|
on Project, Program and Portfolio Management |
| By: | Ron Sanchez; Tomoatsu Shibata |
| Abstract: | In this paper we propose a set of rules for developing modular architectures. We first consider the well-known concept of "Design Rules" advanced by Baldwin and Clark (2000). We then propose a broader conceptualization called "Modularity Design Rules" that is derived from later studies of the strategic, managerial, and organizational processes that must also be undertaken to implement successful modular development projects. We elaborate the critical role that the proposed Modularity Design Rules play in strategically grounding, organizing, and managing modular architecture development processes. We also identify key roles that top management must fulfill in supporting implementation of the proposed rules. We then provide evidence in support of the proposed Modularity Design Rules through a case study of the Renault-Nissan Alliance's successful development and use of a modular "Common Module Family" architecture between 2009 and 2014. |
| Date: | 2018–04 |
| URL: | http://d.repec.org/n?u=RePEc:toh:dssraa:80&r=ppm |
| By: | Marleen Hermans; Simon van Zoest; Lizet Kuitert |
| Abstract: | Real estate organisations, whether public or corporate, are operating in a rapidly changing context. This change is not only induced by changes in the work processes accommodated, but also in a changed perspective on client - supplier relationships. Value thinking, total cost of ownership, circularity, increased risk awareness are reflected in new collaborative designs. Performance based contracting, co-creation, integrated contracts are expressions of this development.These new types of collaboration are commonly accepted to cause a different project approach, with adapted roles and responsibilities for both client and contractor. Less attention has been paid to the organisational preconditions in which new project approaches should be embedded in order to safeguard success.The Construction Client Maturity Model has been developed within TU Delft to assess the level of professionalism of construction client organisations. The application of the model in several construction client organisations reflects the existence weak or blind spots of client organisations with respect to several aspects of professionalism.Next to insight in these aspects, further research within TU Delft reveals different elements and responsibilities within the commissioning role to be spread across different departments within one organisation, interfering with clear control and governance structures. Furthermore, the project based governance structure of investment activities, in itself hinders organisational learning.The combination of these issues, causes knowledge acquisition, distribution and organisational learning related to the implementation of new client - supplier relationships to be complicated. Real estate organisations therefore should pay specific attention to both organisational embedding of the required changes and enforcing organisational learning. |
| Keywords: | Maturity model; Organisational Learning; Procurement; Public commissioning; Real Estate |
| JEL: | R3 |
| Date: | 2017–07–01 |
| URL: | http://d.repec.org/n?u=RePEc:arz:wpaper:eres2017_394&r=ppm |
| By: | Amine Abderma (Laboratoire des sciences de gestion - UNIVERSITE HASSAN Ier - Faculté des sciences juridiques, économiques, et sociales, Settat); Benesrighe Driss (Laboratoire des sciences de gestion - UNIVERSITE HASSAN Ier - Faculté des sciences juridiques, économiques, et sociales, Settat); M'Hamed Jbira (Laboratoire des sciences de gestion - UNIVERSITE HASSAN Ier - Faculté des sciences juridiques, économiques, et sociales, Settat) |
| Abstract: | The purpose of this article is to trace in the first place an argued history of the major projects and projects of reform of Moroccan higher education. Then trying to draw up a targeted description of the mechanisms of governance in the different levels of decision-making highlighted in this same department, with the aim of providing elements of answer to the following question: Multi-project management in the Moroccan university, does it represent a strategic choice or a managerial reality? |
| Abstract: | L'objet de cet article est de tracer dans un premier lieu un historique argumenté des grands projets et chantiers de réforme de l'enseignement supérieur marocain. Ensuite nous dresserons un descriptif ciblé des mécanismes de gouvernance dans les différents niveaux de décision de ce département, et ce dans le but de fournir des éléments de réponse à la question suivante : Le management multi projet dans l'université marocaine, représente t'il un choix stratégique comme perspective ou un ensemble de pratiques courantes ? |
| Keywords: | PROJECT MANAGEMENT,MULTI-PROJECT MANAGEMENT,ACADEMIC GOVERNANCE,PUBLIC MANAGEMENT,HIGHER EDUCATION,GOVERNMENT STRATEGY,Maroc,économiques,et sociales Settat,des sciences juridiques,GOUVERNANCE UNIVERSITAIRE,MANAGEMENT PUBLIC,ENSEIGNEMENT SUPERIEUR,STRATEGIE GOUVERNEMENTALE,MANAGEMENT DE PROJET,MANAGEMENT MULTI PROJET |
| Date: | 2018–03 |
| URL: | http://d.repec.org/n?u=RePEc:hal:journl:hal-01509023&r=ppm |
| By: | Amine Abderma (UH1 - Université Hassan 1er - Univ. Hassan I Settat, Faculté des Sciences Juridiques, Economiques et Sociales - Université Hassan I); Rachid Hilal; Driss Beneserighe |
| Abstract: | THIS ARTICLE IS AIMED TO DRAW THE CURRENT STATE OF THE MATURITY LEVEL OF PROCESSES RELATED TO PROJECT MANAGEMENT IN MOROCCAN HIGHER EDUCATION. THIS ANALYSIS CONCERNED THE DIFFERENT FACETS AND STANDARDIZED DIMENSIONS. |
