Project facilitation as an active response to tensions in international development programmes

This paper examines the tension within international development programmes between traditional task-oriented approaches to development and the wider view of programmes as sites for adaptability and learning. It characterises it as a set of inter-related tensions between recursive and adaptive tendencies that exist at individual actor, programme and institutional levels. Drawing on a multiple interpretive case study of partnership based programmes between an international non-government organisation and local partners in three countries, it looks at how these tensions play out in practice. Based on the findings, it proposes an active response to the tensions called project facilitation. This is an adaptive and co-created process that incorporates local experience and practice based knowledge to achieve strategic goals, while utilising recognised project management practices to achieve agreed outcomes. By adopting active responses to the tensions that exist within programmes it offers greater potential for effective delivery of long term benefits than the more typical defensive response strategies. Project facilitation is consistent with the social constructionist view of programmes and programme management but broadens our understanding by emphasising the need to actively consider how the tensions inherent in programmes are responded to.     

Managing the matrix [management structure]

A matrix management structure at GCHQ (UK) resulted in a considerable planning and scheduling challenge. An improvement programme currently underway aims to re-engineer the way all technical work is defined and managed, thus enabling a significant improvement in project management performance     

Project management education in Sweden

A postgraduate programme in project management has been implemented at Chalmers University of Technology in Göteborg, Sweden and this paper addresses the structure, educational objectives and future plans surrounding the course. It is shown how a programme that is intended to foster a deeper understanding of the project management field has to be built on a firm theoretical foundation, with an essential ingredient being the utilization of professional experience.     

The strategic workplace: development and evaluation

The US General Services Administration initiated a new programme that aims to understand better the linkages between the workplace and organizational effectiveness. This programme was motivated by the desire to bring the federal workplace into better alignment with the technological, organizational and demographic shifts that characterize work today. The process and methodologies in pilot projects are used to develop a workplace that more effectively supports the client organization's business goals and needs than current workspaces. The research approach studies these sites pre- and post-occupancy to identify the extent to which desired outcomes have been achieved. The research approach uses the Balanced Scorecard as a framework for developing goals, hypotheses and metrics for each project.     

A systemic approach to re-engineer a Public Research Institute (PRI) for commercialization

This paper uses cases to illustrate issues and problems faced by Public Research Institutes (PRIs). The issues are systemic in nature concerning the needs for rethinking and changes in the mission, goals, values and organization of the PRIs and their stakeholders. The leadership of PRIs must continually re-assess the changing research and development (R&D) environment, and the relationship with the industry and funding agencies with a view to re-engineer their basic business process in technology development and transfer. A re-engineering framework is proposed which delineates the business process into levels and incorporates a soft systems methodology (SSM) for problem diagnosis and resolution when dealing with different levels of projects.     

工程项目交易方式选择的影响因素指标体系构建研究

选择恰当的交易方式是决定一个工程项目能否取得成功的关键因素之一。而交易方式成功选择的关键是建立针对工程项目的交易方式影响因素指标体系。文章在界定工程项目交易方式类型范围的基础上,根据工程项目自身特性及业务特性,提出了以工程项目自身层面、工程项目绩效层面、业主与承包商层面和外部环境层面四个层面体系组成的工程项目交易方式选择影响指标体系。并经过频数统计法、相关性分析法两轮指标的筛选,建立了工程交易方式4 个层面19 个影响因素指标体系,为工程项目交易方式选择提供借鉴。     

某商务中心工程质量创国优体会

本文通过创建国优项目的实例,从创优工程的选择、策划、实施、管控及成效等方面,总结本工程结合工程所在地的人文特色、因地制宜的工程质量创优做法。     

Mapping stakeholders’ cultural learning in the hospital briefing process

In the context of a major hospital redevelopment project, briefing is conceived as an organic and cyclical process of cultural learning whereby project and hospital representatives gradually converge upon a shared meaning of each other’s values, beliefs and needs over time. Using a comparative cause mapping that draws on a case study approach and interviews, it was found that the clinicians’ understanding of the key cultural concepts differed significantly from all other groups and that clinicians’ ability to influence hospital design outcomes is constrained by their relative social marginalization in the briefing process. It follows that hospital facilities would better meet client needs if the briefing process is managed as a process through which project participants interact to socially construct a common understanding of project objectives and requirements; and if knowledge about facility requirements is not merely ‘given’ information but is the result of cultural learning involving social processes among the briefing participants.     

