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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.
41

Towards Excellence in Managing the Public-Sector Project Cycle: A TQM Context

Gomes, Carlos F., Small, Michael H., Yasin, Mahmoud M. 04 March 2019 (has links)
Purpose: The purpose of this paper is to assess the management of public-sector projects in Portugal paying particular attention to the extent to which total quality management (TQM) principles are being utilized in such projects. Design/methodology/approach: Based on an extensive review of the literature, nine propositions are advanced about the interrelationships among seven factors that were identified, in a previous study, as having some influence on the management process in the planning and implementation of public-sector projects in Portugal. Structural equation modeling was used to investigate these propositions using data obtained from 211 respondents to a survey of project managers from municipalities across Portugal. Findings: The results of the structural equation model indicate that the TQM components working in tandem with project-management-specific variables provide a systematic means of managing the planning and implementation stages of projects, with technical items being critical in the planning stage and softer management items becoming important in the implementation stage. Research limitations/implications: Readers should be careful not to generalize the findings in a global context or for private sector projects. However, researchers are encouraged to extend this study by including other planning and implementation variables with a view to discerning what particular characteristics of a project make it more amenable to TQM solutions. Practical implications: The findings are presented to show how the key components of TQM, customer focus, employee involvement and continuous involvement, can be applied during the planning and implementation stages of projects. Originality/value: The sample size of 211 is representative of the underlying population of project managers in municipalities across Portugal and is comparatively large in relation to other empirical project management studies from Portugal, lending credence to the generalizability of these finding to public-sector projects in Portugal.
42

Emotionell intelligens : En kvalitativ studie om projektledares och projektmedarbetares subjektiva tolkning av emotionell intelligens

Oreland, Olle, Wallerstedt, Julia January 2020 (has links)
Den tidigare synen på bra ledarskap och hur det kan relateras till IQ har förändrats då forskning visar att framgångsrikt ledarskap även är starkt korrelerat emotionell intelligens. Den begreppsdefinition av emotionell intelligens, författad av Goleman, som utgör grunden till studien innebär förmågan att identifiera, uttrycka och verka som reaktion på egna och andras känslor. Detta har följaktligen blivit allt viktigare då näringslivet har förändrats och numera präglas av projektrelaterade arbetsformer. I takt med denna förändring har behovet av projektledare med emotionell intelligens ökat och eftersom man leder individer mot ett gemensamt mål är det är av relevans att öka förståelsen för vad dess emotionella intelligens har för påverkan på projektmedlemmars arbete. Tidigare forskning om emotionell intelligens i projektrelaterade arbetsformer har präglats av ett kvantitativt tillvägagångssätt där samband eller mönster identifierats. Därför har vi med en kvalitativ metod velat undersöka både projektledares och medarbetares subjektiva tolkningar av emotionell intelligens och skapa förståelse för hur projektledare kan utveckla sitt ledarskap. Med grund i studiens syfte och forskningsfrågor genomfördes en kvalitativ Små-N-studie med ett tolkande perspektiv. För att bibehålla respondenternas uppfattningar i fokus valdes en