Leading by Metaphors –A Case Study of a Mega IT Project in a Danish Bank

Svejvig, Per; Nielsen, Ann-Dorte Fladkjær

doi:10.7146/jookc.v1i1.18284

Cited by 5 publications

(4 citation statements)

References 34 publications

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“…Typically, however, as Flyvbjerg noted (2011), large ICT projects run over time and over budget and fail to deliver many of the requirements. The NOVA project, however, demonstrates a successful implementation of a highly complex IT platform transition in the mid-sized Danish Bank, Jyske Bank (Svejvig & Nielsen, 2014). The project was implemented between 2010 and 2012, through 147 sub projects.…”

Section: Novamentioning

confidence: 99%

“…The project employed 900 workers who were inspired by the Apollo project, as a leading "metaphor for the NOVA's journey" (p. 40). Based on data collected through interviews with various stakeholders, Svejvig and Nielsen (2014) concluded that clear vision, inspiring leadership, and highly structured project communication and documentation systems were keys to its success.…”

Section: Novamentioning

confidence: 99%

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The Three Secrets of Megaproject Success: Clear Strategic Vision, Total Alignment, and Adapting to Complexity

Shenhar

Holzmann

2017

Project Management Journal

102

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Past studies have often voiced concern that important megaprojects have repeatedly failed due to extensive overruns, misunderstanding of expectations, or both. In this article, we contend that this pattern may not be inevitable. In retrospect, despite painful delays, some megaprojects eventually achieved their longer-term objectives. In this study, rather than asking why megaprojects fail, we asked whether these notable (and rare) accomplishments have anything in common. We found that successful megaprojects are distinguished by three major elements: clear strategic vision, total alignment, and adapting to complexity.

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Section: Novamentioning

confidence: 99%

Section: Novamentioning

confidence: 99%

The Three Secrets of Megaproject Success: Clear Strategic Vision, Total Alignment, and Adapting to Complexity

Shenhar

Holzmann

2017

Project Management Journal

102

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“…The use of traditional management theory by management as an approach to develop the people skills and competencies required to manage the business and IT relationship are inadequate to meet the creative, innovative and changing expectations that business and shareholders have of IT implementations [71]; [63]; [3]. The changes that IT professionals need to create to overcome these business challenges, comes with new requirements such as competitive strategies and more importantly the need for new management techniques [2].…”

Section: Introductionmentioning

confidence: 99%

Organisational Theory: Did IT Outgrow Management Theory? A Case Study of the African Oil and Gas Industry

Prince

Harpe

2015

2015 International Conference on Enterprise Systems (ES)

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IT leadership is blamed for being rigid and unable to service the evolving needs of their organisations. Theory guides management what technical skills the IT department requires. However it does not mention what people skills are required. Many management theories have been developed during the last century. The implementation of an effective and efficient IT department remains problematic for business and IT management as traditional management theory does not necessarily support the implementation of IT within organisations in the African Oil and Gas industry. This paper explores the disconnect between traditional management theory and the way that IT implementation work within the African Oil and Gas industry. The research seeks to understand how and why people react in a specific way and how they manage the complex environment they function in. A mixed-model research design was used to add depth and detail to the research findings. Data were collected sequentially through questionnaires and semi-structured interviews. Senior representatives (47) of the IT population in the African Oil and Gas industry were selected using the cluster sampling technique. Convenience sampling was used to test the results from the targeted population against a group of CIO's and IT executives (31) at the CIO Africa Summit held in June 2014.. The results show that traditional management theory has become insufficient to deal with the fast changing and complex environment of the Oil and gas industry. C-level executives and CIO's agree that IT professionals need more EI development and business acumen to execute their mandate. The research proposes a management framework to support a successful IT implementation in the African Oil and Gas industry. Keywords-Businessand IT alignment, traditional management theory, business acumen, emotional intelligence, practical intelligence 2015 International Conference on Enterprise Systems 978-1-4673-8005-8/15 $31.00

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“…Each of these three papers considers organizational knowledge communication to be a phenomenon to be analyzed in a specific domain or context. Svejvig and Nielsen (2014) objective of this first issue of the journal in mind -to highlight the multidisciplinarity inherent to approaching the concept of organizational knowledge communication -these five papers seem to be ideal examples of how different perspectives are able to contribute differently to a complex discussion and how such a discussion ultimately enriches our understanding of knowledge.…”

mentioning

confidence: 99%