Project ownership: implications on success measurement

Olsson, Nils O.E.; Johansen, Agnar; Langlo, Jan Alexander; Torp, Olav

doi:10.1108/13683040810864378

Cited by 26 publications

(20 citation statements)

References 6 publications

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“…Organisations must provide clear guidance on how to measure the outcome of an ICT project. Several references can assist an organisation in developing such criteria [Bryde, 2003;Olsson, Johansen, Langlo & Torp, 2008]. Small projects should not be underestimated.…”

Section: Figure 6: Relationship Between Themes and Project Outcomementioning

confidence: 99%

Factors that influence the outcome of information technology projects in South Africa: An empirical investigation

Marnewick

Labuschagne

2009

Acta Commercii

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Purpose:In developing countries such as South Africa, many organisations are reliant on information and communication technology (ICT) to provide accurate, relevant and timely information. For organisations to obtain and sustain a competitive advantage, ICT systems are constantly implemented, upgraded, modified or replaced. These initiatives are often managed as projects.While there is an increasing amount of both financial resources and effort being spent on ICT, these projects are not always delivered within the predetermined project constraints. This implies additional time to complete, as well as additional costs, as resources are not released in time to participate in other projects. It is therefore important to understand the factors that influence the outcome of South African ICT projects relative to their original constraints.Problem Investigated: The goal of this article is to determine the factors that influence South African ICT projects, taking into consideration the fact that most current published research on this topic was done within the context of a developed country such as the USA and Europe.Design and/or methodology: The outcomes of ICT projects in South Africa as well as the factors that influence them were determined through an extensive survey. An analysis was done on the factors together with a correlation between the main factors contributing to project outcomes. The purpose of this was to establish if a factor's presence or absence influenced the eventual outcome. Findings:The factors that contribute to a successful outcome are often outside the direct control of the project manager and tend to be complex in nature. One factor that does stand out is that the alignment of projects with business objectives influences their perceived success. Originality/Value:The benefits of this article are that it firstly provides a South African perspective of current ICT project management practices, and secondly, it highlights factors that influence project outcome. Organisations can use this information to improve their current practices. Conclusion:The value of the research results presented in this paper lies in the realisation that project success is not just determined by adherence to best practices or formal processes, but requires an environment and context conducive to business success.

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Section: Figure 6: Relationship Between Themes and Project Outcomementioning

confidence: 99%

Factors that influence the outcome of information technology projects in South Africa: An empirical investigation

Marnewick

Labuschagne

2009

Acta Commercii

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“…In many cases, especially for public projects, it can be hard to identify the project owner (Olsson et al, 2007). The rights and responsibilities of the project is carried by the owner (Olsson et al, 2008) and the project owner should accept the risk for to the cost and future value of the project (Olsson and Berg-Johansen, 2016).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Best Value Approach (BVA): Enhancing Value Creation in Construction Projects

Haddadi

Johansen

Bjørberg

2017

Business Systems Research Journal

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Background: Research has revealed an inadequate understanding of the owners' and users' strategic objectives and a lack of methodology for translating these objectives into functional buildings. Fulfilment of owners' and users' objectives is fundamental in creating value through a project. Management and design processes can be decisive in achieving the desired objectives. Hence, knowledge about what creates value applied into a management framework will enable higher value creation. Objectives: Providing a framework to enhance value creation in projects by addressing: i) what means and principles should be considered in the front end of a project to secure value creation?; and ii) how can these principles be structured in a framework to maximize the project's value creation? Methods/Approach: A literature study, two questionnaires, a focus group workshop, 8 interviews, and two case studies. Results: Fulfilment and alignment of users' needs and owners' strategies combined with innovative thinking is required for value creation. Challenges and obstacles for value creation are identified, and a framework is suggested. Conclusions: The framework suggests principles that contribute to value creation in each phase of a project. Implementing this methodology will help decision makers towards a better understanding of the objectives and translating them to functional solutions.

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“…It was found that few empirical studies regarding project ownership related to uncertainty management have been documented in the literature, but also that some recent works have discussed possible descriptive models for the area (Klakegg, Williams, & Magnussen, 2009;Olsson, Johansen, Langlo, & Torp, 2008). As a consequence, it became an aim of the research presented in the thesis to include empirical studies of project ownership related to uncertainty management.…”

Section: Methodsmentioning

confidence: 99%

Uncertainty management of projects from the owners' perspective, with main focus on managing delivered functionality

Krane

Olsson

2013

International Journal of Managing Projects in Business

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Thesis research report noteUncertainty management of projects from the owners' perspective, with main focus on managing delivered functionality Abstract Purpose This paper reports on the work on a doctoral thesis studying uncertainty management of projects. The thesis was in particular studying uncertainty regarding the functionality that the project should deliver. The research also addresses how the project owner's views and interests are taken care of, and the relation between the project management and the project owner in this uncertainty management. The purpose of the paper is not only to report the research findings and conclusions, but also to give insight into the research process -the researcher's 'journey' in his work with the thesis is described and also some main issues regarding the context of the research. Design/methodology/approachThe research work that is reported on was carried out applying a combined research approach utilizing both quantitative and qualitative data. The research was mainly based on two case studies -one made up of two projects in the railway sector, and one consisting of seven projects in the energy sector. In both the studies qualitative techniques were applied: interviews, observations and documentation studies. In the study in the energy sector there was also made a quantitative study using data from the risk registers of the seven projects, with a total of almost 1500 risk items. FindingsThe study shows that the projects' uncertainty management did not have a project owner's perspective, but was mainly focused on the success factors of the project management. In the quantitative part of the studies it was found that a great majority (91%) of the risk elements in the projects studied were operational risks; i.e. risks mainly concerning the projects' operational goals. Also, most of the projects' risk elements were threats (67%). Research limitations/ implicationsThe studies gave a rich and deep understanding of the relation between project management team and project owner in the uncertainty management of projects. They gave an insight into -and both quantitative and qualitative data on -the management of threats versus opportunities and of strategic versus operational uncertainties. Practical implicationsThe main contribution the research makes is to gain an understanding of the extent of influence the project owner's perspective has in the way that uncertainty management may be handled on a project. The findings and implications from the studies should form the basis for changes to how uncertainty management of projects is done. The thesis suggests that this Page 2 of 11 should be a combination of changes in project management frameworks, education and training, and changes in attitudes and project culture. Originality/valueThere appears to be a paucity of similar studies of uncertainty management in projects undertaken in the project management research literature. Developing a better focus on the project owner and uncertainty regarding the projects' effects was found ...

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Project ownership: implications on success measurement

Cited by 26 publications

References 6 publications

Factors that influence the outcome of information technology projects in South Africa: An empirical investigation

Factors that influence the outcome of information technology projects in South Africa: An empirical investigation

Best Value Approach (BVA): Enhancing Value Creation in Construction Projects

Uncertainty management of projects from the owners' perspective, with main focus on managing delivered functionality

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