hermeneutisk utgångspunkt i förklarandet av fenomenet emotionell intelligens. Studien har genom en iterativ process bidragit med perspektiv på ledarskap inom projektarbete och med grund i Golemans definition av emotionell intelligens har vi dels etablerat en gemensam förståelse för ämnet men också format intervjuguiden och således interaktionen med respondenterna. Den insamlade empirin mynnade ut i tolkningar från både projektledarna och medarbetarna vilka belyste vikten av det emotionellt intelligenta ledarskapet inom en projektkontext och hur detta kom att påverka dess arbete. Resultatet åskådliggjorde att reflektion kring ämnet skapade en djupare förståelse för individens eget beteende och hur detta kom att spela in i relation till andra. Ur ett projektledarperspektiv kom en strategisk framställning av dess egenskaper att spela roll dels för hur medarbetarna uppfattar individen samt den slutgiltiga framgången för projektet. Från ett medarbetarperspektiv och dess tolkning av emotionell intelligens är det av vikt att projektledaren handlar utifrån sina känslor samt besitter en anpassningsförmåga till medarbetarna denne samspelar med. / Good leadership have previously been defined by how it can be related to IQ. This has changed as latter research shows that successful leadership is also highly correlated with emotional intelligence. The definition of emotional intelligence, authored by Goleman, which forms the basis of the study involves the ability to identify, express and act in response to one's own and others' feelings. Consequently, this has become increasingly important as the business world has changed and is now characterized by project-related working methods. In line with this change, the need for project managers with emotional intelligence has increased as they guide individuals towards a common goal. Hence, it is of relevance to increase the understanding of what impact the emotional intelligence of a project manager has for the project members work. Previous research on emotional intelligence in project- related methods of work has been characterized by a quantitative approach in which relationships or patterns have been identified. Therefore, with a qualitative method, we have sought to investigate the subjective interpretations of emotional intelligence by both project managers and employees and create an understanding of how project managers can develop their leadership. Based on the purpose and research questions of the study, a qualitative Small-N study was conducted with an interpretive perspective. In order to maintain the respondents' perceptions in focus, a hermeneutic starting point was used in the explanation of the phenomenon of emotional intelligence. The study has, through an iterative process, contributed with perspectives on leadership in projects and based on Goleman's definition of emotional intelligence, we have partly established a common understanding of the topic but also shaped the interview guide and thus the interaction with the respondents. The collected empirics resulted in interpretations from both the project managers and the employees, which highlighted the importance of the emotionally intelligent leadership in a project context and how this affect their work. The result illustrated that reflection on the subject created a deeper understanding of the individual's own behaviour and how it acted out in relation to others. From a project manager's perspective, a strategic presentation of its characteristics became of high importance, partly in how the employees perceive the individual and the final success of the project. From an employee perspective and its interpretation of emotional intelligence, it is important that the project manager acts based on his or her feelings and possesses an adaptability to the employees he or she interacts with.
43

