Jan Terje Karlsen

Factors Affecting Knowledge Transfer in IT Projects

Abstract: This article presents empirical research studying factors affecting knowledge transfer in information technology (IT) projects. The factors evaluated in this research include information technology, systems and procedures, and culture. The various dimensions of IT project success include project performance, project outcome, system implementation, benefits for the client organization, and benefits for the stakeholders. A survey conducted in Norway collected data on knowledge transfer and project success. Research results show that total project success relates to the extent of culture for effective knowledge transfer.

Project Stakeholder Management

Abstract Today almost every project takes place in a context where stakeholders play a major role in the accomplishment of the tasks. Often the project is sensitive to actions and decisions taken by the stakeholder. Project stakeholders can include clients, end users, contractors, consultants, labor unions, line organization, public authorities, financial institutions, insurance companies, controlling organizations, media, third parties, and competitors. A survey was conducted among project managers in Norway to collect their views on stakeholder management. First, research results indicate that clients and end users are the most important project stakeholders. Second, collected data show clients, end users, contractors/suppliers, line organization, and public authorities are equal when it comes to causing problems and uncertainty for the project. Third, the findings indicate that more efforts should be made to provide new insights into project stakeholder management. Furthermore, the article describes a formal and systematic project stakeholder management process. This process includes six steps: initial planning, identification, analysis, communication, action, and follow-up. The results from this article can be of use for a project manager in several ways. First of all, we argue that more attention should be paid to the stakeholders. Second, in managing the stakeholders the project manager can follow the process presented here. Third, the survey results can give the project manager an idea of which stakeholders to focus on in order to understand them better.

Building trust in project‐stakeholder relationships

Purpose – The purpose of this study is to investigate how trust can be built in a relationship between a project and its stakeholders.Design/methodology/approach – The empirical data are based on a qualitative case study with in‐depth interviews following a semi‐structured approach. A Norwegian project, the new opera house, is studied. This is a large public construction project, with a great deal of media and public attention by Norwegian society.Findings – The study results show that trust is built in a project‐stakeholder relationship by improving communication skills, behaving reliably, showing commitment, being sincere, benevolent and competent, obtaining and acting with integrity, working towards reaching project milestones and establishing common goals.Research limitations/implications – Future research should investigate other scenarios, types of projects, cultures and countries, so that these findings may be generalized.Practical implications – This research concludes that trust is important for ...

Mental Models in Project Management Coaching

Abstract: Project managers have always been given the highest priority to customer needs and demands; however, tougher market competition has created a stronger focus on knowledge, skills, and capability to lead a project team toward success. Traditionally, managers have emphasized knowledge and skills within technical disciplines as a key factor managing projects. Today we see a shift toward more emphasis on organizational and human aspects of project work. An effective tool for meeting this challenge is project management coaching. This article focuses on what coaching is about, when to use coaching, different types of coaching, the coaching process, and coaching roles. A case study is presented in the article, and analysis of data shows that coaching can help the project manager acquire necessary skills, achieve desired results, and contribute to career development.

A comparison of leadership roles in internal IT projects versus outsourcing projects

Purpose – This study investigates the emphasis placed on different managerial roles by IT project managers. Six managerial roles were applied in this research: personnel leader, resource allocator, spokesman, entrepreneur, liaison and monitor. With changing business environments, the locus of value creation is no longer within the boundaries of a single firm, but occurs instead at the nexus of relationships between parties. With the growing importance of pooling knowledge resources, knowledge management will have to transcend organizational boundaries in exchanges such as IT outsourcing relationships. We would, therefore, expect to find differences in our two surveys.Design/methodology/approach – Two surveys were conducted in Norway to investigate these management roles.Findings – In the first survey, which focused on project management roles in internal IT projects, the respondents emphasized the personnel leader role significantly more than other managerial roles. In the second survey, which focused on ...

