That change processes are exciting but sometimes hard to implement for organizations is a known fact. But the change process that I am looking into in this study is beyond hard, as this was change that had to be implemented no matter what. This is the story about the project organization whose sole purpose was to create a permanent organization and then almost over night changed into a permanent, operating organization and with the major differences that entailed. What inspired me to do this research was most and foremost a self-experienced life as a ”project worker” for the same operating field as the case organization. The thrill of always stepping into unfamiliar territory and hardly ever having to do things two times was almost addictive. And it was the individual human aspect of this change that caught my interest for this study. How did they experience this massive change and, did they learn from it and how? And as we are all different as human beings, so was each experience different. After a series of two interviews per informant, conducted two years apart, emerged seven categories from the data analysis that had impacts on their experience, two transition categories and five learning categories. For transition emerged the categories of awareness of change and grief process. For learning emerged framework/ structure, psychological ownership, goal orientation/vision, interpersonal relationships and leadership as categories having an impact on their experiences. I used the results from the data analysis and discussed these with the background of different theoretical perspectives. To cover the vast area of aspects that emerged, I have used theoretical perspectives about project organizations vs. permanent organizations, organizational transitions, learning in organizations, psychological ownership, leadership and vision and goal orientation. My three very different informants had also very different roles in the organization and different private situations, which had an impact on their experienced outcomes of the process. For the category goal orientation/ vision my findings suggested that common for all three of them, however, was a lack of an experienced vision bringing them beyond the launch of the project and into the new permanent organization. With such a vision, transforming from project to permanent organization might have been a smoother process.

Abstract Functional organization is nowadays the most common form of business organization structure, the company's department was established in accordance with business function and forms a pyramidal structure of organization, and this is the so-called traditional organizational structures. This organizational structure has the greatest advantage of the easy control and more accurate on the budget and cost calculations. In such functional organization structure, its main disadvantage is too slow in responding to condition changes and this reaction need interdepartmental coordination. If the environment changes faster or technology is a non-routine and interdependent, then the phenomenon of longitudinal decision-making information overloading and senior decision making slowly will take place. In such an organization, everyone used to wait for a high-level decision and lack of horizontal linkages and solve problem autonomously. Formosa Plastics Goup is a flat functional organization. Formosa heavy industrial is a subsidiary of Formosa Plastics Group, established in 1991. The main business of Formosa Heavy Industries Corporation in recent years has been changed from undertake co-generator power plant for group in-house company to undertake overseas cogeneration power plant turnkey projects. In order to make the project execution more efficient on integration, management and accomplish project per contract specified schedule, specification, quality, performance and under budgets, Formosa heavy industrial tried to execute project by means of project organization. But the power and responsibility of functional unit are often more obvious than project team, result in the project team was unable to implement the project of the desired performance. This research expects to know how large engineering companies organize their project teams and how good their performances are by investigating the characteristics and advantages of the project organization. Besides, expert interviews are conducted in two major engineering companies, GIBSIN Engineers, Ltd. and CTCI CORPORATION. And through the in-depth case study on corporate environment, corporate culture, enterprise system and the department characteristic, it is recommended that Formosa Heavy Industries Corporation Co-generation Department had better to take Matrix project organization. Formosa Enterprise system is given responsibility and authority according to its functional organization of vertical schema, inevitably, the project manager could not given formal authority that is departed from the established system of the company. The actual practice is to incorporate project manager into the decision making procedure of each functional division regarding of the project. One of the reasons is that the project manager can fully grasp the progress rates of various functional departments.Secondly, the project managers can follow the project implementation point of view to involve in the decision-making on the implementation of operations appropriately and Immediatly. Finally, this research recommends that the implementation would be required to the environment, organizational culture, interpersonal relationships, and information flow so can enhance the effectiveness of project execution. Key words: project management, project teams, functional organization, project organization.

