A categorisation of dialectics in response to project uncertainty

PurposeScholars are increasingly acknowledging the importance of conversations in the management of complex projects. Defining dialectics as “the art of purposeful conversation”, this paper aims to rationalise the somewhat disorganised field of dialectics by developing a categoreal scheme.Design/methodology/approachThe authors refer to the current state of research into the conversational aspects of complex projects, and examine the historical development of, and philosophical and scholarly commentary on, the dialectical method.FindingsThe categories the authors propose are the Socratic, Conversational, Fichtean and Peircean. They differ in relation to the subject matter of the dialectic; their vulnerability to environmental influences; the degree of structure they require for optimal performance; and the situations in which they might most profitably be applied.Research limitations/implicationsA single categoreal scheme is rarely the last word, and the authors invite other scholars to explore the field in a similar way.Practical implicationsThe scheme proposed here is intended to enhance the project manager's approach to conversations, by referring to the specific virtues and limitations of each of the categories.Social implicationsThe informed use of dialectics may help to ameliorate the significant damage done to organisations and economies around the world by failed and underperforming projects.Originality/valueThe authors present the first categorisation of the field, with the aim of equipping the practitioner to think about dialectical approaches in a more systematic way.

A Sustainability-Based Risk Assessment for P3 Projects Using a Simulation Approach

Integrating sustainability in the risk management process is an emergent problem, especially for efficient infrastructure delivery. For the case of complex projects like public–private partnerships (P3), traditional management practices offer a limited capacity to address long-ranging risk impacts on the social, economic, and environmental fabric within and around the project boundaries. Although P3 projects are objective-based contracts, present risk models rarely delineate risk impacts on focused project objectives. The relevant studies are very scarce creating a limited understanding of available approaches to conducting sustainability-based risk management for P3 projects. As risk and sustainability are two inherently subjective concepts with multiple interpretations, their combined assessment within a single framework demands a pragmatic approach. Therefore, the current study presents a model for conducting a sustainability-based risk assessment of P3 infrastructure projects through global data. Monte Carlo simulation is employed to further define the probabilistic risk ranges and risk ranks over relevant triple-bottom-line-based sustainability indicators for highway sector P3 projects. Findings are further demonstrated through two highway case studies and relevant mitigation strategies are also suggested. In the end, an implementation framework and future recommendations for the application of study findings on actual projects are also suggested. The study has useful implications for practitioners and researchers alike aiming for the delivery of sustainable complex projects.

Public procurement capabilities as engines for collaboration and enhanced performance in complex projects

PurposeThis paper explores how public buyers' capabilities promote collaboration with private suppliers to obtain enhanced performance in complex projects.Design/methodology/approachThe authors conducted two case studies on the procurement of complex military projects by the Brazilian armed forces involving public buyers and private suppliers. The authors followed the Gioia methodology to inductively analyze data from interviews, official documents, media articles and project meeting notes.FindingsThe authors identified public procurement capabilities that are antecedents of collaborative trust-based relationships with suppliers in complex public-private projects. The authors unpack these capabilities in three subsets: abilities to manage the bidding and contracting process, to handle relationships with prominent stakeholders, such as audit control bodies and to manage knowledge acquired within and across current and past projects. By developing these capabilities, public buyers can build collaborative trust-based relationships with suppliers, which enable the conciliation of operational performance (i.e. on-time delivery, budget and scope compliance) and policy goals (i.e. inclusion of local suppliers in supply chains).Originality/valueThe authors extend the literature on the enablers of trust and collaboration in buyer-supplier relationships by providing a detailed account of which capabilities are necessary on the buyer side in complex projects, especially when accountability standards create barriers for collaborative practices. The authors also reinforce the importance of the operations and supply chain management scholarship in policy debates by showing how buyer-supplier interactions can create value in complex projects with public and private sectors.