Att ta in miljöaspekter i kommunala projekt : Vilka hinder och möjligheter upplever projektledare? / Integrating environmental aspects in municipal projects : Obstacles and opportunities experienced by project managers

Faleij, Louise, Johanna, Hedqvist January 2016 (has links)
De senaste decennierna har miljöfrågor blivit mer och mer aktuella och kommuner i Sverige har idag ett ansvar att arbeta för hållbarhet och med miljöaspekter. Detta försvåras av att begreppet hållbar utveckling är vagt och därmed är öppet för tolkningar om var tyngdpunkten ska ligga när det gäller de sociala, ekonomiska och ekologiska aspekterna. Inom en kommun sker arbete inom många olika verksamhetsområden och ofta finns övergripande styrdokument, till exempel miljöpolicys eller visioner som gäller miljöpåverkan och som syftar till att miljöhänsyn ständigt ska finnas närvarande i all verksamhet. En vanlig arbetsform inom kommunal verksamhet är i dag att arbeta i projekt, vilket gör att projektledare då har möjlighet att inom ramen för projektet kunna påverka miljöaspekter. En del projekt har som uttalat syfte att ha en positiv miljöpåverkan, men den här studiens inriktning är projekt där miljökopplingen inte vid en första anblick är så uppenbar. Studiens teoretiska ramverk utgår från teorier och modeller om hållbar utveckling i projekt, men handlar också om vilka faktorer individer påverkas av när det gäller vad som hindrar eller möjliggör för dem att bete sig på ett miljövänligt sätt. Studien använder sig av kvalitativ metod och utgår från tre olika kommuner där sex projektledare har intervjuats om deras upplevelser av hinder och möjligheter för att ta in miljöaspekter i sina projekt. Flera av respondenterna upplevde att det fanns goda möjligheter för att ta in miljöaspekter i projekt. De visade själva en positiv attityd och upplevde att det generellt fanns god vilja för miljöarbete, både hos politiker, ledning och medarbetare, samtidigt var detta svårare att koppla till projekt för en del respondenter, då det inte alltid framgick tydligt i styrdokument och arbetsuppdrag och hälften av respondenterna upplevde inga förväntningar på att ta in miljöaspekter i det aktuella projektet. De hinder som framkom var projektets ekonomiska ramar, brist på detaljerad miljökunskap, brist på kommunikation men också att det fanns motsättningar, vilket också kunde påverka att andra, både inom projektgrupp, i verksamheten eller bland kommuninvånarna har olika syn på vad som bör prioriteras. Även projektets förutsättningar kunde innebära både hinder och möjligheter för att ta in miljöaspekter i projekt. Inom den dagliga verksamheten fanns inom vissa områden rutiner och vanor etablerade av miljöskäl, men när det gällde hur miljöaspekter skulle tas in i projekt var förutsättningarna sämre. I studien redovisas också förslag på hur utvecklingsområden som skulle kunna förbättra förutsättningarna för kommunala projektledare att ta in miljöaspekter i sina projekt och som kan göra att en del hinder kan övervinnas. Enligt respondenterna är dessa mer kunskap, utbildning och stöd, fler konkreta hjälpmedel men också mer diskussion kring miljöfrågor för att de ska kunna få högre prioritet. / Over the recent decades environmental issues has become increasingly more relevant and municipalities in Sweden carry the responsibility to strive for the attainment of sustainability and environmental aspects. This work is however obstructed by the difficulty to define the term sustainable development which leads to a hesitancy of which aspect to focus on when it comes to social, economic and environmental aspects. Within a municipality, work is often performed within several branches and there are often regulating documents, environmental policies or visions which aim for the environmental aspect to always be included. Projects are common within municipality work, which means that project managers have an opportunity to influence the environmental aspect within their respective project. Some projects have a clear purpose to attain an environmental effect, though the purpose of this study is to examine projects where the environmental aspect is not clearly stated. The theoretical framework in this study is based on theories about sustainable development within projects, as well as the factors affecting individuals when it comes to behaving in a fashion that is environmentally plausible.This study make use of a qualitative method and was conducted in three municipalities with six project managers interviewed about their experiences of obstacles and possibilities to work with environmental aspects within their projects. Several of the respondents had good experiences of working with environmental aspects in their projects. These respondents showed a positive attitude and had the general conception that there was a positive attitude towards environmental aspects among politicians, the management and co-workers alike. For some respondents though, this was not the case. They had difficulties connecting environmental aspects to their projects. Partly because there were no clear instructions in the regulating documents or assignments, but also because they perceived no expectations of such. Obstacles that were observed were uncovered economical hindrance, lack of detailed environmental knowledge and lack of communication. There were also issues of disagreement within the project staff, the branch or between the residents of the municipality of what to prioritize. Even the prerequisites of the project would sometime be a hindrance, as well as promotive, to the environmental aspects. Within the daily work there were routines and habits established because of environmental reasons, though when it came to how environmental aspects were to be included in projects the conditions were worse. This study also suggest development areas that could improve the conditions for project managers within municipalities to include environmental aspects. According to the respondents these are knowledge, education and support, concrete support as well as more discussions concerning environmental issues with the purpose of increasing their priority.
44

Organizacinės projektų valdymo brandos ir projektų vadovų kompetencijos sąryšio analizė: įtaka projektų valdymo raidai Lietuvos organizacijose / Analysis of organizational project management maturity and project management expertise relationship: The impact of development projects management in Lithuanian organizations

