Defining project efficiency, effectiveness and efficacy

Zidane, Youcef J-T.; Olsson, Nils O.E.

doi:10.1108/ijmpb-10-2016-0085

Cited by 41 publications

(29 citation statements)

References 81 publications

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“…HLSCM resource utilization and social sustainability are associated with overall operational efficiency (Anjomshoae et al, 2017;Seifert et al, 2018). Efficiency in management processes is the ability to minimize waste, avoid redundancy and duplication of activities, conserve energy and maximize effort while minimizing time taken and overall operational costs (Provan and Kenis, 2008); in other words, "doing the things right" (Zidane and Olsson, 2017). Generally, efficiency can be achieved through lean management which is a concept and practice that was developed and successfully applied in the Toyota Motor Company, enabling it to become the world's leading and most profitable car manufacturing enterprise (Cozzolino et al, 2012).…”

Section: Introductionmentioning

confidence: 99%

Lean readiness assessment model – a tool for Humanitarian Organizations' social and economic sustainability

Shafiq

Soratana

2020

JHLSCM

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Purposepurpose of this study is to present a Lean Readiness Assessment Model (LRAM) for assessing the readiness of Humanitarian Organizations (HO) for adopting Lean Management (LM) (Johanson et al.) practices. Literature reveals that implementation of LM itself is a cost and most organizations have failed to adopt LM techniques due to a non-readiness status and a non-supportive organizational culture. This situation indicates that the assessment of organizations' readiness before implementation of lean techniques is necessary.Design/methodology/approachThis was an empirical quantitative study. Based on a synthesis of the literature, a conceptual model was developed by identifying seven critical success factors (CSFs). The CSFs were validated by HO professionals via a questionnaire-based survey. The data from the responses were analysed by applying partial least square structured equation modelling (PLS-SEM) using the SmartPLS3 software.FindingsA proven LRAM was constructed that consists of CSFs (independent and mediating variables), which have reflected positive coefficients and significant t >1.96 and p < 0.05 values. The CSFs that are significant include process management, planning and control management, customer relationship management, human resource management, communication and coordination management and a positive organizational culture. The CSFs of supplier relationship and top management and leadership had insignificant t and p values and were dropped from the final LRAM.Originality/valueThis is a unique and rare study in its nature which developed LRAM for HO sector. The contribution of this model is to improve the efficiency and sustainability (economic and social aspects) of an HO under scarce resource conditions.

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Section: Introductionmentioning

confidence: 99%

Lean readiness assessment model – a tool for Humanitarian Organizations' social and economic sustainability

Shafiq

Soratana

2020

JHLSCM

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“…Thus, during the implementation of a project, the number of tasks and the relationships among them are relatively fixed. Project efficiency refers to the extent to which a project meets time, cost and scope goals (Mainga, 2017;Zidane and Olsson, 2017). The more task nodes removed, the more seriously the project execution process is disrupted, which will decrease project efficiency.…”

Section: Assessing Project Vulnerabilitymentioning

confidence: 99%

A framework for assessing project vulnerability to crises

Wang

2019

IJMPB

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Purpose The purpose of this paper is to propose a framework for assessing the vulnerability of projects to crises. The study seeks to clarify the cascade effects of disruptions leading to project crises and to improve project robustness against crises from a systems perspective. Design/methodology/approach A framework for assessing project vulnerability to crises is developed using complex network theory. The framework includes network representation of project systems, analyzing project network topology, simulating the cascade of unexpected disruptions and assessing project vulnerability. Use of the framework is then illustrated by applying it to a case study of a construction project. Findings Project network topology plays a critical role in resisting crises. By increasing the resilience of the critical tasks and adjusting the structure of a project, the complexity and vulnerability of the project can be reduced, which in turn decreases the occurrence of crises. Research limitations/implications The proposed framework is used in a case study. Further studies of its application to projects in diverse industries would be beneficial to enhance the robustness of the results. Practical implications Project crises can threaten the survival of a project and endanger the organization’s security. The proposed framework helps prevent and mitigate project crises by protecting critical tasks and blocking the diffusion path from a systems perspective. Originality/value This paper presents a novel framework based on complex network theory to assess project vulnerability, which provides a systemic understanding of the cascade of disruptions that lead to project crises.

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“…These concepts are used in the project management literature in relation to the success or failure of a project in order to make a distinction between the project (time, cost, quality) perspective, and the strategic perspective. Zidane and Olsson (2017) found a wide diversity of interpretations regarding the three concepts efficiency, effectiveness and efficacy among research scholars and practitioners. Table 1 shows where responsibility for the deliverables and gains of the project are placed within the reviewed publications.…”

Section: Figure 1 a Distinction Between The Initial Project Investmementioning

confidence: 99%

Elaborations on the role of project owner: introducing project owners type 1 and 2

Olsson

2018

IJMPB

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Purpose: This paper studies how the project owner role is described in the literature, and how the role is carried out in practice. In particular, we study the project owner role in relation to project execution and benefit realization.Design/methodology/approach: Based on a literature review, we propose a model for the relationships between the project owner, project manager and the operation of project delivery. We then use the model to describe the empirical results derived from a mapping of project owner responsibilities in a set of Norwegian information technology projects.Findings: We define a project owner type 1 as a project owner that is focused on the business case and has responsibility for both project delivery and benefit realization. This project owner is the type described in most of the literature. We further define a project owner type 2 as a project owner that is mainly concerned with supporting the project manager and enabling project delivery. This is the type of project owner found in our empirical study.Research limitations/implications: We identified a mismatch between the project management literature and observed practice.Practical implications: There is a need to clarify the type of project owner role referred to in different contexts. Different project owners will have a different set of incentives and priorities. It is important to make sure that the complete business case, including both investment costs and benefits, are seen in close relation to each other and not as separate undertakings.Originality/value: There is need for a distinction between two types of project owners. This study proposes a framework for the description, analysis and implementation of project governance, with a special focus on the project owner role.

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Defining project efficiency, effectiveness and efficacy

Cited by 41 publications

References 81 publications

Lean readiness assessment model – a tool for Humanitarian Organizations' social and economic sustainability

Lean readiness assessment model – a tool for Humanitarian Organizations' social and economic sustainability

A framework for assessing project vulnerability to crises

Elaborations on the role of project owner: introducing project owners type 1 and 2

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