Den här fallstudien undersöker utmaningar med projekt som arbetsform. Fallstudien är gjord på ett större företag som har arbetat i projektform under många år, som har problem med att kostnaderna drar iväg okontrollerat under projektens gång och det är svårt att hålla tider i projekten. Studien är inriktad på projektets första faser eftersom det är där det går att påverka resurs- och tidsåtgång och således hela utgången för projektet. Syftet med studien är att undersöka hur en projektorganisation skulle kunna arbeta i de tidiga faserna av projekt, för att projekten ska hålla sig inom angivna ramar för tid och kostnad. En kvalitativ metod valdes för att få en djupare förståelse för fallföretagets nuvarande situation. Sekundärdata insamlades genom vetenskapliga artiklar och litteratur inom området projektarbete. Det empiriska materialet samlades in genom semi-strukturerade intervjuer med 12 personer som arbetar i olika roller i fallföretagets projekt. Det empiriska materialet bearbetades sedan och skapade på så vis studiens resultat. Studiens analys och diskussion skapades genom att ställa resultatet mot teorin. Studien visar att det är viktigt att fokusera på arbetet i de tidiga faserna av projekt för att lyckas med projekten som helhet. Studien bidrar med en systematisk genomgång av de problem som kan uppstå i tidiga faser av projekt samt förslag på lösningar av dessa problem. Den här fallstudien undersöker utmaningar med projekt som arbetsform. Fallstudien är gjord på ett större företag som har arbetat i projektform under många år, som har problem med att kostnaderna drar iväg okontrollerat under projektens gång och det är svårt att hålla tider i projekten. Studien är inriktad på projektets första faser eftersom det är där det går att påverka resurs- och tidsåtgång och således hela utgången för projektet. Syftet med studien är att undersöka hur en projektorganisation skulle kunna arbeta i de tidiga faserna av projekt, för att projekten ska hålla sig inom angivna ramar för tid och kostnad. En kvalitativ metod valdes för att få en djupare förståelse för fallföretagets nuvarande situation. Sekundärdata insamlades genom vetenskapliga artiklar och litteratur inom området projektarbete. Det empiriska materialet samlades in genom semi-strukturerade intervjuer med 12 personer som arbetar i olika roller i fallföretagets projekt. Det empiriska materialet bearbetades sedan och skapade på så vis studiens resultat. Studiens analys och diskussion skapades genom att ställa resultatet mot teorin. Studien visar att det är viktigt att fokusera på arbetet i de tidiga faserna av projekt för att lyckas med projekten som helhet. Studien bidrar med en systematisk genomgång av de problem som kan uppstå i tidiga faser av projekt samt förslag på lösningar av dessa problem. / This case study investigates the challenges with project as a form of work. The case study is done at a larger company which has been working with project as a work form through many years, facing issues with keeping within time limits and over limited costs. The study is fo-cused upon the first phases of the project, because that is where impact can be made on the time- and resource- limits and therefore has an impact on the outcome of the project. The purpose of the study is to investigate how a project organisation could work in the early phases of a project, for the projects to be able to stay within the time frame and to keep costs down. A qualitative method was chosen to get a deeper understanding of the current situation of the case company's situation. Secondary data was brought together by scientific papers and litera-ture within the fields of the current project case. The empirical material was brought together through semi-structured interviews with 12 different people who all had different working fields within the project. Thereafter the empirical material was processed and created the re-sult of the study. Analyse and discussion of the study was created by putting the result to-wards the theory. The study shows that it is important to focus on the work in the early phases of a project for the success of the projects as a whole. The study provides a systematic review of the problems that can occur in the early phases of a project and propose solutions to these problems.

<p>How can a multi project organisation use Wiki to support improvement of knowledge management and project evaluation to become a learning organisation? The main purpose of this thesis is to give management and employees a better understanding of how Wiki supports knowledge management and project evaluation. The second purpose is to illustrate possible difficulties and pit falls that comes with the implementation of Wiki based learning. The theoretical framework initiates by explaining multi project organizations, then describes Argyris and Schöns theories about organizational learning and learning organizations. The second half of the theory chapter brings up theories about important areas for a learning organization. We have used a qualitative approach to gather profound data for the study. The empirical framework presents the fallout of the interviews we had with the studied company. Our study demonstrates how Wikis can be a great support to improve knowledge management and project evaluation. A Wiki functions as a knowledge repository that integrates divisions in an organization and facilitates to take part of, document and share knowledge. The study also demonstrates that problems can occur when implementing a Wiki. This is shown by managerial resistance due to the attitude towards knowledge management and an uncertainty about quality control of a Wiki’s content. To answer this resistance the employees can suggest a demonstration where they during a period of time use Wiki to describe when it could have benefited them in the daily activities. To be follow up with a trialperiod if the outcome is successful.</p>