WHAT CHARACTERIZES SUCCESSFUL IT PROJECTS

This paper presents empirical research aimed at studying what characterizes successful information technology (IT) projects. There are often doubts about what characterizes project success and who actually defines it. In this paper, we have reviewed the literature and present significant contributions to the discussion of what characterizes successful IT projects. Furthermore, a survey was conducted in Norway to collect data on successful IT projects. Research results show that the five most important success criteria are: (1) the IT system works as expected and solves the problems, (2) satisfied users, (3) the IT system has high reliability, (4) the solution contributes to improved efficiency and competitive power, and (5) the IT system realizes strategic, tactical and operational objectives.

An Evaluation of Management Training and Coaching.

– The focus of this paper is on management training and development. The purpose has been to address how coaching can be applied to learn about leadership tools and what effect this has on management behaviour and development., – This is a qualitative case study of a management development program. The empirical data were obtained using in‐depth interviews, surveys, and observations. In addition to investigating the 14 participants, data were also collected from their superiors and subordinates., – One of the main findings is that coaching is a helpful training process to learn about the managers toolbox and to develop new management behavior. Furthermore, data revealed that the management training should be based on the specific work challenges that the participants experience at their workplace. Based on a variety of work challenges, the participants highlighted the following tools as most important: emotional intelligence, empowerment, self‐management, signature‐strengths, and positive emotions., – Future research should apply a more comprehensive research design, for example, using a control group., – Data analysis shows that coaching is a management training process where the participants can learn to solve real work challenges. By trial and testing at their own workplace, managers learn how to use appropriate tools and change their behaviour. As part of the learning process the authors recommend debriefing where the managers can get feedback and inspiration for self‐reflection. Furthermore, through team and peer coaching, the managers can help each other learn. The authors also recommend that the participants superiors and subordinates should be involved in the training process., – In this research the authors have studied coaching as a learning and training method applying leadership tools.

An empirical study of critical success factors in IT projects

This paper presents empirical research aimed at studying the most critical success factors in Information Technology (IT) projects. Several studies show that many IT projects have difficulties meeting their performance goals. This paper reviews the literature and presents significant contributions to the discussion of what factors play an important role in achieving successful IT projects. Results from a survey in Norway on IT projects show that the five most important success factors are: (1) top management support; (2) end-user involvement; (3) a clear project goal; (4) good communication and feedback from involved parties; (5) clear responsibilities.

Forming relationships with stakeholders in engineering projects

For a project manager, it is vital to build good relations with the stakeholders who are identified as being most crucial in the project process and in using the final results of the project. The purpose of this paper is to study relationships in an engineering project setting; more specifically, the focus is on identifying the determining factors that form the relationship between the project and its stakeholders. This paper presents an empirical study based on in-depth interviews following a semistructured approach. Three engineering projects were studied in detail. Results from the current study identified five different types of relationships: classical market; through a third party; open and direct; integrated team; and partnering. Another finding indicates that five different factors have an impact on the formation of the project-stakeholder relationship: trust; uncertainty and control; culture and language; resources and knowledge; and goal congruence. [Received 15 May 2007; Revised 15 August 2007; Accepted 30 August 2007]

Intra‐project transfer of knowledge in information systems development firms

Purpose – The focus of this paper is on knowledge transfer. The purpose is to investigate intra‐project knowledge‐transfer practice in information systems development (ISD) firms applying a Scrum methodology.Design/methodology/approach – Case study of ISD projects and empirical data obtained using in‐depth interviews following a semi‐structured approach were employed.Findings – One of the main findings showed that Scrum team members believed in the usefulness of knowledge transfer. The study observed extensive personal exchange of knowledge through, for example, meetings and networks, including dialog with the client. The mechanisms observed in creating knowledge transfer were: lean and dynamic documentation, cross‐functional teams, client consultation and feedback, intra‐project meetings, application of project tools and techniques, and management of changes.Research limitations/implications – Future research should investigate other organizations and countries, so that these findings may be generalized....