study of five inter-organizational CoPs in the domain of a typical public infrastructure administrator. The results suggest that inter-organizational CoPs enable, for example, policy and practice to co-evolve. Inter-organizational CoPs seem to provide a neutral ground where long-term sector benefits can overcome short-term organizational interests.

Prioritizing Multi-Interwoven Factors in the Project Management Office Using Delphi and Fuzzy DEMATEL

This study aims to evaluate the cause-and-effect relationships of potential PMO functions at project-oriented organizations. In this research, the Delphi technique was first employed to identify the potential PMO functions, and DEMATEL technique was conducted to evaluate the cause-and-effect relationships. According to the research findings, structure determination and project organization were the most effective PMO functions, whereas counseling and training through PMO was identified as the most important function. Moreover, participation in project implementation through PMO was the most affected function. To improve the PMO performance, project-oriented organizations can focus on effective functions and causes in order to modify and improve them.

Workforce Competency Models for Multiple Construction Projects: A Review

In recent decades, several definitions of competency have been presented by prominent thinkersand scholars of this field, each of them deals with the competency from a certain angle andexpressed different dimensions. Furthermore, the competency approach in human resourcemanagement (HRM) is not a new trend, and the subject of competence is a very old subjectmatter. On the contrary, human resource competence is one of the most important issues of anyorganization, which includes diverse, attractive and, simultaneously, sophisticated topics. Today,due to the dramatic changes in the field of HRM and the trend of managers to meritocracy in theorganization, the planning of an organization based on competency has a special place. Differentstudies in this field show that the necessity to pay attention to the mission perspective, strategy,organizational goals and structure will be an integral part in the successful assignment of humanresources and, without regard to this, the organization's approach cannot be determined. The useof human resource competency models in multiple construction projects requires a majorparadigm, which in HRM literature refers to the competency-based human resource management(CBHRM), and changes the thinking of human resource managers across individuals andorganizations, generally. This competency-based management approach is a coherent approachfor managing human capital in the long term, based on a common set of competency modelsrelated to the macro strategies of each project in this field. In this paper, the researcher initiallyreviewed the diversity of conceptual frameworks and components of competency models inconstruction projects. Then, the competency models of the project manager, civil engineer, andconstruction foreman and worker are identified in project-oriented organizations. At the end ofthe research, a set of competencies of professional, ethical, cultural and social behaviour ispresented in a variety of competency models.

Performance measurement of construction suppliers under localization, agility, and digitalization criteria: Fuzzy Ordinal Priority Approach.

The suppliers’ performance plays a vital role, with a domino effect, in project success, organizational competitiveness, protecting supply chain and construction industry from disruptions and PESTEL risks (political, economic, social, technological, environmental, and legal). Therefore, measuring the performance of the construction suppliers has become the primary focus of project-oriented organizations and the core of business decision-making, especially during global megatrends. The question that may arise here is, “How can the performance of the construction suppliers be determined under uncertainties considering the post-COVID-19 era?” Organizations need eligible suppliers for the rapid recovery of the supply chain and construction sector at this critical stage. Given the importance of the issue, this study aims to propose a novel approach for measuring the performance of construction suppliers using the fuzzy ordinal priority approach (OPA-F). OPA-F is a recent development in multiple criteria decision-making (MCDM) that can determine the criteria weights for performance measurement using fuzzy linguistic variables. We do not always have access to a complete data set in real-world situations and business environments. Nevertheless, OPA-F can handle this dilemma, even with incomplete input data. This research intends to consider three main aspects of the construction suppliers, known as (L-A-D) capabilities, including localization, agility, and digitalization. In this regard, we bring up a case study from the construction industry to demonstrate the application of the proposed framework. The findings show that the most critical criterion is “digitalization” for the case study. This criterion covers “supply chain automation” and “virtualization and dematerialization” of services/products. The proposed approach is practical and straightforward, particularly for academicians and decision-makers; it can also incorporate uncertainties.

Identifying and Ranking Criteria of Good Governance in Project-Based Organizations

Good governance plays a key role in the growth and success of organizations and helps them to achieve their strategic goals. A review of the research literature shows that the term good governance is mostly used in relation to governments, and there is no proper understanding of the role of good governance in non-governmental organizations. Due to the significant growth of project-oriented organizations, there is a gap in the literature to explain the position of good governance in project-based organizations. For this reason, there is no good understanding of the term good governance and its application in project-based organizations. The purpose of this study is to identify and prioritize the criteria of good governance in Iranian project-based organizations. To this end, a hybrid approach based on meta-synthesis, thematic analysis, and multi-criteria decision-making methods was used to identify and prioritize good governance criteria in project-based organizations. In the first phase, using the meta-synthesis method, an extensive review of the good governance literature from 2012 to 2020 was conducted and different criteria of good governance were extracted. In the second phase, the thematic analysis method was used to identify good governance criteria through interviews with 10 experts active in project-based organizations. In the third phase, the best-worst method (BWM) method was used to weigh and prioritize the good governance criteria. The results of data analysis indicated that accountability is the most important criterion, and the planning to respond to risks and uncertainties is the most important sub-criterion of the research. Finally, some managerial implications for managers of project-based organizations and some future research directions were provided.

