Detta Examensarbete utfördes som en fallstudie Saab Combat Systems, som är och undersöker utmaningar i form av beroenden och osäkerheter som uppstår i Multiprojekt-Organisationer. Dessa utmaningar verkar orsaka konflikter och tvetydigheter i Multiprojekt-Organisationer gällande exempelvis, kommunikation, resursallokering, produktutveckling samt maktstrukturer mellan olika roller (Engwall & Jerbant, 2003; Dahlgren & Söderlund, 2010). Detta Examensarbete behandlar dessa utmaningar genom att undersöka och besvara följande forskningsfrågor: Vilka utmaningar i form av beroenden och osäkerheter existerar på Saab Combat Systems? Hur kan dessa utmaningar hanteras? Våra resultat visar att tre olika typer av beroenden uppstår i Multiprojekt-Organisationer som utvecklar komplexa produkter och system; organisatoriska beroenden, tekniska beroenden och resursberoenden. Dessa tre beroenden verkar påverka varandra och resultera i osäkerheter när flera projekt hanteras samtidigt. Dessutom ökar nivån av osäkerhet i projekt på grund av osäkerheter i relation till maktstrukturer samt utveckling av komplexa produkter och system. De tre identifierade beroende inkluderar projektosäkerheter samt projektberoenden. Vi har valt ut tre stycken olika typer av Management Control Systems; Projektkontor, Projektportföljhantering samt Programhantering och drar slutsatsen att de kan användas för att hantera de tre identifierade beroendena Multiprojekt-Organisationer. Vi har dock upptäckt att dessa Management Control Systems har både fördelar och nackdelar gällande hantering av de tre olika typer av beroenden. Alla identifierade beroenden och osäkerheter kan följaktligen hanteras genom att kombinera olika Management Control Systems. Dessutom har vi kompletterat en redan utvecklad modell av Dahlgren & Söderlund (2010) genom att kartlägga de tre beroendena, som tar hänsyn till projektosäkerheter och projektberoenden, samt vilken typ av Management Control Systems som är mest lämplig för att hantera dessa beroenden. / This Master Thesis was conducted as a case study at Saab Combat Systems investigating challenges in form of dependencies and uncertainties that emerge in Multi-Project Organizations. These challenges seem to cause conflicts and ambiguity in Multi-Project Organizations regarding for instance; communication, human resources allocation, product development and power structures between different roles (Engwall & Jerbant, 2003; Dahlgren & Söderlund, 2010). Thereby, this Master Thesis addresses these challenges by investigating and answering the following research questions: What challenges in form of dependencies and uncertainties exist at Saab Combat Systems? How can these challenges be addressed? Our Results display that three different types of dependencies exists in Multi-Project Organizations developing Complex Products and Systems; organizational dependencies, technical dependencies and resources dependencies. These three dependencies seem to be connected, and therefore result in uncertainties when managing multiple projects. Additionally, uncertainties in relation to the power structure as well as development of Complex Products and Systems tend to increase the level of project uncertainty. The three identified dependencies include both project uncertainties and project dependencies. We have chosen three different Management Control Systems; Project Management Office, Project Portfolio Management and Programme Management and conclude that they can be utilized in order to address the three identified dependencies in Multi-Project Organizations. However, we have found that these Management Control Systems have benefits as well as shortcomings when addressing different types of dependencies. Consequently, by combining them, all of the identified dependencies and uncertainties can be addressed. Furthermore, we have complemented an already developed model by Dahlgren & Söderlund (2010) by mapping the three identified dependencies, which consider project uncertainties and project dependencies, as well as which Management Control System is most appropriate when addressing these three dependencies.