Kupčiūnaitė, Erika 15 June 2011 (has links)
Šio darbo tikslas – ištyrus organizacinę projektų valdymo brandą ir asmeninę projektų vadovų kompetenciją, nustatyti jų koreliacijos buvimą arba nebuvimą ir pateikti pasiūlymus atitinkančius šiandienos tendencijas, kurie padėtų pagerinti esamą projektų valdymo padėtį Lietuvos įmonėse. Pirmoje darbo dalyje analizuojama mokslinė literatūra, kur abibrėžiamos projektų, jų valdymo, projektų vadovo sampratos, taip pat projektų valdymo brandos samprata ir jos vertinimo priemonės. Antroje darbo dalyje analizuojami tyrimo, atlikto Lietuvos projektų vadybos asociacijoje, rezultatai. Atlikus anketinę apklausą išryškėjo tendencija, kad Lietuvos įmonėse, vykdančiose projektus, dažniau dirba aukštesnės kompetencijos projektų vadovai ir organizacijos nevisada sugeba užtikrinti jiems reikalingas darbo sąlygas bei išteklius, reikalingus sėkmingam projektų įgyvendinimui. Trečioje darbo dalyje pateikiamas pasiūlymų projektas,paremtas vienu iš brandos vertinimui ir gerinimui skirtų modelių – OPM3 ir skirtas pagerinti organizacinio projektų valdymo brandą organizacijoje. / The aim of this paper - the study of organizational project management maturity and personal project management expertise to establish the relationship between them and to submit proposals consistent with contemporary trends to help improve the current situation in project management in Lithuanian companies. The first part analyzes the scientific literature, which defines the concept of project management, the project manager, as well as the concept of project management maturity and its assessment. The second part analyzes the results of survey of Lithuanian Project Management Association. After the questionnaire survey showed a trend towards the Lithuanian companies which carry out the projects are concentrated in higher-expertise project managers and organizations are not always able to provide them with the necessary working conditions and resources necessary for successful project implementation. In the third part is presented project of proposals, based on one of the maturity assessment and improvement of models - OPM3 and to improve organizational project management maturity in an organization.
45

Project Manager Competencies in managing International Development Projects : The Project Managers' Perspective

Adams, Brent Michael, Tran, Thi Bich Van January 2017 (has links)
This research studies the competencies of International Development (ID) project managers from their perspectives, taking into consideration the contextual factors and the challenges that they face when managing ID projects. The study adopts a constructionist ontological viewpoint and an interpretivist epistemological philosophical assumption. The nature of the research is exploratory with an inductive approach, using qualitative research method. The data was collected through semi-structured interviews with experienced project managers in International Development projects. Template analysis strategy was used to analyse the data. The findings show that contextual factors have a significant influence on the challenges that ID project managers face when managing projects. Contextual factors are operating environment, large network of stakeholders and intangible goals of ID projects. Five challenges were identified as the results of the context, namely stakeholder management challenge, beneficiary needs analysis challenge, the challenge of balancing strategic and operational views, capacity building and training challenge and sustainable funding challenge. To overcome these challenges, seven ID project manager competencies were identified management skills, personal qualities, interpersonal skills, stakeholder engagement skills, capacity building skills, and change management skills. These competencies are found to be interrelated and complementary. While the role and responsibilities of ID project managers were also uncovered during the research, the findings on contextual factors, challenges and competencies help to better understand the ID project manager role and responsibilities. This study makes the contributions from both theoretical and practical point of view. With regards to theoretical contribution, our findings expanded on ID project manager competencies as well as relating them to the context and challenges in ID projects. The role and responsibilities of ID project manager is another theoretical contribution in this study. From a practical point of view, this thesis’s findings would be useful for various organizations who deliver ID projects, particularly human resources management. In addition, it can act as knowledge sharing with ID project managers and help in designing and enhancing educational programmes in ID project management. Overall, this could result in better delivery and overcoming the challenges of International Development projects.
46

Spefika vedení a rozvoje projektovych týmů v IS/ICT / Specifics of Project Team Managing and Development in IS/ICT

