Eric Johansen

A qualitative re-construction of project measurement criteria

– Failure is encountered regularly within project‐based industries and there has been research for decades into this phenomenon. Much of it has considered the failure of projects in terms of the classic project progress issues such as time, cost and quality. Using cases from two major industries the authors aim to develop a different understanding of project measurement criteria. This work is part of a larger completed investigation into information systems and information technology (IS/IT) project management models, developed for industry comparisons., – During the study, the concept of project failure and success is investigated. The authors carry out a UK‐based, grounded study of two project‐based industries of differing maturity levels (construction and IS/IT) to investigate measures of project failure or success across the two industries., – The paper presents a reassessment of project measurement criteria. This is based on the separation of measures for project performance and project progress., – The adopted strategy of naturalistic inquiry has always been susceptible to the criticism that it relies too much on subjective interpretation of data. In addition, no clear relationship was established between the factors discussed and the criteria for measuring project success., – The paper discusses current differences in perception of what actually constitutes a failed or successful project. The paper highlights that often two different (but closely related) concepts, are being discussed by project stakeholders.

Investigating first planning in construction

There is a divergence of research opinion as to the efficacy of detailed front end construction planning (first planning) and its use for strategic or tactical purposes. What really happens in planning construction projects is considered by focusing on comparing the responses of key stakeholders in the construction planning process. Contrasting perspectives of office‐ and site‐based staff upon the accuracy of project timescales are identified together with their dissimilar methods of programme development and preferred first planning detail level. Consistently divergent views are expressed by office‐based preconstruction planners and site‐based construction project managers, including a reluctance to engage others during first planning held by the former and a limited belief in completion of the project to anothers timescale (without their personal input) expressed by the latter. Significant role‐based discrepancies in their approach to first planning are revealed and the potential for further research into cultural and behavioural motivators is highlighted.

Successful programs wanted: Exploring the impact of alignment

Alignment between formulation and implementation of business strategy can be important for achieving successful programs. The authors have explored the development of a program management alignment theory. Statistical testing showed that interaction between the study model variables was found to be multidimensional, complex, and subtle in influence. Thus, the authors conclude that programs have both deliberate and emergent strategies requiring design and management to be organized as complex adaptive systems. Program life-cycle phases of design and transition were often formed from an unclear and confusing strategic picture at the outset, which can make those phases difficult to control. Learning was established as an underlying challenge. The study model demonstrated continuous alignment as an essential attribute contributing toward successful delivery. This requires program design and structure to adopt an adaptive posture.

The critical consequences of project drift – a case study in the UK banking sector

Purpose – The objective of this paper is to identify the change model being used by a UK bank to implement and embed a major regulatory‐driven initiative (the Basle Capital Accord) into it is business operations.Design/methodology/approach – A naturalistic paradigm was adopted for this research although an element of triangulation was incorporated.Findings – This critical change management initiative was started at a relatively benign time in the business world. The consequences are a warning to current organisations that if they do not address basic project and change management principles, these issues will not have any chance of assimilation within their firms.Research limitations/implications – The key limitations of the paper are that it focused on one particular change initiative within a single organisation, driven by one particular senior management team. As a result, the informal change model identified will not necessarily reflect the informal change model being used in other functional areas of...