nep-ppm New Economics Papers
on Project, Program and Portfolio Management
Issue of 2018‒09‒17
four papers chosen by
Arvi Kuura
Tartu Ülikool

  1. Multiple Project Environments and Management Challenges By ABANG FAITH MIYANG
  2. Exploring change in commercial and institutional buildings management: Case studies of the integration of energy management By Andrée De Serres; José Nadège Dongmo; Hélène Sicotte; Elia Duchesne
  3. Performance oriented office environments – a comprehensive concept to evaluate workspace change projects By Annette Kaempf-Dern; Kristin Orlamuender
  4. Samaritan Bundles: Clustering in NGO Projects By Gani ALDASHEV; Marco MARINI; Thierry VERDIER

  1. By: ABANG FAITH MIYANG (Higher National Institute of Siantou)
    Abstract: In the construction industry multiple project environments (MPE) exist where more than one project is managed simultaneously. The driving force behind MPEs is the pragmatic allocation of resources encumbered by uncertain economic times. However, MPEs create management challenges that need to be addressed. For that reason, this paper aims to investigate the challenges in respect to managing MPEs within the construction industry. It essentially reviews state-of-art knowledge in respect to MPEs identifying the rationale behind their development. At this stage it would appear that the interdependency and uncertainty within inputs, processes and outputs are major contributing factors to the MPE problem. It is of note that the majority of these findings were based within the context of developed countries. Hence, this review sets out to inform practitioners from developing countries in respect to lessons learned within more developed countries. This review is expected to lead to further investigations on MPEs and their inherent challenges.
    Keywords: Project management, Construction industry, multiple project environments
    JEL: O13
    Date: 2018–07
  2. By: Andrée De Serres; José Nadège Dongmo; Hélène Sicotte; Elia Duchesne
    Abstract: Improving the energy efficiency in buildings is an important element of Canada’s federal and provincial energy policy. In Quebec, commercial and institutional property owners and managers are currently going through unprecedented governance, technological and managerial transformation. Many energy management systems and guides are proposed to provide organizations with a framework to improve energy management such that it can increase energy efficiency, reduce costs, improve the building’s energy performance while at the same time reducing greenhouse gas emissions. However, many questions persist, such as: how can energy management be integrated into the core organizational management and strategy of an organization? What specific energy management processes can be implemented in an organization? How can the energy function be added into the general building management system?The aims of this research were: to identify and analyze exemplary energy management practices associated with the implementation of energy management programs by the owners or managers of Quebec’s commercial and institutional buildings; to identify and produce five case studies describing the process of implementing an energy management program in building in Quebec. To achieve these aims, we started our research with a review of contemporary approaches for managing energy and a review of published literature. The theoretical framework for this study is the process studies of change in organization and management. We were inspired by the process for explaining development and change in organizations recommended by Van de Ven, A. and Poole S. (1995) and the process for studying organisational change and development recommended by Pettigrew, A., Woodman, R., & Cameron, K. (2001). Our paper differs from current studies as we applied the methodology of case studies research (Yin, 2013) with many sources of evidence. It is an opportunity for Quebec’s government as well as for the building owners and managers to learn from case examples, to better understand how to overcome energy management barriers, how to better capture benefits and identify or adopt new energy management practices in order to improve their current energy management system. Finally, this research provides guidelines for building managers in implementing energy management in a context where the improvement of energy efficiency is important but the energy cost is inexpensive and renewable.
    Keywords: Building Management; case study; energy management; organizational change; Sustainability
    JEL: R3
    Date: 2018–01–01
  3. By: Annette Kaempf-Dern; Kristin Orlamuender
    Abstract: Workspace change projects are complex, not only in their design and preparation (e.g. initiating, planning, and managing the change processes), but also in their implementation and steering them towards their objectives. Starting with goal definition and the determination of key performance indicators (KPIs), an accompanying evaluation needs to be established at the very beginning and be continuously applied. Subject of the evaluation concept are the workspace design, including involved actors and performance parameters on the one hand, and the process of implementation with its change management aspects on the other hand.A concept for such a holistic workspace change project evaluation has been developed, based on marketing research tools, controlling system components and change management recommendations. It covers the named two areas of workspace change projects – design and implementation – and also considers their interaction. Effective evaluation uses the principles of effective controlling and should be set up accordingly, only with workspace-specific aspects and KPIs: It starts with collecting relevant information regarding the goals attached to the workspace change project and the current situation, analyses this information to identify the gaps intended to be closed by the project, supports management at decision making by providing it with current information of project and processes, suggests steering measures when the project threatens to stray from the planned path, and finally checks the results in regards to the old and/or adapted goals. Equally important is continuously involving the users and „feeling the organization's pulse“ during the project. The holistic evaluation concept suggests a respective guideline for evaluation, with measures/instruments, indicators, and timing that supports the organization to achieve their goals associated with the workspace change project.
    Keywords: Change Management; design and implementation; future workplace; holistic evaluation; project controlling system
    JEL: R3
    Date: 2018–01–01
  4. By: Gani ALDASHEV (ECARES, Université Libre de Bruxelles, Belgium); Marco MARINI (University La Sapienza, Roma, Italia); Thierry VERDIER (PSE and Ecole des Ponts Paris-Tech, Paris, France)
    Abstract: We build a model with non-governmental organizations competing through fundraising for donations and choosing issues to focus their projects on. Donors have latent willingness-to-give that differs across issues, but need to be "awakened" to give. Raising funds focusing on the same issue creates positive spillovers across NGOs. Each NGO chooses whether to compete in the same market (clustering) with spillovers, or to face weaker competition under issue specialization. The resulting equilibrium configuration crucially depends on the donors’ baseline willingness-to-give and the cost of fundraising. We also develop variants of the model with donors’ asymmetric (issue-dependent) willingness-to-give, settings where NGOs can coordinate their fundraising activities and/or issue choices, the inter-temporal choices of NGOs, and illustrate the mechanisms of the model with several case studies.
    Keywords: Non-governmental organizations, Fundraising, Foreign Aid, Clustering
    JEL: L31 D64 F35 L13
    Date: 2018–06

This nep-ppm issue is ©2018 by Arvi Kuura. It is provided as is without any express or implied warranty. It may be freely redistributed in whole or in part for any purpose. If distributed in part, please include this notice.
General information on the NEP project can be found at For comments please write to the director of NEP, Marco Novarese at <>. Put “NEP” in the subject, otherwise your mail may be rejected.
NEP’s infrastructure is sponsored by the School of Economics and Finance of Massey University in New Zealand.