Our built environment has the power to influence where we live and work, how we transport ourselves, how and what we consume and many other behaviors in our everyday lives, in other words, it has a significant impact on our global environment and economy. Given the notable need for more sustainable development of both the global environment and economy, sustainability has become a critical factor also in the area of urban development. With this as a backdrop, the construction industry and its many actors, such as clients, contractors and suppliers, that collectively drive urban development, play a significant role in creating sustainable development. Innovation is a cornerstone to achieve development, so also in the construction industry. However, with its many interrelated organizations, projects and actors, innovation inevitably becomes inter-organizational. From an urban development perspective, inter-organizational innovation will happen in a multi-project context where several construction projects, led and executed by different actors from different organizations, become interdependent and are therefore required to collaborate. In any construction project, the client holds a key position and has been identified as a critical supporter for successful innovation and collaboration. On the back of these dynamics, the purpose of this licentiate thesis is to explore clients’ role in a multi-project context where inter-organizational innovation is initiated to drive sustainable urban development. From a contingency perspective, the purpose of this study has been explored through a multiple-case study where coordinated construction logistics, during the study, has been identified as inter-organizational innovation. The study has shown that coordinated construction logistics, developed for a multi-project context, must be developed and implemented differently than in a single project or organization. In other words, coordinated construction logistics can take the form of different types of construction innovation. The construction clients, in this thesis the building developers, are identified as being important to support innovation and collaboration within and between parallel and sequential projects. The study has also shown that different clients behave differently when inter-organizational innovation is present; whilst some are proactive to achieve development, others are hesitant and less supportive for change. The findings suggest that long-term committed clients take a more proactive stand for innovation, for example, by including innovation in their procurement strategies and reflecting on how to best implement it in their projects. Additionally, in a multi-project context, the collaboration between clients is found to be important in order to successfully implement innovation, for example to align procurement strategies with the next-door neighbors and to create opportunities to communicate with each other. A theoretical contribution from this thesis is that coordinated construction logistics, which is often seen from a supply-chain management perspective, could be considered as inter-organizational innovation. This conclusion expands the understanding of the empirical phenomenon and its context. Furthermore, adding to the on-going discussion on clients as innovation supporters, their role as a potential innovation supporter is established in a multi-project perspective, but where differences between different types of clients must be taken into account. The multi-project context also implies an increased need for client collaboration, which is often informal, why the clients themselves need to handle all the aspects of collaboration. Tentative findings indicate that in this context time, spatiality, innovation and requirements will affect this collaboration. From a practical side, the findings show that initiating and implementing inter-organizational innovation requires understanding of the context, such as project objectives and the system. For clients and governments active in urban development, the thesis can guide the understanding of the importance of collaboration and choosing procurement strategy for inter-organizational innovation. / <p>QC 20180508</p>

Avec le développement rapide de l'Internet des objets et de l'économie mondiale basée sur Internet, les relations entre les différents concepteurs du monde entier sont de plus en plus importantes et sont façonnées par de nombreux nouveaux défis, telles que la multiplication des données et des informations, la personnalisation de masse, la collaboration mondiale, la pénurie de ressources, une technologie dynamique, etc. La réussite du processus de conception dépend de l'efficacité de la communication entre les acteurs du processus de conception. Cela conduit à une allocation de plus en plus complexe des ressources humaines et à une gestion des risques de plus en plus difficile dans les projets de conception. De nombreuses entreprises et instituts ont mis au point leur propre méthode d’allocation des ressources humaines et de gestion des risques pour le processus de conception. Cependant, ces méthodologies prennent en compte les compétences et l'expertise du concepteur, mais ne pensent que rarement à l'interaction de groupe, à l'expérience de collaboration et à l'analyse de la personnalité du concepteur. Par conséquent, dans ce travail, nous proposons une allocation de ressources humaines prenant en compte les idées ci-dessus pour gérer efficacement le processus de conception. / With the rapid development of internet of things and the internet driven global economy, the relationship among various designers from all over the world are getting closer, and the relationships among them in the project are shaped by many new challenges such as multiplication of data and information, mass customization, global collaboration, scarcity of resources, dynamic technology, etc. The engineering design depends on the efficiency of communication between actors in the design process. This leads to an increasingly complex of the human resource allocation and a more and more difficult risk management in design project. Many companies and institutes have developed their own human resource allocation and risk management method to the design process. However, these methodologies consider about the skills and expertise of the designer, but rarely think about the group interaction, experience working together ability and the personality analysis of the designer. Therefore, in this work, we propose human resource allocation which consider about the ideas above to effectively managing the design process.

