Prosjektarbeid. En veiledning for studenter 5. utgave
Skriubakken, Jon; Flak, Leif Skiftenes & Andersen, Erling S. (2020)
Gevinstrealisering i digitaliseringsprosjekter
23(0720) , s. 70- 78.
Artikkelen tar for seg problematikken rundt gevinstrealiseringen ved fragmenterte tidsgevinster. Det er tidsgevinster som for en organisasjon samlet sett er store, men som må realiseres ved at mange medarbeidere må endre sin arbeidshverdag og dermed spare litt tid hver. Hvordan bør en organisasjon håndtere slike fragmenterte tidsgevinster? Hvordan bør ledelsen følge opp at de potensielle gevinstene blir realisert?
Vi belyser spørsmålene gjennom et digitaliseringsprosjekt i videregående skoler i Telemark fylkeskommune. Det er en lovpålagt oppgave å utarbeide skriftlige varsler til elev og foresatte hvis det er tvil om hvorvidt eleven kan få karakter i et fag eller dårlig karakter i orden og oppførsel. I løpet av ett år ble det i Telemark produsert ca. 14 000 slike varsler. Prosessen med å produsere, sende ut og arkivere varslene tok mye tid. En digital tjenesteplattform ble innført for å redusere lærernes tidsbruk. Frigjort tid skulle brukes til økt elevoppfølging.
Medarbeidere på ulike nivåer ble intervjuet for å undersøke gevinstrealiseringen. Den kvalitative casestudien viste at til tross for at man ikke slavisk fulgte metodene for gevinstrealisering, ble planlagte gevinster realisert. Til tross for fravær av detaljoppfølging benyttet lærerne den sparte tiden til det som var målet med gevinstrealiseringen – økt elevoppfølging. Studien viste at målforståelse – lærernes oppriktige ønske om at elevene skal lykkes, og ønsket om en enklere administrativ hverdag – var de viktigste driverne for realiseringen.
Resultatene fra Telemark gjør at vi foreslår å forenkle metodene for gevinstrealisering for denne typen gevinster. Tydelig kommunikasjon om gevinstene bør erstatte et omfattende byråkrati med kvantitativ oppfølging.
Eskerod, Pernille; Ang, Karyne & Andersen, Erling S. (2018)
Increasing project benefits by project opportunity exploitation
Purpose: Exploitation of project opportunities may bring more benefits than stipulated in the initial business case, and even stakeholder benefits that nobody thought of at the project initiation. The purpose of this paper is to suggest a new research area for megaprojects, i.e. the phenomenon of project opportunity exploitation as a means to increase the project benefits.
Design/methodology/approach: This is a single case study of an infrastructure megaproject, i.e. the construction and operation of a 50+ years old American bridge. Data cover information regarding 60+ years old historical documents, newspaper articles, interviews and video-recordings.
Findings: The findings of this paper are as follows: exploiting all opportunities created by the project and increasing project benefits require involvement from many categories of stakeholders; stakeholders get more involved in exploiting the opportunities created by the project when they are proud of the project; for some of the project-related opportunities, it might take a long time before they can be exploited (and related benefits achieved); and celebrating achievements of the project stimulate stakeholders to exploit opportunities created by the project and contribute to further project benefits.
Research limitations/implications: Only few interviews were conducted. Interviewees were biased as all were very proud of the bridge. This is a single case study of a “rare species”, not representing most megaprojects.
Practical implications: To enhance project opportunity exploitation and increased benefits, the project owner (team) must continuously communicate about the project, also after project execution.
Originality/value: This study contributes to a gap within the literature on the phenomenon “project opportunity exploitation”. This is a very rich case study and of a “rare species”.
Andersen, Erling S. & Grude, Kristoffer V. (2018)
Our tribute to Rodney – And the importance of Goal Directed Project Management
The book “Goal Directed Project Management” has had great success over the years and contributed to the development of project management scholarship. However, the story behind the first English edition of the book is also important in explaining the role Rodney Turner has come to play in the project management community and his decision to choose an academic career in this field. Below, we trace these events and outline the main ideas at the heart of the book.