How can a multi project organisation use Wiki to support improvement of knowledge management and project evaluation to become a learning organisation? The main purpose of this thesis is to give management and employees a better understanding of how Wiki supports knowledge management and project evaluation. The second purpose is to illustrate possible difficulties and pit falls that comes with the implementation of Wiki based learning. The theoretical framework initiates by explaining multi project organizations, then describes Argyris and Schöns theories about organizational learning and learning organizations. The second half of the theory chapter brings up theories about important areas for a learning organization. We have used a qualitative approach to gather profound data for the study. The empirical framework presents the fallout of the interviews we had with the studied company. Our study demonstrates how Wikis can be a great support to improve knowledge management and project evaluation. A Wiki functions as a knowledge repository that integrates divisions in an organization and facilitates to take part of, document and share knowledge. The study also demonstrates that problems can occur when implementing a Wiki. This is shown by managerial resistance due to the attitude towards knowledge management and an uncertainty about quality control of a Wiki’s content. To answer this resistance the employees can suggest a demonstration where they during a period of time use Wiki to describe when it could have benefited them in the daily activities. To be follow up with a trialperiod if the outcome is successful.

This research was initiated in the belief that new product development requires the integration of diverse knowledge located in different units or organizations. In recent decades, evolutionary scholars have emphasized the importance of coherent systems and regional scientists have highlighted the importance of geographical proximity for easier transfer of tacit knowledge. Despite the strength of these explanations, they do not adequately address the balance between tacit and explicit knowledge, ignoring different types of knowledge conversion process (Nonaka and Takeuchi, 1995). My research aims to bring a greater understanding of the integration of diverse knowledge for innovation achievements among different actors. Specifically, this thesis deals with project organization for new product development, exploring three main research areas: (1) company utilization of external companies and freelancers for project formation in relation to resource mobilization of companies; (2) types of knowledge conversion among employees within and between departments; and (3) the impacts of several meditating factors on clustering orientations of companies. These meditating factors include knowledge codification, IT technology for communication, and trust mechanisms that help to mobilize external knowledge and reduce friction among team members. In this study, data are collected from questionnaire survey (104 firms) and interviews with 34 persons in the Korean game industry. Probit model, tobit model, and OLS regression model were used. The main findings are as follows. First, codified knowledge concept reports, prototypes, and manuals is produced through externalization as a game development project is in progress. Second, among several indicators of internal capability of companies, the type of initial industry whether game companies started their business in the game industry and expenditures on the purchase of intellectual property rights from other cultural industries have significant and positive impacts on the utilization of external partners. Third, information communication technology has a significant, negative impact on clustering orientation of companies while reliance on communities of practice and built-in trust have significant, positive impacts on that.

Company F is a well-known petrochemical group in Taiwan. In the early stage of the company founded, the engineering manpower is not sufficient for construction project. All construction projects generally execute with a whip style organization. Into the growth stage in the 1970s, the manpower of the engineering department has been quite adequate with professional skill. In that time, the whip-style organization of plant construction project change to function-style organization model. After the start of the 1990s, a large petrochemical expansion project was start; more than 10 plant construction projects must be executed at the same time. Company F allowing the use of a whip-style project management model to save project manpower. In last 10 years, both of two project organization modes were used when the petrochemical expansion coming to an end. According to the past experience, part of project has been quite successful and part of project failing in schedule, quality and cost control. In this thesis, according to individual construction project practices evaluate the management procedure and mode. By following the engineering management standards of company F combined with the basic concept and theory of project management, supplemented by practical engineering experience to identify the key success factor for project management. And by the case study analyzing optimized project management model for engaging in plant construction project management to follow. This study will summarize the operation procedure of plant construction project management and the standard of project management organization by integration of existing project management specification and the experience of construction projects. That will compare with the literature of project management field and organizational model, than by the personal experience of construction project cases to evaluate the different point of project management field to find the successful and failed reason then find out key success factors. Followed by the combination of standard project organization, literatures of project organization mode and plant construction project cases evaluate what is the best project management model. The key success factors of construction project management can be used to improve the management of construction project for engineering department and company. By the analysis of the optimized construction project management model, the results could be referred for the future of all kinds¡¦ construction project. According to the results, that could supply the improving suggestion for engineering management execution of the engineering department to ensure more safety, quality, cost and schedule control on the construction management. KEY WORDS: Project Management,Construction Management,Project Organization,Project Manager,Construction Project,Key Success Factors