<p>SammanfattningBakgrundI alla tider har människan sökt nya organisationsformer för att effektivisera sitt arbete. Sedan 1900-talets början har organiseringen i projekt fått en alltmer framträdande roll. En effektiv projektorganisering kräver även ett väl avvägt urvalsbeslut för vilka projekt som ska genomföras. Denna studie har valt att undersöka förbättringsmöjligheter inom urvalsprocessen hos multiprojektorganisationer med avseende på effektivitet, konsekvens i besluten samt transparens och styreffekter för organisationen.GenomförandeVi har genomfört en kvalitativ studie med ett fallföretag. Syftet har varit att få ett djup i undersökningen och en god förståelse för processen inom flera hierarkiska nivåer. Totalt genomfördes nio intervjuer som tillsammans med en teoretiska referensramen ligger till grund för våra resultat.ResultatGenom att använda ett projektselekteringsverktyg som innehåller information kring projektförslagets strategiska bidrag, ekonomiska nytta, resurspåverkan och förslagets plats i projektportföljen menar vi att förslagen som kommer till beslut är mer genomarbetade. Därigenom torde beslutsprocessen bli mer tidseffektiv då inga förslag som inte är genomarbetade tillåts komma till beslut. Dessutom kommer resursanvändningen att bli mer effektiv då resursaspekten analyseras i ljuset av befintliga resursoptimeringsverktyg redan innan nya projekt implementeras. I tillägg till effektivisering för beslutsfattaren ges även mer konsekventa beslut då förslag värderas på samma beslutsgrunder. Dessutom ges indikationer för vilka områden som organisationen anser som viktiga. Viktigt att tillägga är att förutsättningarna måste anpassas av varje användare efter dennes unika förutsättningar.Vi menar att en organisation kan öka sin konkurrenskraft genom att förbättra detta första steg i organisationens projektkompetens.</p> / <p>AbsractBackgroundAt all times man has searched for new ways to organize themselves in order to work more efficiently. From the beginning of the 20th Century organizing in projects has had an even more distinguished role. An effective organizing of projects demands a balanced selection of which projects is to be executed. This study is examining opportunities for improvement in the project selection phase in multi-project-organizations, stressing effectiveness, consistency and control implications for the organization.ExecutionThis study is conducted as a qualitative case study. The aim of the study is to get depth and a good understanding of the project selection process within several hierarchal levels of the organization. A total of nine interviews were conducted. The information given in these interviews combined with theoretical references are the foundation of our conclusions.ResultsBy using a project selection tool containing the project’s strategic contribution, financial contribution, effects on the organizations resources and the project’s effect on the organization’s project portfolio. It is of our opinion that the project proposals for decision will be better prepared, therefore should the project selection phase be more time efficient since only well prepared proposals are to be considered. Also, the use of the organizational resources should be more effective, given that the resource aspect is more integrated in the selection-decision. Furthermore, the decisions should be more consistent within the organization with general criteria to be followed. The tool also provides important indications of which strategic areas that ought to get special attention. It is of importance though that the tool is adjusted to the given organization’s unique conditions.Our opinion is that an organization will improve its competitiveness by improving its competence in project selection</p>

<p>BACKGROUND: Project based structures has become more and more common in the organizations of today. As the project based structures are given a more central role in the organizations the interdependencies between the projects are getting more attention. These structures need a new type of control to meet the unique challenges that arise. The research</p><p>that has been done has been concentrated around the project form and the projects internal control, the area of multi-project management is therefore relatively unexplored. The few existing studies on the subject focus on projects in the construction industry why research in</p><p>more complex fields of business have been requested.</p><p>PURPOSE: The purpose of this thesis is to explore and analyze how knowledge intense multi-project organizations manage their project activities, and to determine how different organizational characteristics affect the need for management control systems.</p><p>METHODOLOGY: The empirical data has been collected through interviews with personnel in BT Products R&D, Gambro R&D and AstraZeneca Development. These organizations are all mature and project intense.