Hamza, Jan January 2009 (has links)
Project management is now the basis for the activities of most companies, whether local or multinational, regardless of the sector in which they operate. Construction industry can be considered as a birthplace of project management, due to the need to monitor the continuity of work. With the adoption of project management by other sectors--primarily engaged in information systems and telecommunications technologies--project management is given a new direction. If we add to this trend the current focus on the development and care of human resources (the impact of soft skills on the work of managers), we get two conflicting tendencies: on the one hand there is a significant development of project methodologies and techniques oriented mainly to the administration of the entire process of project management (planning, managing and reporting); on the other hand there are training methods that focus on the development of soft skills (teamwork, creativity, communication skills or leadership skills). But what is lacking is the integration of both approaches. The main objective of this doctoral thesis, Specifics of Project Team Managing and Development in IS/ICT, is to determine whether project teams behave as real teams, as defined by current theories, or whether they behave as specific working groups. The sub-objectives are 1) to identify the key skills that project managers need for leading teams, 2) identify the key soft skills of project team members which need to work effectively in a team, and 3) find out how project teams work with knowledge. The research included in this work is aimed at mapping the position of the project manager as a leader of the project team with an emphasis on the issue of soft skills in the project management of IS/ICT companies. Three independent data sources enable us to understand the situation in several existing project teams from different perspectives (project manager, team member and head of the project management office), with an emphasis on project manager as a leader of the team. The research was performed in companies engaged in mobile communications in the Czech Republic (GSM service providers) and their suppliers. The total research involved 224 respondents. This data was then generalized and applied to companies operating in the field of IS/ICT in the Czech Republic. The conclusion summarizes the benefits for the development of science (in the specific field of project management as well as in management in general) for business and for education.
47

DEVELOPING ORGANIZATIONAL DYNAMIC CAPABILITIES IN PROJECT-BASED INTEGRATED SOLUTION : A Study of Servitization in Chinese Water Treatment Industry

Shao, Hong Xiang January 2019 (has links)
Manufacturing firms seeking to create and extend competitive advantage are striving to include more services into their offerings. Meanwhile, there are research gaps such as how frontline service providers influence organizational dynamic capabilities and how organizational dynamic capabilities can be developed in servitization need to be systematically studied and explicitly explained. Although service is characterized by service providers applying own knowledge and skills for the benefits of customers, service providers are traditionally looked as pure decision takers. The influence of service providers upon organizational dynamic capabilities is habitually underestimated.   Because solution is classified as the most common offering in servitization and project-based integrated solution is an essential category in solution the study launched in this thesis focuses on firms providing project-based integrated water treatment solutions. The attempt to fill identified research gaps is carried out in three steps by answering hereinafter questions: What roles the frontline service providers, project manager and team members, play in project-based integrated solution? How service providers can influence organizational dynamic capabilities in project-based integrated solution? What mechanisms service providers can leverage to develop dynamic capabilities in project-based integrated solution?   This thesis builds on the intersection of dynamic capability and servitization literatures and is complemented by insights from project-based organization researches. Knowledge about the micro-foundations of dynamic capabilities in project-based integrated solution is generated from literature review. Data on potential strategic roles of service providers, their influence on organizational capabilities, and mechanisms to develop capabilities are collected in semi-structured interviews. In this thesis, the strategic roles which project manager and team members play, and their respective influences upon organizational capabilities are differentiated. Meanwhile, data in relation with the service cocreators on customer side are also collected and analysed, and their influence on project performance is discussed. Overall, this study is qualitative in nature and the theory development follows a deductive in combination with inductive approach.   This study generates at least four theoretical contributions: firstly, it classifies the roles frontline service providers could play; secondly, it deepens the understanding of the influence frontline service providers could have on  organizational capabilities; thirdly, it explores the micro-foundations of dynamic capabilities in servitization; and fourthly, it provides preliminary findings about the influence of service co-creators. This study also brings multiple managerial contributions for example providing insights for managers to reconsider firm organizational structure, decision-making processes, human resource and knowledge assets management in servitization. Additionally, this study suggests that there are applicable mechanisms for firms to develop capabilities in project-based integrated solution. Finally, this study emphasizes that, to improve project performance, managers should also put more efforts on developing service cocreators’ capabilities.
48

Tendência empreendedora do gerente de projeto : importância para o sucesso dos projetos / Project manager enterprising tendency : importance to projects success