The impact of multilevel level governance on the frequency of ethical issues in temporary organizations (TOs) is investigated. A structural equation model, based on a global survey, showed that behavior control, as a governance mechanism at the temporary organization (TO) level, reduces the frequency of ethical issues. This relationship is partly mediated through corporate governance, which controls ethical issues by following good governance principles. Using institutional and agency theory, we identify a substitution effect, where micro level (TO) governance substitutes for ‘holes’ in the macro level (corporate) governance. Situational contingencies for the synchronization of governance efforts across macro and micro levels are discussed.
Andersen, Erling S. (2016)
Do project managers have different perspectives on project management?
The modern concept of project success includes the project contributing to the value creation of its base organization. We need tools to discuss what the project itself and the base organization should do to enhance this value creation. The Mission Breakdown Structure tool helps a company set up a project with a clearly defined mission and secures an effective interplay between the base organization and its project. This article presents the tool in principle and use an illustrative real-life case. The case looks like an IT project at the outset, but when using the Mission Breakdown Structure tool, we recognise that it is much more than that and that different stakeholders need to be involved to secure a successful project. Advice on how to use the Mission Breakdown Structure tool is also provided.
This study investigates the variety of ethical decisions of project managers and their impact from corporate governance and project governance structures. The roles of personal trust and system trust as a mechanism to steer ethical decision making in different governance settings is explored. Nine qualitative case studies in Europe, Asia, and Australia show that ethical decision making is contingent on trust, which in turn is contingent on the fulfillment of personal expectations within a given governance structure. The findings show the prerequisites for ethical decision making and the consequences of lack of trust. Further managerial and theoretical implications are discussed.
Andersen, Erling S. (2013)
Prosjekteieren bidrar til suksess
2013/2014, s. 24- 25.
Alm, Kristian; Andersen, Erling S. & Kvalnes, Øyvind (2013)
Purpose – The purpose of this paper is to present the findings from a research project in Norway on the role of the project owner. The research was carried out in order to gain a better understanding of how project owners are handling their tasks, to identify areas for improvement and focus on challenges facing those being in this position. The research also studied which factors involving project owners could significantly improve project success. Design/methodology/approach – Empirical studies of the current situation were carried out, aiming at getting a picture of common and best practice. Data on the current situation of project owners were first collected through a survey, giving representative results of all projects. Second, the project carried out in-depth interviews with very experienced project owners and project managers. The second part of the research was based on the results from the current situation. It studied if changing negative aspects of project owner behaviour could improve project performance. A questionnaire survey was conducted. Findings – The research was based on a certain perspective on the role of the project owner. It focused on the relationships between the base organization and the project and argued that the project owner should take an active role as they are responsible for establishing the project and securing the deliveries of the project to actually create vital changes to the receiving organization. The first survey showed that common practice was not living up to the author's perspective. Interviews with the most professional people showed that they were doing better than the average. The final survey showed that project success could be enhanced when the project owner takes an active part in the socialization activities of the project, directed by implemented project management work guidelines. Project success may also be strengthened by a project management governance structure consisting of close cooperation between project owner and project manager throughout all phases of project work
Kvalnes, Øyvind; Andersen, Erling S. & Müller, Ralf (2011)
Tillit i prosjektledelse
Andersen, Erling S.; Søderlund, Jonas & Vaagaasar, Anne-Live (2010)
Projects and politics: exploring the duality between action and politics in complex projects
11(2) , s. 121- 139.
Andersen, Erling S. (2010)
The X model - a tool for describing and assessing individual projects
3(3) , s. 369- 386.
Andersen, Erling S. (2010)
Prosjektet som en temporær organisasjon
13(2) , s. 18- 26.
Andersen, Erling S. (2010)
Are We Getting Any Better? Comparing Project Management in the Years 2000 and 2008