</p><p>CONCLUSION: With an organization´s line of business follows a certain level of uncertainty and interdependencies between projects. Another important factor is the organization´s level of internal and external differentiation. These three factors together describe the characteristics of an organization, which forms the organization´s starting position. To handle the uncertainty of unpredicted events the organizations’ reflexes has to be quick enough; this is made possible through a project oriented organizational structure where the project managers have more authority than the function manager. Interdependencies between projects is handled through coordination, the level of coordination needed is dependent on the degree of interdependencies. Last but not least the organization has to handle the complexity that comes with the degree of internal and external differentiation. This is managed through the integration and extent of the management control systems. In the analysis chapter a model is presented that describes the relationship between the organization characteristics and management control systems.</p> / <p>BAKGRUND: I dagens organisationer är det allt vanligare att verksamheten bedrivs i projektform. När företag allt mer började ta till sig projektbaserade strukturer kom relationen mellan projekt i fokus. Denna arbetsform kräver en ny typ av styrning, detta för att hantera de beroenden som finns mellan projekten samt för att möta de samordningsproblem som kan uppstå. De senaste åren har projektstyrning blivit ett allt vanligare forskningsområde, multiprojektstyrning finns det dock inte mycket information om. Den forskning som väl genomförts har inriktats mot byggsektorn varför forskning på komplexare områden eftertysts.</p><p>SYFTE: Syftet med uppsatsen är att undersöka och analysera hur kunskapsintensiva multiprojektorganisationer hanterar sin projektverksamhet, samt att utröna hur olika organisationers egenskaper påverkar behovet av styrsystem.</p><p>GENOMFÖRANDE: Det empiriska materialet har samlats in genom intervjuer på BT Products R&D, Gambro R&D och AstraZeneca Development R&D. Samtliga organisationer är mogna och har en arbetsgång som baseras på projekt.</p><p>RESULTAT: Ett företags verksamhetsområde medför en viss grad av osäkerhet i den praktiska verksamheten, ytterligare en annan verksamhetsspecifik faktor är beroendegrad mellan projekt. Vidare är ett viktigt karaktärsdrag hos organisationer graden av differentiering. Dessa tre faktorer beskriver organisationens karaktäristika, med andra ord vilket utgångsläge organisationen har i sitt arbete. För att kunna hantera osäkerhet krävs att organisationen har tillräckligt bra reflexer för att möta oförutsedda händelser, detta löses genom att ge projekten mer auktoritet jämfört med funktionen. För att hantera beroenden krävs att verksamheten koordineras, vilken grad av koordinering som krävs beror på vilken grad av beroenden som finns representerat. Slutligen måste den komplexitet som differentiering ger hanteras, detta sker genom integrationen och omfattningen av styrsystemen. I uppsatsen presenteras avslutningsvis en modell som beskriver relationen mellan organisationen och dess styrning.</p>

SammanfattningBakgrundI alla tider har människan sökt nya organisationsformer för att effektivisera sitt arbete. Sedan 1900-talets början har organiseringen i projekt fått en alltmer framträdande roll. En effektiv projektorganisering kräver även ett väl avvägt urvalsbeslut för vilka projekt som ska genomföras. Denna studie har valt att undersöka förbättringsmöjligheter inom urvalsprocessen hos multiprojektorganisationer med avseende på effektivitet, konsekvens i besluten samt transparens och styreffekter för organisationen.GenomförandeVi har genomfört en kvalitativ studie med ett fallföretag. Syftet har varit att få ett djup i undersökningen och en god förståelse för processen inom flera hierarkiska nivåer. Totalt genomfördes nio intervjuer som tillsammans med en teoretiska referensramen ligger till grund för våra resultat.ResultatGenom att använda ett projektselekteringsverktyg som innehåller information kring projektförslagets strategiska bidrag, ekonomiska nytta, resurspåverkan och förslagets plats i projektportföljen menar vi att förslagen som kommer till beslut är mer genomarbetade. Därigenom torde beslutsprocessen bli mer tidseffektiv då inga förslag som inte är genomarbetade tillåts komma till beslut. Dessutom kommer resursanvändningen att bli mer effektiv då resursaspekten analyseras i ljuset av befintliga resursoptimeringsverktyg redan innan nya projekt implementeras. I tillägg till effektivisering för beslutsfattaren ges även mer konsekventa beslut då förslag värderas på samma beslutsgrunder. Dessutom ges indikationer för vilka områden som organisationen anser som viktiga. Viktigt att tillägga är att förutsättningarna måste anpassas av varje användare efter dennes unika förutsättningar.Vi menar att en organisation kan öka sin konkurrenskraft genom att förbättra detta första steg i organisationens projektkompetens. / AbsractBackgroundAt all times man has searched for new ways to organize themselves in order to work more efficiently. From the beginning of the 20th Century organizing in projects has had an even more distinguished role. An effective organizing of projects demands a balanced selection of which projects is to be executed. This study is examining opportunities for improvement in the project selection phase in multi-project-organizations, stressing effectiveness, consistency and control implications for the organization.ExecutionThis study is conducted as a qualitative case study. The aim of the study is to get depth and a good understanding of the project selection process within several hierarchal levels of the organization. A total of nine interviews were conducted. The information given in these interviews combined