<p>This study investigates the matter of project overload which project members have to face in project based organizations. The thesis is based on 13 interviews with project team members in different project based companies and industries in the countries Sweden, Iceland and Germany. To support the interviews and to gather a broader understanding of the topic an online-questionnaire was provided to 103 project workers and managers in 6 companies in the same countries, of those 103, 47 participated. The result of the online-survey shows, that around 70 percent have ever felt overload with their project work.</p><p>The guiding research question for this study is: Why does project overload occur, how can it be recognized and how does it influence the project work? The research question has been chosen in order to give a broad understanding of project overload. The causes, symptoms and effects of project overload are analyzed on the basis of the interviews and the online-survey in the consulting, construction, IT and customized high-tech manufacturing industry.</p><p>The results of the study shows the most important factors why project overload occurs, how it can be recognized by the project members and how it influences important aspects of successful project management like time, budget and quality.</p>

<p>In this changing world, companies have had to learn how to formulate and implement their strategies through projects and organizational structures in order to successfully face threats and opportunities. However, the management of multiple projects is not easy and due to this complexity, a new type of organization has emerged, called Multiproject organization. Depending to its characteristics, this new organization can be classified in project oriented (POO) or project based (PBO) (Arvidsson, 2009).</p><p>Before to execute a project, the organization needs to evaluate its resources and decide if should buy the project through contractors or make it with its own resources (Müller and Turner, 2005). A Project Based Organization (PBO) which manages multiple projects at the same time through contractors requires to keep a good monitoring and controlling project performance, and to create the best project governance structure.</p><p>About these subjects, there have been journals and books published since an academic perspective; but, not all of them have described these topics in a real organization. The aim of this research is to learn how these concepts are applied in a real project based organization, as well as the problems that can be faced and how they have solved them.</p><p>The purpose of this thesis is to show how a PBO deals with the governance of its contracts, considering how the PBO estimates the cost of the project, how it deals controlling the contractors and their projects, as well as how it minimizes the transaction‟s (i.e. the project‟s) economic and administrative costs. Based in the purpose of the study, the research question is: “How do project minimize transactions costs in supplier engagements in delivery projects in the Swedish construction industry? the construction of a railway in the north of Sweden and due to it has 130 major contracts, can be considered as a multi-project organization. The Unit of Analysis used is the transaction cost in supplier involvement in project. A single case study was chosen to present and analyze the information from the organization. It was analyzed qualitative data collected through semi-structured interviews which were applied inside and outside the company, in order to make a triangulation of the data collected.</p><p>The findings explained that the railway company analyzed, achieved to minimize its based organizations (PBOs)” In order to answer, it was selected an organization created for transaction costs on supplier‟s investments during the delivery project phase due to right selection of types of contracts, as well as those process and systems implemented in all the project offices. These process and systems helped it to detect on time potential problems as well as take decisions and covered: the selection of suppliers through the bidding process, the negotiation of contracts, the monitoring, controlling and reporting performance, the closure of the project and the last payments for contractors. The PBO tried to keep a good communication with contractors and at the same time, it developed a team work feeling in which both parts supported each other. It could be observed that : the  it is possible to achieve successfully the organization‟s objectives and minimize the transactions costs during the execution through essential factors as a careful and detailed planning, team work with all the areas involved, communication and hardworking.</p>

In a competitive environment which needs constant strategic adaptation, the companies look for the best way to stick to markets’ trends. The way the company is organized can optimize both the required strategic adaptation and the performance of the human capital by enhancing the flow of information for instance. Some companies are organised in a very special way and adopt a project-structure. We therefore have inquired about these project-structures and their ability to favour communication in order to enable better performance. Then comes the reason for our work, we wonder: How is information flow processed in project-based companies compared to others and how it affects strategic drift? Existing theories concerning strategy, communication and organisation has been confronted in order to create an original lens through which we look at companies. Based on this lens are qualitative interviews led to collect empirical data from two hierarchical levels in four companies with very different businesses. After analysis, the study shows that the strategic drift is well known by companies. Good communication is recognised as a way to tackle this strategic drift and is high on companies’ agenda. The project-structure owns several assets (like customization, size and resilience) which make it better to process information flow and which eventually reduce or eliminate the strategic drift. Yet, classical organisations and project-structures seem to create synergy for a company which uses adequately both, regarding the type of business.

