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  • About
  • The Global ETD Search service is a free service for researchers to find electronic theses and dissertations. This service is provided by the Networked Digital Library of Theses and Dissertations.
    Our metadata is collected from universities around the world. If you manage a university/consortium/country archive and want to be added, details can be found on the NDLTD website.
1

Try to see it my way : Towards a multi-actor perspective in the project owner-manager relationship

Kaijser, Jonathan January 2015 (has links)
Project management involves many different actors. Rather than solely looking at those actors as individuals, the interaction between them should not be forgotten either. This thesis tries to provide a better understanding of one specific type of interaction: the project owner-manager relationship. This relationship is approached as the dyadic interaction between one project manager and one project owner. Previous studies indicate that project owners and project managers depend on one another, but that they can have diverging perspectives as well. The goal of this study is to get a deeper understanding of how these different perspectives can influence the success of the project-owner relationship. In order to achieve this understanding, a multiple case study involving 8 project owner-manager relationships was employed. Both project owners and project managers were interviewed, in order to get closer to a multi-actor perspective. The results show that there are both similarities and differences between the perspectives of these actors. However, a lack of understanding between these perspectives can cause the project owner-manager relationship fail. In the end, the potential effects of this relationship cannot and should not be ignored, as this study shows that it can be the difference between project success and project failure. Therefore, in a world that is ever more dominated by projects, this thesis has multiple practical and scientific implications.
2

Mitigation of project risk through communication training : a serious games proposal / Hedré Pretorius

Pretorius, Hedré January 2014 (has links)
Complex projects often fail even when formal project management systems are in place. Project management processes and methodologies are well defined and described in academic and business literature. There is however less published research on the socio-cultural factors that are critical for project success. This study investigated whether project stakeholders view communication as one of the critical success factors for project success. Critical project success factors were identified from a literature study and ranked by 34 project stakeholders. The data was analysed using the Instant Priorities method and Analytical Hierarchical Process. A workshop on the use of communication within projects was observed. The results were translated into a project success factor model that explains the importance of communication in project success. Furthermore, a serious games based training tool is proposed. The aim of the training will be for participants to understand the communication preferences of themselves and the people they interact with in large projects. The proposed tool will require the participant to map typical stakeholder behavioural preferences. The well-known Marston DISC behavioural model is used as basis for understanding the behavioural preferences of different stakeholder groups. This research project supports the view that communication training across stakeholder groups should be used as a project risk mitigation tool. An increased understanding of the communication preferences of project stakeholders has the potential to shape a project culture that will stimulate teamwork combined with high levels of personal motivation as well as have the capacity to quickly identify and address project risks. / MSc (Computer Science), North-West University, Vaal Triangle Campus, 2014
3

Mitigation of project risk through communication training : a serious games proposal / Hedré Pretorius

Pretorius, Hedré January 2014 (has links)
Complex projects often fail even when formal project management systems are in place. Project management processes and methodologies are well defined and described in academic and business literature. There is however less published research on the socio-cultural factors that are critical for project success. This study investigated whether project stakeholders view communication as one of the critical success factors for project success. Critical project success factors were identified from a literature study and ranked by 34 project stakeholders. The data was analysed using the Instant Priorities method and Analytical Hierarchical Process. A workshop on the use of communication within projects was observed. The results were translated into a project success factor model that explains the importance of communication in project success. Furthermore, a serious games based training tool is proposed. The aim of the training will be for participants to understand the communication preferences of themselves and the people they interact with in large projects. The proposed tool will require the participant to map typical stakeholder behavioural preferences. The well-known Marston DISC behavioural model is used as basis for understanding the behavioural preferences of different stakeholder groups. This research project supports the view that communication training across stakeholder groups should be used as a project risk mitigation tool. An increased understanding of the communication preferences of project stakeholders has the potential to shape a project culture that will stimulate teamwork combined with high levels of personal motivation as well as have the capacity to quickly identify and address project risks. / MSc (Computer Science), North-West University, Vaal Triangle Campus, 2014
4