建筑系本科五年级毕业设计课的教学方法及其理论基础

建筑系本科五年级毕业设计课为学生提供了自主导向综合实践的学习机会,进而为毕业生走上职业道路或者继续在研究生阶段的研究做准备。此类教学活动单依靠学生自身并不能完成,项目导师在提供框架限定研究问题、利用不同教学方法教学、规划组织教学活动等方面都起着重要作用。本文旨在为如何组织此类教学行为提供理论基础。首先,本文介绍了毕业设计课及其在职业建筑设计教育中的位置,而后论述了毕业设计课是如何通过强调体验式、情景式教学促使学生习得专业技能的。笔者提倡引用成人教育学理论中的教学策略作为完成教学目标的途径。最后,通过提供课程介绍和项目描述,本文建议了如何组织学生的学习过程并且描述了这一过程。结论是当学生:1)明确其学习内容、期限和目标,进而对自身的学习行为负责:2)给予其一套成熟的解决设计问题的框架;3)和充满热情的专业指导者共同进行实践时,即阿产出高水平的课程成果。     

Responsible forms of project management education: Theoretical plurality and reflective pedagogies

The paper aims to revive an interest in the notion of responsible project management education (RPME) in the context of related contemporary debates about the integration of reflexivity, ethics and sustainability in the business schools' curricula; the purpose, values and effectiveness of university education; and practical relevance of business and management courses, to mention only a few. We offer an interpretation of what RPME at university level may mean concerning the practice of curriculum design and pedagogy of project management courses in light of a perceived nature of project management theory and the field as practised. We argue that responsible project management education should make the theorising of the process of projectification, relational complexity and practical wisdom (combining prudence, instrumental and value rationality) accessible and appealing to all involved and should pursue experiential reflective learning. To illustrate how it may work in practice, we reflect on our longstanding experience with designing and delivering a PM module for an MBA programme. Apart from the challenge with maintaining the requisite diversity of the teaching team and practitioners' input into the course, we illuminate some benefits and challenges as perceived by the participating students. These are: discomfort caused by encountering a different ‘project management’; excitement in embracing the unexpected; light-bulb moments in redefining one's own understanding of PM practice and in finding a new way of understanding and dealing with a specific situation in the workplace.     

The role of multi-firm satisfaction in construction project success

Construction project success depends on the multi-firm project organizations involved working together satisfactorily. Yet, satisfaction within multi-firm relationships has rarely been examined as a determinant of construction project success. A pioneering study is carried out to evaluate the extent to which construction project participants’ perception of each other’s performance reflects on the owner’s perception of project success. The data represent 580 performance evaluations carried out among the project owners, project consultants, main contractors and designers. The owner-evaluated performance factors related to the project goals form a dependent variable called Project Success. Dependencies between Project Success and the various performance factors are identified based on Pearson’s correlation coefficients. Dependencies were discovered between Project Success and all owner-related relationships and all but one of the non-owner-related relationships. Preliminary sets of discipline-specific and evaluator-specific success factors are identified. The results support the proposition that satisfaction within both owner-related and non-owner-related relationships is reflected on success. Therefore, researchers and practitioners are encouraged to consider project success in terms of multi-firm satisfaction and to engage with multi-firm performance measurement to better understand the heterogeneous performance factors contributing to multi-firm project success.     

Multicriteria evaluation for regional planning: Some practical experiences

The paper discusses the experience the authors have obtained in the application of multicriteria techniques to a location analysis of a politically sensitive subject, i.e., the future gravel production in the Dutch province of Limburg. In the study explicit attention had to be given to all dimensions of the problem due to the use of qualitative and quantitative criteria and alternative weighting schemes. It appears that a multicriteria approach can be a helpful method to stimulate and structure discussions. Therefore the study has been instructive for all participants. The study also illustrates that the success or failure of an approach is strongly related to the people who are directly involved in the project and the organizational and social circumstances in which a project functions. The paper focusses mainly on the methodological experience and findings.     

Revitalising Singapore's Central City through Gentrification: The Role of Waterfront Housing

Global cities in the post-Fordist and digital era require the support of specialised services and functions as global city competition accelerates and intensifies. Young and professional gentrifiers are key providers of such services highly concentrated in financial districts. Since the 1980s, gentrification has also aimed to enhance liveability and accessibility to a better quality of life with landscaping and greenery provisions. Since the 1960s, the Central Area of Singapore has eliminated its dualistic character and slums, and has transformed itself into a modern business district skyline. However, the early emphasis had neglected a 'balanced' commercial cum residential setting, leading to a largely deserted downtown after office hours. The post-1990 policy to regenerate the downtown core of Singapore is embryonic but has strong governmental support. The success or failure in making Singapore a leading position in the global city competition will much rely on the outcome of gentrification, including the integrated resort programme in the new Central Business District—the waterfront Marina South. The article analyses gentrification efforts undertaken by key world cities and their limited success. From a theoretical perspective and international practical experience, the future of Singapore's revitalisation programme is intricately investigated. Determinant variables are multiple, inter alia, 'centrality' values in attracting talent in different areas of expertise, international capital in high-value operations, recreational and cultural input, quality housing and state-of-the-art entrepreneurship in global linkages.     