In this changing world, companies have had to learn how to formulate and implement their strategies through projects and organizational structures in order to successfully face threats and opportunities. However, the management of multiple projects is not easy and due to this complexity, a new type of organization has emerged, called Multiproject organization. Depending to its characteristics, this new organization can be classified in project oriented (POO) or project based (PBO) (Arvidsson, 2009). Before to execute a project, the organization needs to evaluate its resources and decide if should buy the project through contractors or make it with its own resources (Müller and Turner, 2005). A Project Based Organization (PBO) which manages multiple projects at the same time through contractors requires to keep a good monitoring and controlling project performance, and to create the best project governance structure. About these subjects, there have been journals and books published since an academic perspective; but, not all of them have described these topics in a real organization. The aim of this research is to learn how these concepts are applied in a real project based organization, as well as the problems that can be faced and how they have solved them. The purpose of this thesis is to show how a PBO deals with the governance of its contracts, considering how the PBO estimates the cost of the project, how it deals controlling the contractors and their projects, as well as how it minimizes the transaction‟s (i.e. the project‟s) economic and administrative costs. Based in the purpose of the study, the research question is: “How do project minimize transactions costs in supplier engagements in delivery projects in the Swedish construction industry? the construction of a railway in the north of Sweden and due to it has 130 major contracts, can be considered as a multi-project organization. The Unit of Analysis used is the transaction cost in supplier involvement in project. A single case study was chosen to present and analyze the information from the organization. It was analyzed qualitative data collected through semi-structured interviews which were applied inside and outside the company, in order to make a triangulation of the data collected. The findings explained that the railway company analyzed, achieved to minimize its based organizations (PBOs)” In order to answer, it was selected an organization created for transaction costs on supplier‟s investments during the delivery project phase due to right selection of types of contracts, as well as those process and systems implemented in all the project offices. These process and systems helped it to detect on time potential problems as well as take decisions and covered: the selection of suppliers through the bidding process, the negotiation of contracts, the monitoring, controlling and reporting performance, the closure of the project and the last payments for contractors. The PBO tried to keep a good communication with contractors and at the same time, it developed a team work feeling in which both parts supported each other. It could be observed that : the  it is possible to achieve successfully the organization‟s objectives and minimize the transactions costs during the execution through essential factors as a careful and detailed planning, team work with all the areas involved, communication and hardworking.

Abstract A PROCESS TO REUSE EXPERIENCES VIA NARRATIVES AMONG SOFTWARE PROJECT MANAGERS By STACIE CLARK PETTER APRIL, 2006 Committee Chair: Dr. Vijay Vaishnavi Major Department: Computer Information Systems Software project management is a complex process requiring extensive planning, effective decision-making, and proper monitoring throughout the course of a project. Unfortunately, software project managers rarely capture and reuse the knowledge gained during a project on subsequent projects. To enable the repetition of prior successes and avoidance of previous mistakes, I propose that software project managers can improve their management abilities by reusing their own and others’ past experiences with written narratives. I use multiple methodologies – including literature review, grounded theory, design science research, and experimentation – to create a process for software project managers to reuse knowledge gained through experiences on software projects. In the literature review, I examine relevant research areas to inspire ideas on how to reuse knowledge via written narratives in software project management. Interviews with software project managers, analyzed using grounded theory, provide insight into the current challenges of reusing knowledge during a project. I leverage design science research methodology to develop a process of experience reuse that incorporates narratives and wikis to enable software project managers to share their experiences using written narratives. Experimentation evaluates whether the process developed using the design science research methodology improves the current knowledge reuse practices of software project managers.

