Diana Chronéer

A Holistic View on Learning in Project‐Based Organizations

Although researchers have over the years highlighted the importance of managing and supporting learning in project-based settings, it still seems to be problematic. New project management capabilities are needed, such as systems thinking, which will allow project-based organizations to better cope with learning in the organizations. This article explores how Swedish project-based organizations within an engineering and construction context manage and support learning activities today and discusses, with the support of process management literature, how an “organizational-wide project learning process” could improve the prerequisites for learning in project-based organizations. Our findings from three project-based organizations indicate a lack of a holistic perspective on project learning. A conceptual model is proposed, with the aim of validating and promoting process thinking by introducing, for example, new roles responsible for intra-and inter-project learning, respectively.

Determinants of an effective product development process : towards a conceptual framework for process industry

Organisation and management of the product development process have been an issue in both academia and industry for over three decades. The literature on product development is growing, but Process Industry is often lacking in these discussions. Therefore, this paper focuses on linking the determinants of an effective product development process to Process Industry and the implication this may have on a traditionally very process-oriented industry by nature. Further, the paper organises the burgeoning product development literature into three main determinants: innovation type, technology strategy and organisational aspect. The selection of determinants to the conceptual framework, adjusting for Process Industry origins in previous written research material and our own empirical work of product development in Process Industry, is briefly presented at the beginning of the paper. Our literature review focuses on the product development process and builds the framework of our conceptual model detailing the elements of intra- and inter-firm processes in the product development process of the Process Industry. Our purpose is to give an increased understanding of the changed innovation pattern in Process Industry and its implication on activities concerning organisation and management of the product development process.

Maturity assessment: towards continuous improvements for project-based organisations?

Purpose – The purpose of this paper is to contribute to the empirical research on project management (PM) maturity assessments, specifically based on a maturity model. Design/methodology/approach – The empirical data are based on a case study including in-depth interviews with a semi-structured approach, followed by a focus group interview. A survey was distributed within a project-based organisation (PBO) and to client and stakeholder representatives, and then analysed. The organisation in the case study is a project department within a Swedish mining company. Findings – Careful considerations are needed when choosing a PM maturity model (PM3) as the model structure can influence the assessment’s focus. It is also important to include both internal and external project stakeholders in the assessment to achieve an efficiency and effectiveness perspective when analysing PM capabilities. Valid information from an assessment is crucial, therefore, clear communication from management is important in order to ...

The impact of supply chain information and networking on product development in Swedish process industry

This paper will test the hypothesis that upstream companies in process industries that have changed their strategy to encompass a customer/ product focus during the 1990s have also invested in and use some type of information systematisation (e.g. databases) in development. If there has been a change of strategy, then this should imply a need of changing information into development projects through networks. An increased awareness of supply chain information might support and facilitate a change of development perspective. An interesting finding in the paper is the tendency for upstream companies, compared to downstream companies, to be more interested in working in networks to acquire new competences in development projects. This can be since the information needed in projects has changed, thereby increasing the need for upstream companies to find suitable partners when it concerns both suppliers and customers, but also with other actors who can give the needed information. Today, the dilemma for process industries is that much development work requires personal contacts with customers without having suitable information technologies that support that linkage. Therefore, to reach a market-oriented perspective in development, management should, early in the process of strategy change, emphasise evaluation of needed networks and IT systems to make the development process more efficient.

Organizational changes in product development in various process industries

This paper discusses organizational changes in development projects in various process industries due to new product development. What brings this change forward and what kinds of problems need to be solved for the companies so that they can carry out this change? What role does the strategic competence supply play in this organizational change in product development projects? Does an industrys tradition matter in this matter of change? The companies in the study are in various kinds of industries, from ore to dairy industries. The research is based on telephone and personal interviews. The purpose is to give implications of what kind of trend there is today in various industries and what impact this trend has on the organization of product development projects. It is indicated that process-oriented industries like ore, steel, and paper, are heading towards a more customer-oriented view in product development projects. The role of supplier and customer in product development projects has changed today and this influence the role of a product developer and competence requirement to projects.