Russo, Rosaria de Fatima Segger Macri 14 September 2007 (has links)
Novos negócios, novos serviços, novos processos e a evolução constante dos que já existem, além do atendimento das estratégias estabelecidas, são desafios diários da organização. Isso indica a necessidade de se ter funcionários, independentemente do nível hierárquico, que possuam senso de oportunidade e sensibilidade para os desafios e os problemas enfrentados pela empresa, além da obstinação em resolvê-los, características ligadas ao conceito de empreendedorismo corporativo. De um outro ponto de vista, o atendimento das estratégias, em sua maioria, é realizado por meio de projetos, sendo o maior responsável pela sua liderança: o gerente de projetos. Assim, nesse processo, esse profissional torna-se um elemento chave para o sucesso do projeto e das estratégias; adicionalmente, pode se tornar importante para o futuro da organização, ao usar sua capacidade empreendedora para vislumbrar novas necessidades e oportunidades. No entanto, o gerente de projetos tem responsabilidades operacionais, de monitoramento, contabilização e controle perante o projeto, para que os objetivos iniciais sejam atendidos, quando talvez as características de um empreendedor não sejam necessárias. Torna-se então relevante avaliar se as características de um empreendedor corporativo agregam valor ou não ao gerente de projetos, na medida em que elas se reflitam em projetos mais bem sucedidos. Para essa avaliação, realizou-se uma pesquisa por meio de 164 gerentes de projetos, em sua maioria homens bastante experientes, com pós-graduação. A análise não-paramétrica indicou uma tendência de se ter projetos mais bem sucedidos quanto maior for a tendência empreendedora do gerente de projetos. Houve um destaque para a tendência criativa, para a qual pôde-se observar um impacto positivo em inúmeros critérios de sucesso, inclusive sugerindo que quanto maior a tendência criativa do gerente de projetos, maior será a possibilidade do projeto ser bem sucedido. Como não se encontrou menção dessas características nos autores pesquisados nesse estudo, recomenda-se a revisão do estudo do perfil do gerente de projetos, a fim de se avaliar mais profundamente a inclusão da tendência criativa em seu perfil. Um gerente de projetos não pode mais ser visto como um mero executor; deve sim ser visto como um parceiro importante no reconhecimento e busca de novas oportunidades, além da contribuição aos bons resultados, pela persistência em solucionar problemas e desafios encontrados no desenvolvimento de suas atividades. / New businesses, new services, new processes, the already constant evolution of them, also the settle strategy are the organization daily challenges. So,it indicates they require to have employees, independently from hierarchical level, who have a sense of opportunity and sensibility to the problems and dare faced by the company, and a strong will to solve them. These characteristics are part of the conception of corporate entrepreneurship. A another point of view: these strategies solutions are in its majority made by projects, and the responsible person for its leadership is the project manager. Therefore, in this process he becomes the key element to the project and strategy success; additionally he can become very important to the future of the organization when he applies his entrepreneur skills to glimpse new necessities and opportunities. However, the project manager has operational responsibilities, like monitoring, accounting and control, in order to attend the initial targets, even whenever entrepreneur skill might not be necessary. Therefore, it is relevant to evaluate whether a corporate entrepreneur skills add values to the project manager or not, from the moment they are used in successful projects. A research with 164 project managers with post-graduation courses and great work experience was carried on, in order to have this evaluation. Nonparametric analysis indicated a tendency of more successful projects as far as the manager entrepreneur skills tendency increase. There was an emphasis for the creative tendency, which a positive impact in several successful criteria could be observed, also suggesting that the more creative tendency of the project manager, the more it will be the responsibility of a successful project. As there are not mention about this characteristics in the literature, we recommend a profile project manager review to fill this gap. A project manager cannot be like a simple person who carry orders; he should be a partner in a enterprise to seek opportunities, beside his or her contribuition to fix the problems and challenges.
49

Funktioner som bör ingå vid etablering av ett projektkontor - en fallstudie av projektledares upplevda behov / Functions that should be included when establishing a project management office - a case study of project managers' perceived needs