Information systems project management has historically been a problematic area. One of the reasons for this has been the issue of escalation where resources continue to be committed to a failing course of action. While many causes of escalation have been proposed, this dissertation investigates one possible cause: that the project manager may not hear, ignores or overrules a report of bad news to continue a failing course of action: the Deaf Effect response to bad news reporting. This effect has not been previously studied within the information systems literature. In this dissertation, the Deaf Effect is examined through a series of three laboratory experiments and a case study. It finds that in a conducive environment, where the bad news reporter is not seen as credible, and the risk of project failure is seen as low, decision makers tend to view the report of bad news as irrelevant and thus ignore or overrule the report of bad news and continue the current course of action. Role Prescription of the bad news reporter, illusion of control and a perception of a highly politicized environment are factors that also increase the occurrence of the Deaf Effect.

Enterprise resource planning (ERP) projects, a type of complex information technology project, are very challenging and expensive to implement. Past research recognizes that escalation, defined as the commitment to a failing course of action, is common in such projects. While the factors that contribute to escalation (e.g., project conditions, psychological, organizational, and social factors) have been extensively examined, the literature on deescalation of projects is very limited. Motivated by this gap in the literature, this research examines deescalation, that is, on breaking the commitment to the failing course of action with a particular focus on ERP projects. This study is organized as a single-case study of a complex ERP project that was undertaken after a merger of two organizations. It examines how the project team members’ sensemaking is implicated in deescalation. Applying sensemaking as a theoretical lens, this engaged scholarship research contributes to practice by providing recommendations on how to better manage ERP project deescalation. It contributes to theory by providing a nuanced understanding of ERP project deescalation through project team members’ sensemaking activities.

Abstract Today, too many construction projects are delayed and deviates from the budget. A good project management is the basis for successful construction project. The most common planning methods in the construction industry is currently Gantt chart and CPM. The problem with these is that focus is only at the time of the project and doesn’t handle the budget. A project management method which connects the time and cost is Earned Value Management. Earned Value Management enables calculations of different metrics for cost and time that can be used early to see trends in project implementation. The aim of our study is to describe the project managenment in the construction industry and to explain the criteria needed to implement project management methodology Earned Value Management in a construction company. The EVM is unproved at the construction company we chose to do a case study about. We have in a completed building projects in ByggSjögren in Halmstad, Sweden, examined the criteria that exist, and are required to apply Earned Value Management. Through interviews with Annarell Malmberg and Martin Bengtsson, responsible for calculations and purchase of ByggSjögren, and Insa Ostendorf, project manager at Ramböll, we were using the information they gave us to do our study. Based on empirical evidence and data we collected, we have made estimates and proposals for ByggSjögren could proceed at an implementation of Earned Value Management. We have from a completed project studied the criteria that exist today, and what is missing to be able to use Earned Value Management. Finally, we concluded that the criteria that are important to implement Earned Value Management in construction industry is particularly close monitoring. Much of what is included in the Earned Value Management is already being done today in many construction companies, but they have no name for it. / Idag blir alltför många byggprojekt försenade och håller inte budget. Därför är en bra projektstyrning grunden för lyckade byggprojekt. De vanligaste planeringsmetoderna inom byggbranschen är idag Gantt-schema och Critical Path Method. Problemet med dessa är att fokus endast ligger på tiden för projektet och hanterar inte budgeten. En projektstyrningsmetod som kopplar samman tid och kostnad är Earned Value Management. Earned Value Management möjliggör beräkningar av olika nyckeltal för kostnad och tid som kan användas för att i ett tidigt skede kunna se trender i projektgenomförandet. Syftet med vår studie är att beskriva projektstyrning inom byggbranschen samt att förklara vilka kriterier som krävs för att implementera projektstyrningsmetoden Earned Value Management på ett byggföretag. I och med att Earned Value är oprövad på byggföretag valde vi att göra en fallstudie. Vi har utifrån ett avslutat byggprojekt på ByggSjögren i Halmstad undersökt vilka kriterier som finns, och krävs för att tillämpa Earned Value Management. Genom intervjuer med Annarell Malmberg och Martin Bengtsson, ansvariga för kalkyler och inköp på ByggSjögren, och Insa Ostendorf, projektledare på Ramböll kunde vi med hjälp av den information de gav oss utföra vår studie. Utifrån den empiri och data vi samlat har vi gjort beräkningar och förslag på hur ByggSjögren skulle kunna gå till väga vid en implementering av Earned Value Management. Vi har utifrån ett avslutat projekt studerat vilka kriterier som idag finns, och vilka som saknas för att kunna använda sig av Earned Value Management. Slutligen kom vi fram till att de kriterier som är viktiga för att kunna implementera Earned Value Management i byggbranschen är framförallt en noggrann uppföljning. Metoden består av tio viktiga steg, vilka utgör de kriterier som krävs för en implementering. Mycket av det som ingår i Earned Value Management görs redan idag på många byggföretag fast de har inget namn på det.