Kommunikation på byggarbetsplatsen har en stor förbättringspotential enligtSvensk Byggtjänsts undersökning. Rapporten visar att stora besparingar kangöras i byggbranschen och särskilt hos entreprenadföretagen. Dettaexamensarbete beskriver hur kommunikationen sker på två av Skanskasbyggarbetsplatser i Uppsala. Det visade sig att majoriteten av de problem somuppstår i byggskedet kan härledas till en brist på tydlighet i kommunikationenpå byggarbetsplatsen. En litteraturstudie har utförts som grund till arbetet. Dåkommunikation är ett brett ämne har studien avgränsats till ämnenaLedarskap, Projektorganisation, Möten och Språk. Utifrån dessa rubriker harkvalitativa intervjuer utförts med syftet att ta reda på hur kommunikationenfungerar, upplevs och arbetas med.Studien visar att besparingar kan göras genom att öka medvetenheten avkommunikation som ett redskap och att aktivt arbeta med kommunikation. / A survey made by Svensk Byggtjänst (Swedish Building Information Service)concludes that communication plays an important role in the constructionindustry and that it has a great potential of improvement. This diploma workshows that significant savings can be made in the construction industry andespecially in the field of production. This thesis describes how communicationtakes place at two different construction sites belonging to the Swedish buildingconstruction company Skanska. According to the interviews carried out at theconstruction sites, we realized that the majority of problems were sprung out ofa lack of clarity in communication. A literature study has been performed andsince communication is a wide topic, this study has been confined to thefollowing subtopics: Leadership, Project, Meetings and Language. With theseheadlines in mind, interviews were conducted. The aim was to find out howcommunication works at work sites in the construction industry and how theworkers experienced the communication within the field of production.The study shows that savings can be achieved through increased awareness ofcommunication as a tool and to actively improve interpersonal communication.

The diploma thesis deals with project management in Business Intelligence, a relatively new area of information systems. The first part of the thesis describes basic background of project management in general and some specifics of information systems project management. As one of the fundamental concepts, thinking about a project within its lifecycle is accented. The practical part examines the challenges of managing BI projects in a real financial institution in the Czech Republic. The aim of this section is to fill gaps in the existing project methodology of the financial institution by creating a mapping between the project lifecycle and processes of world-renowned PMBOK methodology.

The  construction  industry  is  a  costly  business  such  in  respect  of  capital  for  most construction defects which then require rework, tear down and rebuild again. This study is  meaningful  awareness  of  tools  that  can  reduce  this  best  through  communication  and information sharing between the parties.  The  construction  industry  is  known  as  temporary  projects  organizations,  where  the construction  project  consists  of  several  actors  who  have  to  communicate  and  share information  between  them  to  avoid  mistakes  later  in  the  build  time.  These  actors  are bounded together thus for the duration of the project, then broken when the project has reached its end. The challenge here is for these actors to apply a tool that can help and simplify communications, information sharing, and perhaps the most important aspect is to  create  a  routine  for  the  association  and  the  shattering  of  these  actors.  To  implement such  behavior  using  a  tool  such  as  BIM  in  the  industry  whose  size  perhaps  is indescribable may be a very hard task.  BIM (Building Information Model) could be seen as the solution to this problem because it  acts  as  a  portal  where  the  actors  involved  must  sign  in  and  communicate,  share information, and eventually create a behavior, a routine for this association and division of  the  actors  following  the  end  of  the  project.  The  technology  could  help  the  involved from  the  beginning  of  the  project,  already  in  the  model  stage,  break  down  and  prevent any construction barriers when the building has been placed in the works.  In the current situation used paper models, 2D models and three-dimensional models, 3D, where  the  last  one  is  a  part  of  the  BIM.  BIM  makes  it  also  possible  to  implement  4D, price  calculation  for  the  construction  from  beginning  to  end  and  5D  ie  construction details such as what kind of wood the door is made of, what kind of concrete it is, and even the amount of cable for the construction for example.  BIM  is  seen  as  a  information  technology  used  primarily  in  construction,  where  to encounter  several  obstacles  during  the  implementation  and  use  of  such  technology  is expensive  to  implement  in  a  small  operation,  but  it  creates  many  drivers,  many  agents that  have  implemented  BIM,  which  ultimately  pays  according  to  those  who  can  afford and in the current situation using it