Zimmerman, Zeina January 2019 (has links)
Sedan behovet av att skaffa sig konkurrensfördelar uppstod har organisationer utvecklat mer flexibla organisationsformer. Projektkontor är ett sådant exempel. De är komplexa så till vida att de kan organiseras på olika sätt, på olika organisatoriska nivåer och inrymma ett spektrum av funktioner. Projektkontor har historiskt etablerats utan att inventera organisationens behov. Syftet med uppsatsen har varit att undersöka medarbetares upplevelser av behov av stöd i sin projektledarroll. Detta för att göra det möjligt att ta fram förslag på funktioner som bör inkluderas vid etablering av ett stödjande projektkontor inom den undersökta organisationen. Åtta semi-strukturerade intervjuer har genomförts och data har bearbetats genom tematisk analys. Detta resulterade i fyra teman som beskriver projektledarnas upplevelser av behov av stöd: förankring från början till slut, ökad projektmognad inom organisationen, bollplank som är tillgängligt efter projektledarens behov samt initialt stöd via personliga möten. Studiens fyra teman diskuterades sedan utifrån Hobbs och Aubrys modell från 2007, med 27 projektkontorsfunktioner indelade i fem funktionsgrupper. Detta ledde fram till ett antal konkreta förslag kring stödfunktioner som bör inkluderas vid etablering av projektkontor inom den studerade organisationen. / Since the need to gain competitive advantage, organizations have developed more flexible organizational forms. Project management offices are such an example. They are complex to the extent that they can be organized in different ways, at different organizational levels and contain a spectrum of functions. Project management offices have, historically, been established without inventing the organization’s needs. The purpose of this thesis has been to investigate employee perceived needs for support in their project management role. This is to enable proposals for functions that should be included when establishing a supporting project management office within the studied organization. Eight semi-structured interviews have been conducted and data has been processed through thematic analysis. This resulted in four themes that describe the perceived needs of project managers: anchoring from start to finish, increased project maturity within the organization, coach available according to project manager’s needs and initial support through personal meetings. The four themes of the study were then discussed based on the model of Hobbs and Aubry from 2007, containing 27 project office functions, divided into five groups of functions. This lead to a number of concrete suggestions on support functions that should be included when establishing a project management office within the studied organization.
50

Förtroendefullt projektledarskap : En kvalitativ studie om förtroendets betydelse i temporära organisationer / Trustful project leadership : A qualitative research about the importance of trust in temporary organizations

Rosenqvist, Emelie, Strecker, Johanna, Widén, Viktoria January 2014 (has links)
Forskning inom temporära organisationer har tidigare fokuserat på förtroende från projektledarens perspektiv, därmed fann vi det intressant att undersöka vikten av förtroende utifrån medarbetarnas perspektiv. Syftet med studien har varit att, med utgångspunkt från medarbetare i temporära organisationer, undersöka om projektledare behöver besitta vissa specifika egenskaper för att skapa förtroende. Vidare att undersöka om dessa egenskaper har en lika stor påverkan av skapandet av förtroende eller om det enbart är vissa egenskaper som anses vara grundläggande.Med en kvalitativ forskningsansats har vi genomfört elva semi-strukturerade intervjuer där insamlad data sedan har transkriberats, analyserats och diskuterats och jämförts med studiens teoretiska utgångspunkter. Vi kunde därefter urskilja vissa specifika egenskaper som en projektledare bör besitta vid skapandet av förtroende. Av insamlad empiri fann vi olika benämningar för egenskaper hos en projektledare som kunde kategoriseras. Till följd av detta identifierade vi istället egenskaperna som faktorer vilka medarbetarna hävdade vara av vikt vid skapandet av ett förtroende. Dessa kategorier var; konsekvent beteende, integritet, delegering, kommunikation, visande av intresse och kunskap och kompetens.Resultatet pekar på att förtroende för en projektledare skapas utifrån individuella behov och värderingar. Samtidigt kunde vissa faktorer urskiljas som mer primära än andra, vilket bidrog till att dessa delades upp i två kategorier, hårda faktorer (primära) och mjuka faktorer (sekundära). Ytterligare slutsats blev att förtroende skapar både möjligheter och hinder i en temporär organisation vilket är en intressant aspekt att forska vidare kring. För vidare forskning är det även intressant att studera mer ingående kring hur man skapar ett initialt förtroende i temporära organisationer men även att man fördjupar sin kunskap kring temporära organisationer och dess speciella utformning och krav.

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