Engineering asset management (EAM) is a new concept about inter-disciplinary field that combines technique issues of asset reliability, safety and performance with financial and managerial requirements. However, there are few literatures in research and application cases from industries. This thesis takes the Five hundred meters Aperture Spherical Telescope (FAST) project as a case to explore how EAM was processed in large engineering projects. The aim of this study is to figure out the key elements of EAM in the projects like FAST and to develop an EAM model that is suitable for this kind of projects. FAST will be the biggest single radio telescope in the world, that being built in a natural Karst basin in Guizhou, China. In this study, qualitative research and case study were adopted. The related knowledge of EAM was collected from the scientific literature, which helped access the initial theoretical framework. The details of FAST project, which includes the fundamental data and the first-hand information, are from the interviews and surveys. By applying EAM to the project management of FAST, the shortcoming of existing EAM model has been noticed. The existing model mainly focuses on cost-saving and profit-achieving, while ignoring environment and risk management. In order to make EAM model more efficient and practical, this thesis provides a tailored EAM model that could be suitable for large engineering projects like FAST.

Denna rapport beskriver processen som projektledare/bildkoordinator på företaget The Chimney Pot genom hela processen inom postproduktion av en långfilm. Rapporten är utförd i kursen Praktiskt examensarbete inom programmet IT, medier och design på Södertörns högskola under VT 2012. Rapporten beskriver olika faser inom projektledning och hur man använder modeller och verktyg för planering, informationshantering, kommunikation och hur man tillämpar lämpliga modeller för olika projekt. Rapporten innehåller teorier om projektledning och beskrivning hur dessa är använda i det praktiska arbetet med att göra en långfilm, från planering och uppföljning med team till leverans av färdig film till kund. Något som visat sig under projektets gång är hur viktig del kommunikation och tydlighet är i projektarbete samt hur mycket samarbete det krävs inom projektteamet. Denna rapport beskriver kommunikation i teorin samt hur kommunikation använts i detta projekt. / This is a Bachelor thesis report from the programme: IT, Media and Design from Södertörns högskola, spring semester 2012. The report describes the view of a project manager/picture coordinator working at a company within post production, more specifically at The Chimney Pot. The post production process is fully described as well as the different phases of project management. Furthermore, this report includes the theories of project management and describes the implementation of these theories in practical work related to post production of feature film. Consequently, all different steps from planning to follow-up are covered. Hence, the importance of working as a team during big productions is addressed, this in order for a successful delivery of the final product to the client. Something proved during this project is the importance of communication and the importance of working as a team within the project. This report describes communication in theory and how the communication used in this project.