As percepções dos stakeholders em relação ao desempenho de projetos

CARVALHO, Karielly Mercês de França 03 September 2015 (has links)
Submitted by Fabio Sobreira Campos da Costa (fabio.sobreira@ufpe.br) on 2016-05-06T14:03:58Z No. of bitstreams: 2 license_rdf: 1232 bytes, checksum: 66e71c371cc565284e70f40736c94386 (MD5) DISSERTAÇÃO_VERSÃO_DEFINITIVA_KARIELLY.pdf: 1749466 bytes, checksum: 25f2f8e7280d950c92fda41b5fd2dd47 (MD5) / Made available in DSpace on 2016-05-06T14:03:58Z (GMT). No. of bitstreams: 2 license_rdf: 1232 bytes, checksum: 66e71c371cc565284e70f40736c94386 (MD5) DISSERTAÇÃO_VERSÃO_DEFINITIVA_KARIELLY.pdf: 1749466 bytes, checksum: 25f2f8e7280d950c92fda41b5fd2dd47 (MD5) Previous issue date: 2015-09-03 / Atualmente, o gerenciamento de projetos vem crescendo significativamente dentro das organizações, devido à necessidade de as organizações desenvolverem iniciativas na busca de inovação e vantagem competitiva. Tradicionalmente, metas de custo, prazo e qualidade, conhecidas como “triângulo de ferro”, foram utilizadas como critérios para a medição do desempenho do projeto. Essa abordagem tradicional, considerada simplista, recebeu diversas críticas e recomendações para considerar outros fatores para a avaliação, incluindo a visão dos stakeholders na determinação do sucesso ou fracasso de projetos. Este trabalho tem como objetivo identificar as percepções dos stakeholders acerca dos fatores que implicam no fracasso de projetos em geral em empresas brasileiras, com o intuito de compreender como esses fatores influenciam no desempenho do projeto. Neste sentindo, foi feita uma revisão na literatura sobre fatores que influenciam o sucesso e fracasso de projetos e quais os principais stakeholders envolvidos no projeto; já a metodologia utilizada foi fundamentada na coleta de dados e no tratamento estatístico desses dados, obtidos através da aplicação de um levantamento de dados tipo survey. As análises efetuadas permitiram identificar os problemas mais comuns para o insucesso de projetos e quais fatores têm mais influência no nível de desempenho do projeto. Os resultados apontam que os problemas mais freqüentes estão relacionados à liderança do projeto, ao processo de gerenciamento, a erros de estimativas, a falhas no gerenciamento de risco, ao alcance dos objetivos estabelecidos previamente e à satisfação das partes interessadas. Em relação aos fatores que mais influenciam no nível de desempenho do projeto destacam-se o escopo, tempo, qualidade, risco, comunicação e suporte da alta gerência. / Currently, the project management has grown significantly within organizations due to the need for organizations to develop initiatives in the pursuit of innovation and competitive advantage. Traditionally, cost targets, time and quality, known as "iron triangle", were used as criteria for measuring project performance. This traditional approach, considered simplistic, received mixed reviews and recommendations to consider other factors for the assessment, including the views of stakeholders in determining the success or failure of projects. This work aims to identify the perceptions of stakeholders about the factors that imply the failure of general projects in Brazilian companies, in order to understand how these factors influence the project performance. Thus, it was made a review of the literature on factors that influence success and failure of projects and what the main stakeholders involved in the project; since the methodology used was based on data collection and statistical analysis of these data, obtained by applying a data collection type survey. The analyses performed allowed identified the most common problems for project failure and which factors have more influence on project performance level. The results show that the most frequent problems are related to the leadership of the project, the management process, the error estimates, the flaws in risk management, the achievement of pre-established goals and stakeholder satisfaction. Regarding the factors that most influence the project performance level we highlight the scope, time, quality, risk, communication and senior management support.
5

Bottom-up Projects and the Study of Their Prerequisite Starting Points - A Multiple Case Study on Temporary Use Projects in Malmö

