Project Management as a Service

Stoshikj, Marina; Kryvinska, Natalia; Strauß, Christine

doi:10.1145/2539150.2539171

Cited by 6 publications

(2 citation statements)

References 28 publications

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“…We identified nine firms that have started providing project delivery services with clear objectives rather than simply servicing sold products and have explored methods of providing project-based services. A project can be considered to be any undertaking that is carefully planned to achieve a particular aim and comprises a unique, complex set of tasks, which can be divided into work packages and subtasks, with a defined duration [81,82].…”

Section: Product-service Delivery: Digital Industrial Product-service System Modelmentioning

confidence: 99%

“…We also discovered new types of project-service trends such as the holistic solution and localized integration models. A project-service system can be seen as an extension and completion of conventional project management services [82]. Achieving a project-service system is important, as a project is usually more complicated than a single product and contains various mechanical structures.…”

Section: Summary Of the Trends Of The Discovered Service Modelsmentioning

confidence: 99%

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Servitization and Sustainable Value Creation Strategy for China’s Manufacturing Industry: A Multiple Case Study in the Belt and Road Initiative

et al. 2021

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Manufacturers are adding service offerings to satisfy customers’ needs in various markets. Effective strategies for servitization can improve the competitiveness of manufacturers during cooperation. The Belt and Road Initiative (BRI) established by China offers opportunities for economic cooperation and regional integration for the involved countries. Now, many manufacturing firms are expanding their businesses into Belt and Road countries, most firms are facing the “how to do” problems in improving sustainability during their cooperation. They urgently require methodical assistance on both improving competitiveness through servitization and addressing sustainability challenges. This necessitates the firms to develop successful service models for their industrial initiatives and investigate ways to produce long-term sustainable value through services. In addition to the firm’s economic worth, it also entails lowering the project’s negative environmental impact. The results provided effective strategies for manufacturers from two perspectives. The first perspective is the study discovered innovative service models at both the product and project levels. Project-service systems are critical, and manufacturing firms should use innovative service models to deliver projects. The operation method of holistic solution and localization integration project service was addressed in particular in this study. In the second perspective, there are suggestions for achieving sustainability through innovative service models. The methods for preserving sustainable value on the industrial project level were the subject of our study, which included significant criteria and detailed descriptions. The effective project service system should bring sustainable value to the lifespan of an industrial project. This study has determined four major paths to improving sustainable value creation through servitization: improving resource allocation capabilities, reduce carbon emissions through energy project service, technological outputs, and standards exportation. Useful recommendations are provided for manufacturing firms planning to develop their business overseas, especially in BRI countries.

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Section: Product-service Delivery: Digital Industrial Product-service System Modelmentioning

confidence: 99%

Section: Summary Of the Trends Of The Discovered Service Modelsmentioning

confidence: 99%