with theoretical references are the foundation of our conclusions.ResultsBy using a project selection tool containing the project’s strategic contribution, financial contribution, effects on the organizations resources and the project’s effect on the organization’s project portfolio. It is of our opinion that the project proposals for decision will be better prepared, therefore should the project selection phase be more time efficient since only well prepared proposals are to be considered. Also, the use of the organizational resources should be more effective, given that the resource aspect is more integrated in the selection-decision. Furthermore, the decisions should be more consistent within the organization with general criteria to be followed. The tool also provides important indications of which strategic areas that ought to get special attention. It is of importance though that the tool is adjusted to the given organization’s unique conditions.Our opinion is that an organization will improve its competitiveness by improving its competence in project selection

BACKGROUND: Project based structures has become more and more common in the organizations of today. As the project based structures are given a more central role in the organizations the interdependencies between the projects are getting more attention. These structures need a new type of control to meet the unique challenges that arise. The research that has been done has been concentrated around the project form and the projects internal control, the area of multi-project management is therefore relatively unexplored. The few existing studies on the subject focus on projects in the construction industry why research in more complex fields of business have been requested. PURPOSE: The purpose of this thesis is to explore and analyze how knowledge intense multi-project organizations manage their project activities, and to determine how different organizational characteristics affect the need for management control systems. METHODOLOGY: The empirical data has been collected through interviews with personnel in BT Products R&amp;D, Gambro R&amp;D and AstraZeneca Development. These organizations are all mature and project intense. CONCLUSION: With an organization´s line of business follows a certain level of uncertainty and interdependencies between projects. Another important factor is the organization´s level of internal and external differentiation. These three factors together describe the characteristics of an organization, which forms the organization´s starting position. To handle the uncertainty of unpredicted events the organizations’ reflexes has to be quick enough; this is made possible through a project oriented organizational structure where the project managers have more authority than the function manager. Interdependencies between projects is handled through coordination, the level of coordination needed is dependent on the degree of interdependencies. Last but not least the organization has to handle the complexity that comes with the degree of internal and external differentiation. This is managed through the integration and extent of the management control systems. In the analysis chapter a model is presented that describes the relationship between the organization characteristics and management control systems. / BAKGRUND: I dagens organisationer är det allt vanligare att verksamheten bedrivs i projektform. När företag allt mer började ta till sig projektbaserade strukturer kom relationen mellan projekt i fokus. Denna arbetsform kräver en ny typ av styrning, detta för att hantera de beroenden som finns mellan projekten samt för att möta de samordningsproblem som kan uppstå. De senaste åren har projektstyrning blivit ett allt vanligare forskningsområde, multiprojektstyrning finns det dock inte mycket information om. Den forskning som väl genomförts har inriktats mot byggsektorn varför forskning på komplexare områden eftertysts. SYFTE: Syftet med uppsatsen är att undersöka och analysera hur kunskapsintensiva multiprojektorganisationer hanterar sin projektverksamhet, samt att utröna hur olika organisationers egenskaper påverkar behovet av styrsystem. GENOMFÖRANDE: Det empiriska materialet har samlats in genom intervjuer på BT Products R&amp;D, Gambro R&amp;D och AstraZeneca Development R&amp;D. Samtliga organisationer är mogna och har en arbetsgång som baseras på projekt. RESULTAT: Ett företags verksamhetsområde medför en viss grad av osäkerhet i den praktiska verksamheten, ytterligare en annan verksamhetsspecifik faktor är beroendegrad mellan projekt. Vidare är ett viktigt karaktärsdrag hos organisationer graden av differentiering. Dessa tre faktorer beskriver organisationens karaktäristika, med andra ord vilket utgångsläge organisationen har i sitt arbete. För att kunna hantera osäkerhet krävs att organisationen har tillräckligt bra reflexer för att möta oförutsedda händelser, detta löses genom att ge projekten mer auktoritet jämfört med funktionen. För att hantera beroenden krävs att verksamheten koordineras, vilken grad av koordinering som krävs beror på vilken grad av beroenden som finns representerat. Slutligen måste den komplexitet som differentiering ger hanteras, detta sker genom integrationen och omfattningen av styrsystemen. I uppsatsen presenteras avslutningsvis en modell som beskriver relationen mellan organisationen och dess styrning.