Sanglarpcharoenkit, Teerapong, Friedel, Sophia January 2020 (has links)
This paper uses an exploratory multiple case study research approach to investigate three bottom-up temporary use projects in Malmö. The aim is to provide an understanding of starting processes of temporary use through a project lens with a focus on phases and activities; key stakeholders and motivations; and project key enablers. Regarding temporary use project phases and activities, this study found that there are five steps/phases among the three cases: (1) inspiration; (2) ideation and feasibility; (3) preparation; (4) implementation; and (5) on-going operation. Furthermore, the common key stakeholders found in the projects are founders; landowner; intermediary; authority; temporary user (participant, volunteer, or tenant); researcher; local community; and funding body. Although the stakeholder groups were pretty similar, they engaged in different intensities in different projects. Their different motivations can be grouped in three different groups: personal interest; assigned task; or monetary incentive. Some stakeholders had mixed motivation. Moreover, this paper discovers 14 key project enablers: (1) municipality support; (2) landowner support; (3) intermediary support; (4) financial support; (5) communication & expectation management; (6) network; (7) good planning; (8) community support; (9) openness and engagement; (10) partnership; (11) space and location advantage; (12) project team and entrepreneurial mindset; (13) luck; and (14) influence from the neighbor city. The study recommends creating a municipal temporary use activating unit in order to grow this type of bottom-up movement in the city. This recommendation is in line with the discourse of the researchers in integrating bottom-up temporary use into the strategy and planning level of top-down activities. This research might allow future project leaders to get reference points and guidance for their own bottom-up temporary use projects, as well as provides understanding to researchers who are interested in temporary use and other bottom-up urban development fields.
6

Damming the Mekong: the social, economic and environmental consequences of the Nam Theun 2 Hydroelectric Project

Wolf, Jason 03 January 2013 (has links)
More than a decade after the World Bank was forced out of the dam-building industry due to the social and environmental consequences of the projects they helped to finance, World Bank support for the development of the Nam Theun 2 (NT2) Hydroelectric Project, located atop the bio-diverse Nakai Plateau in central Laos, signals the re-emergence of the Bank’s involvement in large-scale dam construction initiatives. The NT2 project is the Bank’s response to its international critics. The project is a ‘test case’ for a new model of hydropower development that seeks to counteract any negative consequences to the surrounding environment and populations through the enactment of a new set of environmental and social safeguards that the Bank had spent over a decade developing. As the optimal consequence, if NT2 achieves the goal of safeguarding the bio-diverse environment of the Nakai region through the creation and implementation of long-term ‘socially and environmentally sustainable’ livelihood activities capable of raising the living standards and income levels of Nakai villagers beyond the national poverty line, then the NT2 model of development will be validated and its use in other World Bank supported hydroelectric initiatives all but assured. The alternative result is that the new safeguard mechanisms fail to achieve these goals, significantly contributing to the destabilization of one of the of the most environmentally and culturally unique regions in the world. This thesis analyzes the effectiveness of NT2 social and environmental safeguards in order to determine to what extent this new model of development is achieving the objectives it set prior to construction. Using a range of data, it analyzes outcomes produced from the core safeguards program of the project: the resettlement livelihoods’ programmes. Analysis of villagers’ livelihoods after resettlement clearly indicates that the NT2 model was never able to overcome challenges posed by reduced access to forest and agricultural lands for re-establishing villagers’ core land-based livelihood activities. As a result, many villagers have abandoned the livelihoods programmes at resettlement villages across the Plateau. In the short term, these villagers have, nevertheless, significantly increased their incomes through intensified commercial fishing and export-oriented rare timber and endangered wildlife extraction activities. The problem for NT2 developers such as the World Bank is that this form of economic activity is neither socially nor environmentally sustainable, placing the regional environment, local populations and the NT2 project in jeopardy. / Graduate
7

The Impact of Risk Management on Project Success. A case study of the Land Administration Project, Ghana

Boampong, Boakye January 2021 (has links)
While previous research suggests that risk management influences project success, less is known about the practical application of the risk management concept on projects and its’ influence on development project success. Thus, this thesis investigates the impact of risk management on project success from a development project perspective. Adopting a qualitative case study approach with semi-structured interviews as the main source of data collection and assessing success from a stakeholder perspective as well as the achievements of the project’s intended outcomes and analysing the various risk management strategies adopted in the pursuance of those outcomes, the findings indicate that risk management practice positively influence development project success. To achieve this, the empirical data shows that risk identification need to be approached strategically to provide a clear focus for project delivery leading to the design of strategic actions to respond to identified risks as well as an effective monitoring and evaluation of the risk management process as a whole. Additionally, the different stakeholder objectives and expectations need to be strategically incorporated into the risk management strategy without deviating from the project’s purpose. The study recommends the need for development project managers not to over-rely on academic expertise in their identification of risks but make use of the wider pool of knowledge available to them, technical or not and to also pursue the positive impacts of risk. Furthermore, they should widen their risk management strategies to include donor support missions, without deviating from the project’s purpose, to ensure transparency and efficiency.
8

