Project capabilities for operational outcomes in inter-organisational settings: The case of London Heathrow Terminal 2

Žerjav, Vedran; Edkins, Andrew; Davies, Andrew

doi:10.1016/j.ijproman.2018.01.004

Cited by 74 publications

(80 citation statements)

References 41 publications

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“…It also shows a need for a greater integration of front-end (planning and delivery phases) of a project with a back-end (operation phase). This is consistent with the literature on dynamic capabilities of TMOs from the delivery to operation (Zerjav et al, 2018).…”

Section: From Formal Towards More Informal Approaches To Learning In supporting

confidence: 92%

Temporary multi-organizations: Constructing identities to realize performance improvements

Sergeeva

Roehrich

2018

Industrial Marketing Management

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Section: From Formal Towards More Informal Approaches To Learning In supporting

confidence: 92%

Temporary multi-organizations: Constructing identities to realize performance improvements

Sergeeva

Roehrich

2018

Industrial Marketing Management

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“…These are based on organizations' ability to know more than they themselves make, including understanding how components, subsystems and interfaces are connected ). The end-stage of a project can be a key challenge, when systems of hardware, software and people have to be integrated into a functioning operational system (Zerjav et al, 2018;Whyte et al, 2016). In turn, firms may develop integrated solutions (Davies, 2004;Davies et al, 2006;Ceci and Prencipe, 2008;Ceci and Masini, 2011), based on capabilities to offer an integrated bundle of products and services.…”

Section: Background Literaturementioning

confidence: 99%

Modular designs and integrating practices: Managing collaboration through coordination and cooperation

2019

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Collaboration in large-scale projects introduces challenges involving both coordination (the ability to collaborate) as well as cooperation (the willingness to do so). Existing research has shown how modular designs can improve coordination by locating interdependencies within rather than between different modules. Based on an in-depth case study of collaboration in a large-scale infrastructure project, our study highlights an effect of modularity on collaboration that previously has been overlooked. Specifically, we show that while modular designs may help overcome coordination challenges by reducing interdependencies between modules, they can in turn hamper collaboration by emphasizing specialization within modules. Therefore, though existing work typically perceives modularity and integration as opposites, we clarify how they can also act as complements. In particular, we show how firms need to complement modular designs with integrating practices that stimulate cooperation. Overall, we contribute to the literature on collaboration and modularity by explaining when and how organizations can combine modularity and integration.

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“…In this article we define innovation as "the development and implementation of new ideas by people who over time engage in transactions with others within an institutional order" (Van de Ven, 1986, p. 590). Owner and operator organizations are accountable for the physical assets and their operation, bringing financial packages together and initiating projects (Winch, 2014;Winch & Leiringer, 2016;Zerjav, Edkins, & Davies, 2018). However, we still know little about the role of Project Management Office (PMO) within owner and operator organizations in driving innovation opportunities in projects (Too & Weaver, 2014).…”

Section: Introductionmentioning

confidence: 99%

The Role of the Project Management Office (PMO) in Stimulating Innovation in Projects Initiated by Owner and Operator Organizations

Sergeeva

Ali

2020

Project Management Journal

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This article explores the extent to which innovations are driven by the project management office (PMO), an internal unit within owner and operator organizations that is responsible for overall project assurance and control. Semi-structured interviews were conducted with organizational members of Transport for London (TfL), a public transport owner and operator organization and a key stakeholder in the UK infrastructure sector. This was combined with the analysis of four project assurance reviews initiated and delivered by TfL. The findings demonstrate that the PMO provides opportunities for building and enhancing innovative capabilities of the owner and operator organization.

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Project capabilities for operational outcomes in inter-organisational settings: The case of London Heathrow Terminal 2

Cited by 74 publications

References 41 publications

Temporary multi-organizations: Constructing identities to realize performance improvements

Temporary multi-organizations: Constructing identities to realize performance improvements

Modular designs and integrating practices: Managing collaboration through coordination and cooperation

The Role of the Project Management Office (PMO) in Stimulating Innovation in Projects Initiated by Owner and Operator Organizations

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