Evolution of project based organization: A case study

Kwak, Young Hoon; Sadatsafavi, Hessam; Walewski, John; Williams, Nigel

doi:10.1016/j.ijproman.2015.05.004

Cited by 47 publications

(47 citation statements)

References 44 publications

(50 reference statements)

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“…These projects therefore need to be aligned with strategy (Turner, 2016;Asrilhant et al, 2007), and this area looks at the how the degree of fit between PM and strategy is defined and measured (Martinsuo and Killen, 2014). Research has identified factors such as the top management support (Kwak et al, 2015). Research has also examined the effect of organisational culture on intra (Duffield and Whitty, 2015) and inter project knowledge flows and across organizations (Ghobadi, 2015).…”

Section: Structural Elements Of Project Capacitymentioning

confidence: 99%

Understanding the nature of Project Management capacity in Sri Lankan non-governmental organisations (NGOs): A Resource Based Perspective

Nanthagopan

Williams

Page

2016

International Journal of Project Management

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Y. Nanthagopan, N.L. Williams, and S. Page, "Understanding the nature of Project Management capacity in Sri Lankan non-governmental organisations (NGOs): A Resource Based Perspective", International Journal of Project Management, 34 (2016), pp. 1608-1624, doi: http://dx.doi.org/10.1016/j.ijproman.2016.09.003. ?? 2016 Elsevier Ltd. APM and IPMA. All rights reserved.Project Management (PM) capacity can be defined as PM resources and capabilities that are supporting for effective project operations. Using the Resource Based Perspective, the paper aims to explore the nature of PM capacity in NGOs and develops a framework for PM capacity in NGOs. A case study approach and qualitative methods have been applied for this study. For this study, the literature on PM resources and Organisational capacity was reviewed and a theoretical framework was created. This theoretical framework was then explored using four case studies conducted at Local and International NGOs in Sri Lanka. The study identified three levels of PM Capacity: Team PM Capacity, Organisational PM Capacity and Collaborative Social PM Capacity, a Capacity that has not yet been identified in the literature which supports adaptation to the complex, uncertain environments in which some NGOs operate

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Section: Structural Elements Of Project Capacitymentioning

confidence: 99%

Understanding the nature of Project Management capacity in Sri Lankan non-governmental organisations (NGOs): A Resource Based Perspective

Nanthagopan

Williams

Page

2016

International Journal of Project Management

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“…In this phase, it is recommended to formulate the internal project that will guide the projectification process, with a development focus from lower to higher levels of competence. That is to say, it starts with the planning of the development of the individual competences, going through the development and the continuous improvement of the organizational competences, until reaching the highest level of maturity desired; with the purpose, as suggested by Kwak et al (2015), of identifying the interconnection between improvement efforts and results [91].…”

Section: Discussionmentioning

confidence: 99%

Project-Based Governance Framework for an Agri-Food Cooperative

Herrera-Reyes

Carmenado²,

Martínez-Almela

2018

Sustainability

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Abstract:In a context that approaches the limits of environmental and social problems, and in view of the challenges that the agri-food sector faces today, the need to produce more food, linking environmental sustainability and human health, constitutes a means for sector organizations to turn these new conditions into opportunities to achieve their strategic objectives in project governance. The objective of this study is to analyze the governance of an agri-food cooperative comprised of farmers with more than 40 years of experience. In addition, we propose, based on the findings obtained, a plan for the organization to integrate the culture of the projects and project management in its governance system. This paper is based on a conceptual framework that takes into account the systemic nature and dynamics of social and organizational interactions, with the aim of moving towards sustainability within the agri-food system, through the analysis of an empiric study in the agriculture cooperative sector in the southeast of Spain. The findings show that working by projects offers a novel and effective governance model for the sector, and that integrating expert and experienced knowledge, working with people, is a fundamental condition for moving towards sustainability.

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“…This concept began to be recognized 40 years ago (J. V. Carvalho et al, 2017). These models started to emerge when quality management practices were successfully implemented in manufacturing processes (Kwak et al 2015).…”

Section: Maturity Modelsmentioning

confidence: 99%

Improvement of IT Infrastructure Management by Using Configuration Management and Maturity Models: A Systematic Literature Review and a Critical Analysis

Serrano

Pereira

2020

Organizacija

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Background and purpose: This research aims to investigate which benefits one may expect using Maturity Models in Configuration Management (CM) domain. CM is a support process that helps organizations have better management of their infrastructure. Its importance, in the Information Technology (IT) domain, has increased in recent years, despite this process not being technologically new, and the fact that many organizations implement this process in a haphazard way, which results in it not producing the benefits that it should produce. With the intention of assessing and improving the organizations’ IT processes practices and capabilities, MMs have been developed and implemented. However, the application of MM in the CM domain is yet to be explored.Design/Methodology/Approach: Two Systematic Literature Reviews (SLRs) and a Critical Analysis were performed. In sum, 80 scientific articles of the most rated conferences and scientific journals were analyzed and conclusions were drawn.Results: This research concludes that despite the CM process being badly implemented, using a MM this process could decrease operational costs and increase the quality management of the infrastructure.Conclusion: However, no MM has been developed so far for the CM process practices. This MM would be a viable support tool for the IT organizations providers since this would help organizations have a mature CM process and better control of their IT infrastructure. Therefore, the existence of a MM for the CM domain would be a welcome advancement that should be developed in the future.

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Evolution of project based organization: A case study

Cited by 47 publications

References 44 publications

Understanding the nature of Project Management capacity in Sri Lankan non-governmental organisations (NGOs): A Resource Based Perspective

Understanding the nature of Project Management capacity in Sri Lankan non-governmental organisations (NGOs): A Resource Based Perspective

Project-Based Governance Framework for an Agri-Food Cooperative

Improvement of IT Infrastructure Management by Using Configuration Management and Maturity Models: A Systematic Literature Review and a Critical Analysis

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