Claim management office maturity model (CMOMM) in project-oriented organizations in the construction industry

PurposeClaim formation is a fact and a regular occurrence in construction industry projects and often leads to a waste of money and time for organizations. Organizations can, however, reduce and control claims by promoting an integrated claim management system and improving productivity in the results of the claims. Establishing a claim management office is one of the ways to help organizations achieve this.Design/methodology/approachBased on library research, expert opinion and analysis of organizations' contracts as case studies and identifying the root causes of the claim, this paper proposes a claim management office maturity model and determines its levels.FindingsThis paper proposes a claim management office maturity model and also determines its levels. The general structure of this model is based on three parameters: “characteristics of each level,” “requirements of each level” and “transition period of each level” in five levels, where the first level is the most basic level and level five is the highest level of the implementation of a claim management office in the organization.Originality/valueIt can be clearly emphasized that this research is one of the first research studies that has dealt with the issue of claim management office in the construction industry and has proposed the model of maturity and development of claim management office in the organization. The use of numerous and experienced experts in achieving the results and case organizations to develop this research has increased the value and credibility of this research. This study also helps to improve the level of claim management in construction industry organizations so that these organizations can implement each level of claim management maturity model in the organization according to their competence and need for claim management. And by implementing it correctly, solve or reduce the problems of claim management in the organization and their projects.

Knowledge management in a project - oriented organization and its impact on reducing delays of Road Construction Projects in Southern Khorasan

Given the increasing importance of time, cost, and resource management, organizations are pushing for a knowledge base consisting of all the knowledge acquired during a project, and with the prior knowledge being put in place to maximize productivity. The purpose of this research is to investigate the effect of knowledge management on the delays of road construction projects in project-oriented organizations. The present study, after explaining the concept of knowledge management and identifying the causes of delays in road construction projects, examines the components of knowledge management and the impact of each of them on reducing the time latency of road construction projects through a questionnaire study method. Then, one of the sub-criteria of delay factors and its effectiveness from knowledge management was investigated. For this purpose, a statistical population consisting of active employers, consultants and contractors in the road construction sector of Southern Khorasan province was considered and parametric tests were used for inferential analysis. Findings show that there is a significant positive two-way relationship between knowledge management and reducing project time latency. This means that the more knowledge management is used in road construction projects, the greater reduction in project latency we will see. Among the components of knowledge management, knowledge creation has the greatest effect (17.42%) on reducing delays and based on the calculated results, it can be said that about 96.8% of delays in projects can be controlled by knowledge management. Also, according to the descriptive statistics obtained in the general case, it can be said that the most important factor affecting the delays are the contractors at the rate of 21.35% and then the employers at the rate of 20.76%.

A novel project portfolio selection framework towards organizational resilience: Robust Ordinal Priority Approach

The COVID-19 pandemic has affected the world's economic condition significantly, and construction projects have faced many challenges and disruptions as well. This should be an alarm bell for project-oriented organizations to be prepared for such events and take necessary actions at the earliest time. In this regard, project-oriented organizations should establish their business based on the resilience concept, making them flexible in dealing with risks and decreasing the recovery time after disruptions. The current study proposes a practical conceptual framework for project-oriented organizations to select the most appropriate portfolio based on organizational resilience strategy. First, portfolios are identified, and the projects are clustered based on organizational resilience strategy using the Elbow and Fuzzy C-Means methods. The projects' scores are then determined employing the stakeholders' opinions and Robust Ordinal Priority Approach (OPA-R), which can handle the uncertainty of the input data. After that, each portfolio's score is determined using the obtained scores of the projects, and the best portfolio linked to the organizational resilience strategy is selected. The application of the proposed method to a project-oriented organization is examined, and its usage for the managers of project-oriented organizations is discussed in detail.

A model to reduce the risk of project selection utilizing data envelopment analysis

PurposeProject selection management is a matter of challenge for project-oriented organizations, particularly, if the decision-makers are confronted with limited resources. One of the main concerns is selecting an optimal subset that can successfully satisfy the requirements of the organization providing enough resources to the best subset of the project. The projects for which there are not enough resources or those requiring whole resources of the organization will collapse soon after failed to success. Therefore, the issue is in the risk of choosing a set of projects so that can make a balance in investment versus on collective benefit.Design/methodology/approachA model is presented for project selection and has been tested on the 37 available projects. This model could increase the efficiency of the whole subset of the project significantly in comparison to the other model and it was because of choosing a diverse subset of projects.FindingsProvides a general framework for project selection and a diverse and balanced subset of projects to increase the efficiency of the selected subset. Also, reduces the impact of uncertainty risk on the project selection process.Research limitations/implicationsFor the purposes of project selection, any project whose results are uncertain is a risky project because, if the project fails, it will reduce combined project value. For example, a pharmaceutical company’s R&D project is affected by the uncertain results of a specific compound. If the company invests in different compounds, a failure with one will be offset by a good result on another. Therefore, with selecting a diverse set of projects, this paper will have a different set of risks.Originality/valueThis paper discusses the risk of selecting or being responsible for selecting a project under uncertainty. Most of the projects in the field of project selection generally consider the risks facing the projects or existing models that do not take into account the risk.

Agility Factors’ Analyses Framework in Project-Oriented Organizations through a Sustainability Approach in Large Projects Case Study: Isfahan Municipality

In recent years, the project management concept is coupled with sustainable development. In terms of profitability and adapting to environmental changes, generating value for the customer and responding to market needs is a challenging issue. To gain profit and success, a project should adhere to agility factors. With respect to the importance of project execution success, corresponding to the sustainability dimensions and by developing agility parameters, this study provides a framework for clustering and analyzing “large projects” based on agility factors in project-oriented organizations through a sustainability approach and by applying Quality Function Deployment. To this end, critical factors of project success and then agility factors of the project-oriented organizations have been identified. Thereafter, the importance of these two major components has been measured by executive managers in Isfahan Municipality and academic experts. Afterward, the agility factors’ weights have been calculated based on extracted sustainability factors’ weights, which have been gained according to the project’s critical success factors and by applying quality function deployment. By determining the agility factors’ clusters in the project-oriented organizations and calculating their importance weights, the first cluster that contains project communication management, organizational culture, and contracts management gains the maximum weight of importance.