Exploring the Role of Project Management in Product Development of New Technology-Based Firms

Sońta-Drączkowska, Ewa; Mrożewski, Matthias

doi:10.1177/8756972819851939

Cited by 35 publications

(18 citation statements)

References 79 publications

(156 reference statements)

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“…On IT projects, risks are usually related to the team knowledge, to the client engagement, to the product lifecycle and to the organizational environment, which highlights the importance to manage stakeholders in order to improve RM (Shishodia et al, 2018). In addition, a gap frequently seen on risk management regards the lack of stakeholder register and its use to record lessons learned for a global risk analysis and an improvement of problem solutions (Dyer, 2017;So nta-Dra ˛czkowska and Mro_ zewski, 2020).…”

Section: Risk Managementmentioning

confidence: 99%

An analysis of the effects of stakeholders management on IT project risks using Delphi and design of experiments methods

Filho¹,

Bouzon²,

Fettermann³

2021

BIJ

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PurposeThis study aims to evaluate how stakeholders affect project risks by analyzing the connection between stakeholder management and risk management in the information technology (IT) project context.Design/methodology/approachUsing the Delphi method, interviews with IT project experts were conducted to examine four factors concerning stakeholder management and define probabilities for three risk variables. The design of experiments (DoE) method was applied for the design of the research instrument and data analysis.FindingsStakeholder engagement and communication with stakeholders have significant influence on the occurrence of negative risks, opportunities and the development of contingency strategies. These results provide project leaders with relevant data that better guide actions toward stakeholders and enhance project success probability.Originality/valueThis study clarifies important aspects of two main project management areas – stakeholder and risk management – in the IT projects context. This research also presented an unusual application for the DoE method which allows the subjective variables analysis by statistical tools and enables to explore factor influences on real project situations.

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Section: Risk Managementmentioning

confidence: 99%

An analysis of the effects of stakeholders management on IT project risks using Delphi and design of experiments methods

Filho¹,

Bouzon²,

Fettermann³

2021

BIJ

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“…According to product typologies, venture complexity and founder's profile, NPD-project practices in new technology-based firms are under contingencies, as stated by Sonta-Draczkowska and Mrozewski (2019). Other authors have presented the variation in the criticality of factors among the industry sectors (Castro et al, 2021;Iriarte and Bayona, 2020), concluding that project success is a multidimensional concept involving stakeholder perception, the context and the stage that the project is.…”

Section: Results Of Pmo Effortmentioning

confidence: 99%

Control of project data and team satisfaction as results of PMO effort in new product development projects

Barbalho

Silva

2021

IJMPB

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PurposeThis paper aims to explore how new product development (NPD)-based project management offices (PMOs) work, their drivers to deliver performance and their project success impact.Design/methodology/approachThe study used a survey of 35 Brazilian and multi-national companies that identified the effort to perform a list of PMO functions, some PMO drivers in the company and five project performance perception indicators. The authors apply a specific set of statistics to uncover the relations between these dimensions of interest.FindingsThe factorial analysis allows us to find the main functions influencing each other. The project teams’ perception of project management (PM) performance is suggested as a success factor that drives PMOs when working on portfolio management issues, managing project files and promoting PM over the company.Practical implicationsThis paper contributes to a contingency approach for designing a project machine involving PMOs to support NPD projects. Managers can set the most suitable PMO functions avoiding mimicry when structuring their NPD efforts.Originality/valuePMOs have impacted team satisfaction and control of project data but not indicators related to triple constraints.

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“…In this regard, ROR is an act‐and‐see instead of a wait‐and‐see approach (Adner & Levinthal, 2004b). So, decision makers and project members can act toward decreasing uncertainty during project execution to better adapt to external (e.g., market developments) or internal (e.g., technological) changes (Huchzermeier & Loch, 2001; Sońta‐Drączkowska & Mrożewski, 2020). Further, decision makers are able to venture into multiple innovative project options simultaneously, which allows them to test options in parallel instead of doing serial tests for definitive project investment (Loch et al, 2001).…”

Section: Discussionmentioning

confidence: 99%

Strategic and cultural contexts of real options reasoning in innovation portfolios

Kaufmann

Kock

Gemünden

2021

J of Product Innov Manag

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Decision makers find creating an innovation portfolio challenging, because more innovative projects are associated with a higher degree of uncertainty. In this study, we investigate the potential benefits of applying real options reasoning (ROR) in innovation portfolio management from an attention‐based view. Using a sample of 137 innovation portfolios with multiple informants, we investigate ROR's influence on portfolio innovativeness and, ultimately, on portfolio success in a mediated model. Further, we analyze the moderating influence of an innovation portfolio's organizational context—entrepreneurial orientation and innovation climate—on ROR's application. The results support ROR's positive relationship to portfolio innovativeness and portfolio success. The analysis also supports the positive interaction between entrepreneurial orientation and ROR with respect to portfolio innovativeness. This study contributes to the literature by demonstrating the relationship between ROR and portfolio success, mediated by portfolio innovativeness. In addition, the study's analysis offers an explanation of previously mixed findings regarding ROR's benefits by considering the firm's strategic and cultural innovation contexts. The findings underline the relevance of strategic support for ROR's effectiveness in innovation portfolio management. Furthermore, the findings encourage managers to implement ROR, but also stress the essential contribution an entrepreneurial orientation makes when the managers do so.

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Exploring the Role of Project Management in Product Development of New Technology-Based Firms

Cited by 35 publications

References 79 publications

An analysis of the effects of stakeholders management on IT project risks using Delphi and design of experiments methods

An analysis of the effects of stakeholders management on IT project risks using Delphi and design of experiments methods

Control of project data and team satisfaction as results of PMO effort in new product development projects

Strategic and cultural contexts of real options reasoning in innovation portfolios

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