| Abstract: | CET ARTICLE A POUR OBJECTIF DE TRACER L'ÉTAT ACTUEL DU NIVEAU DE MATURITÉ DES PROCESSUS LIÉS AU MANAGEMENT DE PROJET DANS L'ENSEIGNEMENT SUPÉRIEUR MAROCAIN. CETTE ANALYSE A CONCERNÉ LES DIFFÉRENTES FACETTES ET DIMENSIONS STANDARDISÉES. |
| Keywords: | ACADEMIC GOVERNANCE,GOVERNMENT STRATEGY,PUBLIC MANAGEMENT,HIGHER EDUCATION,PROJECT MANAGEMENT,MANAGEMENT PUBLIC,GOUVERNANCE UNIVERSITAIRE,MANAGEMENT DE PROJET,STRATEGIE GOUVERNEMENTALE,ENSEIGNEMENT SUPERIEUR |
| Date: | 2018–03 |
| URL: | http://d.repec.org/n?u=RePEc:hal:journl:hal-01744094&r=ppm |
| By: | Pia Pässilä; Seppo Junnila |
| Abstract: | Commercial urban development in municipalities is often follows the same linear logic that tends to dominate urban development regimes. While linearity might improve management efficiency, agility might suffer. Assessing the success of completed projects could improve municipal planning and development organizations to adapt for future changes. However, knowing the criteria for success and indicator’s for its measurement is a precondition for creditable project assessment. But how do municipal officials define the success or failure of urban commercial development projects?To answer this question we use data from interviews with 20 municipal officials involved in commercial urban development in Finland. Interviewees were selected among the 32 biggest municipalities in Finland (=municipalities having at least 35 000 habitants) with geographical variation. The interviews were semi-structured and consisted of project specific questions (e.g. what, when, how, was the project a success) as well as general questions (e.g. "how is success defined in commercial urban development projects"). The interview length varies from one to two hours.The interviews seem to indicate that municipalities lack understanding on when an urban commercial development project can be seen successful, especially when it comes to the usage phase. Often the only success requirement was stated to be the actualization of the building phase of the commercial properties. If other factors existed, they were mostly related to the planning phase (e.g. the fluency of the process, monetary gains from land sales). However, most interviewees noted that better assessment of the usage phase could be useful.Based on the interviews it could be argued that currently the system does not sufficiently support and allow actions that improve learning and adaptability in urban commercial development in municipalities. Instead, it seems to encourage municipal officials to concentrate only planning and not on the usage phase. |
| Keywords: | Commercial Real Estate; Community Real Estate; Local government; Urban Development |
| JEL: | R3 |
| Date: | 2017–07–01 |
| URL: | http://d.repec.org/n?u=RePEc:arz:wpaper:eres2017_147&r=ppm |
| By: | Liesa Schrand |
| Abstract: | Project work is a fact of modern work environments. Especially given the increasingly complex nature of real estate projects, group interaction and communication is essential to develop innovative solutions for customers. Therefore, many researchers have hypothesized that mixed working groups yield better results than uniform groups.Scientists of different social sciences have developed two opposing theories, how group diversity might impact the group’s performance: One group of researchers argues that work-group diversity may have a positive effect (information/decision making theory), while the opposing group argues that a negative effect is more likely (social categorization theory and similarity/attraction theory). The information/decision-making theory conjectures that within heterogeneous groups the variety of perspectives and the broader range of knowledge and skills fosters creativity and innovation as well as the quality of decision-making and consequently group performance (Cox und Blake, 1991; Jehn et. al., 1999).This view is challenged by the proponents of the social categorization theory as well as by the similarity/attraction theory: These researchers argue that homogenous teams show a greater social cohesion, which enables better communication. Then, significant work-group diversity would lead to more conflict situations, lower job satisfaction and higher staff turnover, and this would lower group performance (Thurner, 1987; Williams and O’Reilly, 1998).In this study we investigate the relationship between group diversity and group performance in real estate projects. As real estate projects are highly complex and distinct they usually require diverse qualifications and personal qualities from the relevant parties as well as good communication skills. The question, whether group diversities lead to better group performance is therefore highly relevant for the specific nature of real estate projects.We test the impact of group diversity on overall group performance with a unique data set: We collected the results of 200 project works of real estate executive education students at the IREBS Real Estate Academy from 2010 until 2015. Several group-relevant factors are controlled for, including age, sex, educational and professional background of the team members as well as the group size and the academic performance of the team. |
| Keywords: | group composition; group outcome; mixed teams; project work |
| JEL: | R3 |
| Date: | 2017–07–01 |
| URL: | http://d.repec.org/n?u=RePEc:arz:wpaper:eres2017_512&r=ppm |