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  • 1.
    Danilovic, Mike
    et al.
    Högskolan i Jönköping, Internationella Handelshögskolan, IHH, EMM (Entreprenörskap, Marknadsföring, Management).
    Browning, Tyson
    M.J. Neeley School of Business, Texas Christian University (TCU), USA.
    Managing Complex Product Development Projects with Design Structure Matrices and Domain Mapping Matrices2007Inngår i: International Journal of Project Management, ISSN 0263-7863, E-ISSN 1873-4634, Vol. 25, nr 3, s. 300-314Artikkel i tidsskrift (Fagfellevurdert)
    Abstract [en]

    Complexity in product development (PD) projects can emanate from the product design, the development process, the development organization, the tools and technologies applied, the requirements to be met, and other domains.  In each of these domains, complexity arises from the numerous elements and their multitude of relationships, such as between the components of the product being developed, between the activities to develop them, and among the people doing the activities. One approach to handing this complexity is to represent and analyze these domains’ design structures or architectures.  The Design Structure Matrix (DSM) has proved to be a very helpful tool for representing and analyzing the architecture of an individual system such as a product, process, or organization. Like many tools, the DSM has been applied in a variety of areas outside its original domain, as researchers and practitioners have sought to leverage its advantages.  Along the way, however, its fundamental rules (such as being a square matrix) have been challenged.  In this paper we formalize an approach to using a Domain Mapping Matrix (DMM) to compare two DSMs of different project domains.  A DMM is a rectangular (m x n) matrix relating two DSMs, where m is the size of DSM1 and n is the size of DSM2.  DMM analysis augments traditional DSM analyses. Our comparison of DSM and DMM approaches shows that DMM analysis offers several benefits.  For example, it can help (1) capture the dynamics of PD, (2) show traceability of constraints across domains, (3) provide transparency between domains, (4) synchronize decisions across domains, (5) cross-verify domain models, (6) integrate a domain with the rest of a project or program, and (7) improve decision making among engineers and managers by providing a basis for communication and learning across domains.

  • 2.
    Danilovic, Mike
    et al.
    Högskolan i Jönköping, Internationella Handelshögskolan, IHH, EMM (Entrepreneurskap, Marknadsföring, Management).
    Sandkull, Bengt
    The Use Of Dependence Structure Matrix and Domain Mapping Matrix in Managing Uncertainty in Multiple Project Situations.2005Inngår i: International Journal of Project Management, ISSN 0263-7863, E-ISSN 1873-4634, Vol. 23, nr 3, s. 193-203Artikkel i tidsskrift (Fagfellevurdert)
    Abstract [en]

    Development of complex products is performed in multi-project environment in which it is crucial to explore interdependencies and manage the uncertainty with the information exchange and the understanding of the context. The purpose of this paper is to introduce a dependence structure matrix and domain mapping matrix approach that enables the systematic identification of interdependencies and relations in a Multi-project environment. These approaches enables clarifications of assumptions, the tractability of dependencies, explores the information needed within and between different departments, projects and people. This creates a transparency and enables the synchronization of actions through transformation of information and exploration of assumptions within and between domains. The outcomes of this process are situational visibility creating direction and accountability and the learning that takes place through communicating, reflecting, understanding, and acting.

  • 3.
    Linderoth, Henrik
    et al.
    Umeå universitet, Handelshögskolan vid Umeå universitet.
    Pellegrino, Giuseppina
    Frames and inscriptions: tracing a way to understand IT-dependent change projects2005Inngår i: International Journal of Project Management, ISSN 0263-7863, E-ISSN 1873-4634, Vol. 23, nr 5, s. 415-420Artikkel i tidsskrift (Fagfellevurdert)
    Abstract [en]

    The aim of the paper is to inquire how technology can be analysed in order to develop a deeper knowledge about the project process and the implications for management of IT-dependent change projects. Two Intranet projects, and one telemedicine project, are analysed from the perspective of social construction of technology (SCOT) and actor network theory (ANT). By using the concepts of technological frames, from SCOT, and inscriptions, from ANT, it has been possible to create a framework for describing technology and its role in the process of IT-dependent change projects.

  • 4.
    Lundin, Rolf A.
    Högskolan i Jönköping, Internationella Handelshögskolan, IHH, ESOL (Entrepreneurship, Strategy, Organization, Leadership). Högskolan i Jönköping, Internationella Handelshögskolan, IHH, Media, Management and Transformation Centre (MMTC).
    Guest Editorial by the winner of the IPMA Research Achievement Award 2010 "On trends and the future of project management research and profession2011Inngår i: International Journal of Project Management, ISSN 0263-7863, E-ISSN 1873-4634, Vol. 29, nr 3, s. 241-243Artikkel i tidsskrift (Annet vitenskapelig)
  • 5.
    Lundin, Rolf A.
    Högskolan i Jönköping, Internationella Handelshögskolan, IHH, ESOL (Entrepreneurship, Strategy, Organization, Leadership). Högskolan i Jönköping, Internationella Handelshögskolan, IHH, Media, Management and Transformation Centre (MMTC).
    Researchers of projects and temporary organizations — One happy family?2011Inngår i: International Journal of Project Management, ISSN 0263-7863, E-ISSN 1873-4634, Vol. 29, nr 4, s. 357-358Artikkel i tidsskrift (Annet vitenskapelig)
  • 6.
    Pesämaa, Ossi
    et al.
    Högskolan i Jönköping, Internationella Handelshögskolan, IHH, Centre for Innovation Systems, Entrepreneurship and Growth.
    Eriksson, Per-Erik
    Luleå Tekniska Universitet.
    Hair Jr, Joseph Franklin
    Kennesaw State University.
    Validating a model of cooperative procurement in the construction industry2009Inngår i: International Journal of Project Management, ISSN 0263-7863, E-ISSN 1873-4634, ISSN 0263-7863, Vol. 27, nr 6, s. 552-559Artikkel i tidsskrift (Fagfellevurdert)
    Abstract [en]

    Project management in the construction industry involves coordination of many tasks and individuals, affected by complexity and uncertainty, which increases the need for efficient cooperation. Procurement is crucial since it sets the basis for cooperation between clients and contractors. This is true whether the project is local, regional or global in scope. Traditionally, procurement procedures are competitive, resulting in conflicts, adversarial relationships and less desirable project results. The purpose of this paper is to propose and empirically test an alternative procurement model based on cooperative procurement procedures that facilitates cooperation between clients and contractors in construction projects. The model is based on four multi-item constructs – incentive-based compensation, limited bidding options, partner selection and cooperation. Based on a sample of 87 client organisations, the model was empirically tested and exhibited strong support, including content, nomological, convergent and discriminant validity, as well as reliability. Our findings indicate that partner selection based on task related attributes mediates the relationship between two important pre-selection processes (incentive-based compensation and limited bid invitation) and preferred outcome of cooperation. The contribution of the paper is identifying valid and reliable measurement constructs and confirming a unique sequential order for achieving cooperation. Moreover, the findings are applicable for many types of construction projects because of the similarities in the construction industry worldwide.

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