Systems Integration in Infrastructure Projects: Seven Lessons from Crossrail

We propose a systems integration model for the delivery of complex infrastructure projects. We argue that the client is ultimately accountable for systems integration in major projects, setting out the responsibilities to ensure that systems integration is successfully accomplished to achieve desired outcomes. From the Crossrail case, we draw seven lessons for clients, to: 1) manage programme delivery as an integration activity; 2) actively manage systems integration; 3) ensure authority to make decisions; 4) maintain configuration control; 5) plan for a lengthy testing and commissioning phase; 6) appreciate supply chain products may be part of unaligned global R&D and development programmes; and 7) do final integration only when there is something to integrate. Central to our argument is the idea that on such complex projects, the client cannot outsource systems integration and thus needs to recognize they retain accountability, though roles and responsibilities can be assigned to the delivery partner, supply chain, chief engineer and/or contracted systems integration firm. A key question for the client at the outset is how to distribute interface management and systems integration responsibilities while retaining accountability and oversight. Rather than managing through contracts, budgets and schedules, we suggest a changed approach with priority given to managing integration, and contracts, budgets and schedules that support and incentivise this.

Building Resilience in Temporary Organizations: Lessons from a Shipyard

This chapter discusses the organizational and occupational dimensions of resilience in temporary organizing contexts and how these contribute to sustained reliable performance. When dealing with issues related to high levels of safety in complex settings, longstanding organizations with strong organizational routines are often described as the most appropriate forms of organizing. However, temporary forms of organizing are developing and little is known on how actors engaged in such contexts can enhance and sustain resilience when facing uncertainty in safety-critical contexts. This chapter addresses this gap in the literature by demonstrating that temporary organizations, such as project-based ones, can also deal with major safety issues, and that temporary forms of organizing can help complex projects to be efficiently and safely carried out. We examine this proposition by studying the case of an inter-organizational and safety-critical project: the construction by a shipyard of a series of ships. Looking at the meso-level, i.e. the occupational groups involved in the project, we show how temporary forms of organizing and occupational groups together contribute to the resilience of the whole project. We highlight that the ability of the project to coordinate temporary organizing forms is key in achieving (safe) performance.

An Analysis of the Processes that Ensure Success in ERP Implementations - A Case Study in a Public Sector Organisation

<p>Companies adopt and implement Enterprise Resource Planning (ERP) systems to streamline their business processes, enhance functionality and reporting and ultimately to increase efficiency. ERP implementations are highly complex projects. This paper analyses those factors that need to be considered and understood for a successful implementation. ERP implementation chances of success can be increased by ensuring the ERP project receives a high level of executive and project sponsor support. Top and middle management commitment and leadership and good, clear communication should also be paid particular attention to by any organisation gearing up to undertake such an initiative.</p>

An Analysis of the Processes that Ensure Success in ERP Implementations - A Case Study in a Public Sector Organisation

<p>Companies adopt and implement Enterprise Resource Planning (ERP) systems to streamline their business processes, enhance functionality and reporting and ultimately to increase efficiency. ERP implementations are highly complex projects. This paper analyses those factors that need to be considered and understood for a successful implementation. ERP implementation chances of success can be increased by ensuring the ERP project receives a high level of executive and project sponsor support. Top and middle management commitment and leadership and good, clear communication should also be paid particular attention to by any organisation gearing up to undertake such an initiative.</p>

SIMPLIFYING THE COMPLEX MIXED METHODS DESIGNS

Research design is the technical aspect of a study which includes the planning of the research, visualising the data taking into consideration the problems that are associated in using the data in the study. There are three main research approaches, i.e., quantitative, qualitative and mixed methods. Mixed methods research involves combining or integration of quantitative and qualitative research procedures and data in a research study. The article illustrates the three main models of Mixed Methods Design i.e., Explanatory sequential, Exploratory sequential and Convergent mixed methods design. The main focus of the article is on Complex Mixed Methods Designs. Some of the designs are illustrated with figures for better understanding. A table to help investigators choose the appropriate mixed methods design is also provided. The Complex Mixed Methods designs involve more steps and procedures enabling them to fit in complex projects. Mixed methods research can produce a more complete knowledge as it includes both qualitative and quantitative approaches.