Revitalising Singapore's Central City through Gentrification: The Role of Waterfront Housing

Global cities in the post-Fordist and digital era require the support of specialised services and functions as global city competition accelerates and intensifies. Young and professional gentrifiers are key providers of such services highly concentrated in financial districts. Since the 1980s, gentrification has also aimed to enhance liveability and accessibility to a better quality of life with landscaping and greenery provisions. Since the 1960s, the Central Area of Singapore has eliminated its dualistic character and slums, and has transformed itself into a modern business district skyline. However, the early emphasis had neglected a ‘balanced’ commercial cum residential setting, leading to a largely deserted downtown after office hours. The post-1990 policy to regenerate the downtown core of Singapore is embryonic but has strong governmental support. The success or failure in making Singapore a leading position in the global city competition will much rely on the outcome of gentrification, including the integrated resort programme in the new Central Business District—the waterfront Marina South. The article analyses gentrification efforts undertaken by key world cities and their limited success. From a theoretical perspective and international practical experience, the future of Singapore's revitalisation programme is intricately investigated. Determinant variables are multiple, inter alia, ‘centrality’ values in attracting talent in different areas of expertise, international capital in high-value operations, recreational and cultural input, quality housing and state-of-the-art entrepreneurship in global linkages.     

Action learning for further developing project management competencies: A case study from an engineering consultancy company

Competence development of the employees is a core element when it comes to successful implementation of planned change. In this article, findings from an in-depth empirical study in an engineering consultancy are presented. The consultancy wanted to further develop the organization due to changed market conditions. Among other initiatives, top management established a competence development programme for the project managers. Action learning was used as a developmental method in one of the projects in the programme. The research showed that certain preconditions needed to exist in order for the project managers to benefit from participating in action learning, e.g. a proper and respected selection process for participants, proper training of the facilitators, sufficient time spent together in each action learning session, and sufficient follow-up.     

The Two Urban Planning Efforts of Shantou in the City Hall Era of the Republic of China

This paper discusses Shantou's two urban planning efforts in the City Hall era of the Republic of China, revealing how the two efforts help Shantou to become a modern city by analyzing the planning processes including data collection, planning analysis, functional zoning, road system design, and old city redevelopment. As pioneers of urban planning practice, the city executives and technical experts of Shantou set a goal to build the city into a "perfect region" and "Garden City," aiming to create a precedent for "civil city development." Based on institutional construction and the introduction of European and American urban planning theories and experience, the rebirth of Shantou City with business characteristics had been gradually achieved by modifying and improving its city plans.     

Do project managers practice what they preach,and does it matter to project success?

Organizations increasingly use projects to achieve business objectives but report that results often fall short of goals. A number of formal standards for managing projects have been developed intending to improve such project outcomes. However, research examining this assumption is scarce and has yielded mixed results. This paper presents the development and use of a set of metrics for assessing the use of project management (PM) practices in an empirical assessment of the relative use of different practices, and the link between the use of those practices and project success. Our analysis shows widely varying usage of different PM practices and differences in use depending on the context of the project. Further, our study indicates that the level of use of PM practices is indeed related to project success. Finally, the results suggest that the PM practices that make a difference may not be the most frequently used.     

Implementation constraints in social enterprise and community Public Private Partnerships

Public Private Partnership (PPP) employs private sector expertise and skill to provide public goods and services. We examine three community PPP projects to identify critical success factors of the project outcomes. Two conclusions particularly stand out: first, the project must be aligned with both the public and private parties' business and service plans, and second, appropriate management structures and procedures must be established for obtaining this alignment. The latter effect recognizes the need to implement appropriate project governance practices including management discipline and expertise. We investigate these ideas further and present specific guidelines for PPP project design and implementation.     

The “re-meaning” of project success: Updating and recalibrating for a modern project management

Decades of research demonstrate that practitioners and scholars may have only a vague notion of what project success is and thus settle for conflicting or inaccurate attributions of this still-elusive phenomenon. Stakeholder evaluations may differ as multiple groups and coalitions seldom hold the same viewpoint. A project that meets business expectations may have unintended consequences on society, highlighting the importance of sustainability. Thus, it remains challenging to devise a parsimonious success model that key stakeholders, internal and external, can minimally agree upon. This paper updates, recalibrates and further “complexifies” project success based on four multidimensionality sources: benefits realization, stakeholder perceptions, issues of timing, and sustainability. The paper proposes a four-dimensional model of success to assess project plan success, business case success, and green efficacy, along with the shared feeling of key stakeholders. The paper concludes with an agenda highlighting future research to further our understanding of the project success phenomenon.