Enhancing value creation of construction projects through early stakeholder involvement and integration

Aapaoja, A. (Aki) 20 May 2014 (has links)
Abstract Nowadays, construction projects are implemented in highly demanding and complex built environments that require multisectoral and multidisciplinary efforts and collaboration between the project stakeholders with divergent interests, objectives, and backgrounds. Successful collaboration is one of the most efficient ways to enhance project value creation and gain better results, especially when it integrates stakeholders with different kinds of expertise and contributions. However, stakeholder management, involvement, and integration have been seen as a difficult issue, particularly in the early project phases, and have frequently resulted in conflicts and partial failures due to the lack of practical tools for managing the stakeholders and understanding their roles. The purpose of this dissertation is to enhance the understanding of how value creation can be enhanced through early stakeholder involvement and integration in the context of construction. The research applies a qualitative research approach and utilizes the case study methodology. The data for this research was collected through a survey and semi-structured interviews. The results indicate that project value creation can be increased by early stakeholder involvement and integration. However, it demands systematic stakeholder management practices in order to identify the different project-specific stakeholders and their requirements for the project. The results also show that the salience of the stakeholders varies within a project and from project to project, and some of the stakeholders are always more important than others. Nevertheless, all the stakeholders usually have the change to impact on and contribute to the project, positively or negatively. To exploit the expertise of a project stakeholder or to avoid the problems caused by the stakeholders, the framework for stakeholder identification and classification was created in this dissertation. / Tiivistelmä Rakennusteollisuuden projektien sekä rakennetun ympäristön muuttuminen yhä dynaamisemmaksi ja monimutkaisemmaksi edellyttää projektin sidosryhmien yhä aktiivisempaa ja syvällisempää osallistamista, yhteistyötä sekä vaatimusten huomioimista projektien määrittelyvaiheesta alkaen. Muilla teollisuuden aloilla sidosryhmien aikaisella osallistamisella projektin alusta alkaen on huomattu olevan positiivinen vaikutus projektien parempaan arvontuottoon ja tavoitteiden saavuttamiseen. Osoitetuista hyödyistä ja joistain hyvistä kokemuksista huolimatta, sidosryhmien osallistaminen ja integroiminen on osoittautunut yleisesti ottaen erittäin vaikeaksi ja haasteelliseksi, erityisesti vaativien ja kompleksisien projektien osalta. Pääsääntöisesti ongelmat johtuvat puutteellisesta toimintavavoista sekä tottumattomuudesta sidosryhmien kokonaisvaltaiseen osallistamiseen ja johtamiseen, mikä on usein johtanut sidosryhmien välisiin ristiriitoihin ja hankkeiden, ainakin osittaiseen, epäonnistumiseen. Tämän väitöstutkimuksen tavoite on tutkia, että miten rakennusprojektien arvontuottoa voidaan parantaa sidosryhmien aikaisella osallistamisella ja integroinnilla. Tutkimus on laadullinen tapaustutkimus, jonka empiirinen aineisto on hankittu kyselyllä sekä haastatteluilla eri rakennusteollisuuden projekteista. Tulokset vahvistavat käsityksen, että sidosryhmien aikainen osallistaminen ja integroinnilla projektin arvontuottoa kaikille sidosryhmille voidaan tehostaa. Tämä kuitenkin vaati systemaattisia toimintatapoja ja prosesseja, jotta projektin kannalta keskeisimmät sidosryhmät ja heidän vaateensa kyetään tunnistamaan sekä osaaminen voidaan hyödyntää. Tulokset myös osoittavat, että projektin sidosryhmät eivät ole tasavertaisia keskenään ja heidän keskeisyytensä vaihtelee sekä projektin aikana että projektikohtaisesti. Tästä huolimatta, yleensä kaikki sidosryhmät voivat vaikuttaa, tavalla tai toisella, projektiin joko positiivisesti tai negatiivisesti. Jotta sidosryhmät voitaisiin osallistaa mahdollisimman tehokkaasti, ja näin ollen hyödyntää heidän osaaminen ja välttää ongelmat, luotiin tässä tutkimuksessa viitekehys sidosryhmien tunnistamiseksi, arvioimiseksi ja luokittelemiseksi.

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