Despite their recognized significance for project success and innovation, the management of the early project phases is still an under-researched area in project management. For organizations to secure a continuous stream of innovation, the utilization of capabilities is crucial for managing the early phases of R&amp;D projects. The purpose of this dissertation is to advance the understanding of the management of the early project phases in hypercompetitive environments. The thesis addresses the research question of how organizations manage the early project phases of R&amp;D in hypercompetitive environments for frequent innovation by taking a dynamic capabilities perspective. The first conceptual study reviews the literature covering organizational change in hypercompetitive environments with a focus on projects as the vehicle to create the necessary flexibility. The study found that organizational aspects and capabilities have to go hand in hand as enabler and facilitator for a successful emergent change process. The second qualitative study investigates how organizations organize the early project phases of R&amp;D in the pharmaceutical industry for an outcome of frequent innovation. The findings show that an optimization of combinative capabilities that balances dynamic, project and multi-project capabilities can be used as a powerful leverage to boost the outcome of frequent innovation. The third study investigates the philosophical stances and related methodologies used within the last 15 years of project management research at the example of IRNOP conferences. The findings show that ontological subjectivism and epistemological interpretivism are dominating. Moreover, case studies and qualitative methods were the most common methods, whereas mixed method studies were lacking despite their value for developing an increasingly complex research field. The final mixed method study explores how absorptive, innovative and adaptive capabilities within the early phases of pharmaceutical R&amp;D affect project and portfolio performance. Based on the results of quantitative study, the set of capabilities has an overall effect on the set of performance outcomes and thus confirms the results of the qualitative study that a distinct capability mix is needed in the pharmaceutical R&amp;D process. To conclude, the dissertation has comprehensively explored the management of the early project phases through four studies and by applying a multitude of methodologies.

As most of the project management models were developed for larger projects, there is a lack of understanding of what project managers in short duration projects do. Short-duration projects are projects in multi-project environments lasting for a number of weeks rather than a number of months. Even if they are common today, short-duration projects have not yet attracted the interest of project researchers. The present study aims to analyze what the project managers in short duration projects do and to develop a method for studying the project managers at work. A theoretical framework is built on earlier studies of managers’ work, suggesting three areas having impact on the project manager’s work. The impacting areas are the project, the project manager’s experience, and the organizational context of the project. The project manager and the assisting project manager were studied while managing a sub-project in a greater telecom system project. The project managers were studied one week each using participant observation and interviews. The findings indicate that much of the time at work was spent in meetings of different kinds, to deal with change, and to guard the production teams from being disturbed by changes in the environment. It was also found that studying a multi-project environment from the sub-project’s perspective gives a different view on multi-project environments that have earlier been presented as the project managers in the short-duration project constantly have to adjust to changes, inputs and demands from the surrounding projects and functional organizations. In the end some proposals on directions for further studies of managers of short-duration projects are made.

Inom multiprojektorganisationer är styrning och planering av resurser alltid en utmanande uppgift. En fallstudie har genomförts på OKG AB med syftet att effektivisera och förenkla resursplaneringsprocessen. OKG AB arbetar med att producera el med hjälp av kärnkraft och leverera till sina konsumenter. För organisationen är kvalitet och säkerhet viktiga faktorer, vilket gör arbetet med ständiga förbättringar nödvändigt. Genom intervjuer och dokumentgranskning beskrevs ett nuläge och förbättringsmöjligheter togs fram, samtidigt som benchmarking genomfördes på andra organisationer för att kunna jämföra OKG:s process. Baserat på en jämförelse mellan OKG:s process med benchmarking och teorier togs förbättringsförslag fram för att modifiera processen. Två förbättringsförslag togs fram där det första syftar till avstämningar för att kunna ta fram bättre planeringar och det andra handlar om att förändra kommunikationsflödet för att undvika fel vid ändringar i projekt under utförande. / Within multi-project organizations, controlling and planning of resources have always been a challenge. A case study has been performed at OKG Ltd with the purpose to simplify the resource allocation process and increase efficiency. OKG Ltd works with producing energy through nuclear power and then delivers it to their customers. Quality and safety are two key factors for OKG´s organization to function. Continuous improvements of these factors are therefore of highest priority. Interviews and document audits were used to identify the process current performance and possible improvements. Benchmarking was used on other organizations to compare their processes to OKG´s process. Improvement proposals have been developed to modify the process, based on a comparison between OKG´s process and the benchmarking and theories. Two improvement proposals were developed, where the first proposal enables better planning, the second one changes the communication flow to avoid problems in active projects.