Innovation for Multiproject Management: The Case of Component Commonality

Korhonen, Tuomas; Laine, Teemu; Lyly-Yrjänäinen, Jouni; Suomala, Petri

doi:10.1002/pmj.21586

Cited by 15 publications

(6 citation statements)

References 46 publications

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“…After annual capacity planning, another main task is to configure resources and environments based on multi-project similarities. Traditional program management focuses on the component-commonality among projects (Korhonen et al, 2016), there isn’t enough understanding about the actual realization of multi-project synergy through resource commonality. In other words, the resources-commonality and environment-commonality are ignored.…”

Section: Planning and Organization Of The Batch-based Agile Program M...mentioning

confidence: 99%

Batch-based agile program management approach for coordinating IT multi-project concurrent development

Yang

Wang

et al. 2021

Concurrent Engineering

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Software development projects have undergone remarkable changes with the arrival of agile development approaches. Many firms are facing a need to use these approaches to manage entities consisting of multiple projects (i.e. programs) simultaneously and efficiently. New technologies such as big data provide a huge power and rich demand for the IT application system of the commercial bank which has the characteristics of multiple sub-projects, strong inter-project correlation, and numerous project participating teams. Hence, taking the IT program management of a bank in China as a case, we explore the methods to solve the problems in multi-project concurrent development practice through integrating the ideas of program and batch management. First, to coordinate the multi-project development process, this paper presents the batch-based agile program management approach that synthesizes concurrent engineering with agile methods. And we compare the application of batch management between software development projects and manufacturing process. Further, we analyze the concurrent multi-project development practice in the batch-based agile program management, including the overlapping between stages, individual project’s activities, and multiple projects based on common resources and environment to stimulate the knowledge transfer. Third, to facilitate the communication and coordination of batch-based program management, we present the double-level responsibility organizational structure of batch management.

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Section: Planning and Organization Of The Batch-based Agile Program M...mentioning

confidence: 99%

Batch-based agile program management approach for coordinating IT multi-project concurrent development

Yang

Wang

et al. 2021

Concurrent Engineering

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“…PRINCE2 (OGC, 2009, p. 309) defines this role as “the person given the authority and responsibility to manage the project on a day-to-day basis to deliver the required products within the constraints.” PMBOK ® (PMI, 2013, p. 555) and PMI Lexicon (PMI, 2016b, p. 9) define this role as “the person assigned by the performing organization to lead the team that is responsible for achieving the project objectives.” The literature is in agreement that project managers have the sole responsibility for planning and managing projects efficiently (Korhonen et al , 2016; Ahsan et al , 2013; Konstantinou, 2015; Schmid and Adams, 2008; Anantatmula, 2008; Andersen, 2016; Ramazani and Jergeas, 2015).…”

Section: Analysis Of Project Rolesmentioning

confidence: 99%

“…as a center of excellence on project management practices, tools, etc.) to acting as a full-blown execution function whose mandate is to formally manage and deliver projects for the organization.” Finally, Korhonen et al (2016) describe the role of a PMO as responsible for coordinating multiple projects, and Aubry et al (2011) point out that there may even be multiple intertwined PMOs within the same corporation.…”

Section: Analysis Of Project Rolesmentioning

confidence: 99%

Who’s who in the project zoo? The ten core project roles

Zwikael

Meredith

2018

IJOPM

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Purpose The purpose of this paper is to resolve a core issue in project management research and practice – inconsistent terminology of key project roles. This inconsistency has negative consequences on the quality and impact of research in this area. Design/methodology/approach The authors conducted an analysis of the literature and project management standards to identify both agreed-upon and inconsistent project role terms. Based on role and agency theories, the authors propose a consistent terminology. Findings The authors found consensus regarding four terms: project manager, project team, project management office, and program manager. However, the authors also found conflicting definitions and misuse concerning other terms, as well as use of the same title for different roles (e.g. customer, sponsor, champion). The authors define the ten core project roles and the two project entities with which they are associated. Originality/value The proposed role definitions and clear distinction between the two project entities offer clarity, reliance on existing consensus, avoidance of conflicts of interest, and clear separation of principal and agent roles. The implementation of these definitions will improve communications and enhance quality within and between both the research and the practice communities.

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“…Therefore, in addition to providing the possibility for assessing and analyzing economic facts, an accounting tool should primarily help individuals better understand and communicate their shared and individual values regarding their economic possibilities. Although accounting numbers may themselves be subject to optimization, it is how the numbers are socially constructed and used in organizational communication that makes accounting a social discipline (for an example of cost calculations in intra-organizational communication, see Korhonen et al, 2016). Goffin et al (2010) have studied organizational learning based on earlier PD projects.…”

Section: Literature Reviewmentioning

confidence: 99%

Boundary subjects and boundary objects in accounting fact construction and communication

Laine

Korhonen

Suomala

et al. 2016

QRAM

Self Cite

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Purpose This paper aims to elaborate the concepts of boundary subjects and boundary objects in constructing and communicating relevant accounting facts for managing product development (PD). Boundary subjects as reflective actors benefit effective accounting enactment, by building a shared understanding about different actors’ roles and information needs, and by helping to respond to these needs with new boundary objects. Design/methodology/approach The paper uses a longitudinal interventionist case study of a machinery manufacturer. The focus of this case study was the production ramp-up phase at the end of a PD program. Different actors’ needs were first collected and elaborated by interventionist researchers (boundary subjects). Then accounting prototypes (boundary objects) provided new means of communication. Findings The findings show that dealing with boundaries is crucial in accounting development. The role of boundary subjects was fundamental in the process of choosing, constructing, elaborating and communicating accounting facts. During this process, accounting prototypes integrated new accounting facts, the boundary subjects mitigated the boundaries and the boundary objects focused and restricted communication about accounting facts. Research limitations/implications The paper tests the pragmatic constructivism approach by examining accounting enactment under uncertainty and ambiguity. The study refines pragmatic constructivism in terms of boundaries, boundary subjects as actors and boundary objects. Practical implications The intentional use of boundary subjects and objects as communication platform could push a more active inclusion of business controllers as active business partners. Originality/value The paper contributes to the literature on accounting development by highlighting the use of boundary subjects and boundary objects as fundamental mechanisms in constructing and communicating accounting facts.

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Innovation for Multiproject Management: The Case of Component Commonality

Cited by 15 publications

References 46 publications

Batch-based agile program management approach for coordinating IT multi-project concurrent development

Batch-based agile program management approach for coordinating IT multi-project concurrent development

Who’s who in the project zoo? The ten core project roles

Boundary subjects and boundary objects in accounting fact construction and communication

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