Shared Human Capital in Project Management: A Systematic Review of the Literature

Suhonen, Marjo; Paasivaara, Leena

doi:10.1002/pmj.20211

Cited by 38 publications

(41 citation statements)

References 32 publications

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“…This diverted the participants' attention from their project work, and could in some cases blur the interface between regular daily work and the aims of the project. The finding of this study on project work resourcing supports previous findings [e.g., 1,20] that healthcare projects are carried out with relatively modest resources or indeed without any extra resources. Together with the finding on the small amount of weekly working time spent on projects, the participants' perception of project success gave an indication that project resources were optimal.…”

Section: Discussionsupporting

confidence: 90%

“…It is also crucial to provide information and disseminate the results in a more systematic manner. If there is a general feeling that the work done in projects does not lead to permanent new ways of working, the project may not be doi: 10.7243/2056-9157-3-1 considered wholly successful [20]. Arrangements concerning informing those outside the project group should also be agreed on as it contributes to adoption of the project in daily routines.…”

Section: Discussionmentioning

confidence: 99%

“…However, looking at these classic attributes is not enough when aiming to study the essence of the work done in projects [17]. What makes it difficult to apply traditional project methods in the healthcare context is that healthcare processes and the end results of the projects are complex and hard to measure [19] since the aim of the work is in most cases to improve the well-being of patients or staff [20].…”

Section: Factors That Define and Guide Project Activitiesmentioning

confidence: 99%

“…In healthcare projects, human resources refer to factors which project organization members possess and are separate from financial resources. Human resources can be divided into two groups: the knowledge, skills and characteristics of the project manager and individual project team members [15] and the common values manifested in team work and attitudes toward work and collaboration [20].…”

Section: Factors That Define and Guide Project Activitiesmentioning

confidence: 99%

“…Employees' individual human resources are also affected by the leadership style and emotional intelligence of the project manager. Individual project workers bring their own ways of learning, developing activities and working in stressful, time-sensitive situations into the project [20].…”

Section: Factors That Define and Guide Project Activitiesmentioning

confidence: 99%

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The work done in healthcare projects

Pohjola¹,

Suhonen²,

Mattila³

et al. 2016

J Nurs

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Aim: The aim of the study was to analyze healthcare projects from the viewpoint of the planning, implementation and evaluation of the projects. The purpose was to generate knowledge about the work done in projects that can be utilized in healthcare management. Methods:The study was a non-experimental survey. Descriptive statistics were collected using a convenience sampling method. The data were collected from all hospital-funded development projects in all acute care setting in one Finnish university hospital (€1.1M spent on funding for the projects in 2008-2010; 58 projects). 397 project participants were recruited for participation in the web survey which formed the basis for the research data. The e-questionnaire was comprised of five domains: Time and staff resources used for the project (7 questions); Project planning and providing information about the project (8 questions); Experiences of project implementation (16 questions); Evaluation (7 questions); Human resources affecting the project outcomes (26 questions). The questionnaire included background information as well as open-ended questions enquiring about the participants' views on the development of project related activities. After two survey rounds the response rate was 29.5% (n=117). Quantitative data were analyzed using descriptive statistics. Qualitative data were analyzed using content analysis. Results: 71% of the project participants took part in the project in addition to their usual responsibilities. The participants were mainly physicians and nurses (77%). Half of the participants were in managerial positions and had previous project experience. 50% of the participants thought that the information communicated about the project was sufficient. The project groups were multi-professional; cooperation was seen as having been successful and that aims were perceived as having been achieved successfully(92.5%). Although the participants noticed a conflict between their own work and the project work, their eagerness for future-oriented development and smooth integration of project results as part of their daily routines were the main reasons they took part in the projects. Conclusions: Setting up clear guidelines and adhering to them would encourage experts to take part in projects. Dissemination of information during the project internally and externally would strengthen the degree of commitment of the project participants. Integration of projects into the hospital strategy would be of primary importance to guarantee the success of long-term systematic development work.

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Section: Discussionsupporting

confidence: 90%

Section: Discussionmentioning

confidence: 99%

Section: Factors That Define and Guide Project Activitiesmentioning

confidence: 99%

Section: Factors That Define and Guide Project Activitiesmentioning

confidence: 99%

Section: Factors That Define and Guide Project Activitiesmentioning

confidence: 99%

See 3 more Smart Citations

The work done in healthcare projects

Pohjola¹,

Suhonen²,

Mattila³

et al. 2016

J Nurs

Self Cite

View full text Add to dashboard Cite

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Pluralism in PMO Performance: The Case of a PMO Dedicated to a Major Organizational Transformation

Aubry

Richer

Lavoie‐Tremblay

et al. 2011

Project Management Journal

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The focus of this article is on the contribution made by the project management office (PMO) to organizational performance. It explores the particular case of a PMO dedicated to a major organizational transformation within a Canadian university hospital. The national government has asked hospitals to provide strict control over their budgets through implementing strong governance mechanisms. How can PMO performance be assessed within this context? Perception of two different groups has been analyzed within a competing values framework, allowing for a combination of four different performance conceptions. Results show certain similarities in the barriers to PMO performance but, most importantly, they reveal that between the two groups a paradox exists regarding what is valued in PMO performance. Results bring empirical evidence of the application of the competing values framework to the health care sector, but also to a wide variety of industries, public or private.

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Differences between Clients’ and Vendors’ Perceptions of IT Outsourcing Risks: Project Partnering as the Mitigation Approach

Liu

Yuliani

2016

Project Management Journal

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Information technology (IT) outsourcing has been a business practice for more than two decades. Researchers have suggested successful risk management as a key factor in successful IT outsourcing projects implementation. The documented investigations, however, have mainly addressed risk management only from a single perspective of either clients or IT vendors. Considering only one perspective allows for an omission of possible risks considered critical by the other party, as suggested by agency theory. This study explored the potential perception inconsistency regarding the risks between the client and the vendor for IT outsourcing projects by using a quasi‐Delphi approach. The analysis results indicated some inconsistencies in the risks perceived by the two parties: (1) the clients regarded (a) lack of vendor commitment to the project and (b) poor vendor selection criteria and process as top critical risks but the vendors didn't; and (2) on the other hand, the vendors perceived (a) unclear requirements and (b) lack of experience and expertise with project activities as significant risks but the clients didn't. Insights into how the client and the vendor perceive risks may help both parties determine how to partner and manage project risks collaboratively to succeed in outsourcing.

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Shared Human Capital in Project Management: A Systematic Review of the Literature

Cited by 38 publications

References 32 publications

The work done in healthcare projects

The work done in healthcare projects

Pluralism in PMO Performance: The Case of a PMO Dedicated to a Major Organizational Transformation

Differences between Clients’ and Vendors’ Perceptions of IT Outsourcing Risks: Project Partnering as the Mitigation Approach

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