Our IPD-projects have changed: more international partners became involved and simultaneously we started to carry out real projects for real companies. This caused a number of problems. In order to be able to give full support to the projects and conclude them with a nice, formal symposium we need financial funds. Therefore companies were asked for additional sponsoring, which introduced new problems. How we dealt with all these problems is explained in this paper. Other ways of co-operating with different partners in the IPD-projects are also considered. A recent development is to create combinations with students from secondary technical education that already work in practice. First experiments have started in February 2004. First results and further plans on these combinations are reported here.
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An Update on Social Media in Project Management
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Large structural changes are occurring in our society at this very moment. This has some large consequences for project development. According to Rudy Stroink, project development is on the brink of a system. The new style developer has to adapt to a new earning model. The golden ages are over. Private and collective commissioning are the beginning of a period in which the user will want to direct its own environment. The developer has to adapt if he wants to survive. Durability, long term profit, flexible office concepts and private and collective commissioning for houses will have to help the real-estate sector. This article will show the developments that caused this situation.
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From the article: "The object of this paper is to explore the actual practice in project management education in the Netherlands and compare it to reference institutions and recent literature. A little over 40% of the Higher Education institutions in the Netherlands mentions PM education in programs and/or courses. A total of 264 courses, minors and programs in the Netherlands found. In reference institutions 33 courses and programs are found and 36 publications deal with actual teaching of project management in Higher Education. Comparing these sources finds traditional methods of teaching and testing, a roughly comparable focus on subjects and an unsupported high claim of learning level, while the number of credits assigned to project management is relatively small. There is a strong focus on planning without execution, which is critiqued as is the promoted Project Based Learning."
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From the article: "The vast amount of previous research on project management competence does not provide a basis for educational needs. Analyzing previous research poses two challenges: the lack of a uniform list of competences, necessitating a taxonomy, and the use of importance as a criterion, favoring general important competences. Criticality is introduced as the competence a project manager adds to the team. Validation research using criticality and the taxonomy among experienced Dutch project managers is more comprehensive and provides a less focus on general important competences than previous research. Criticality focuses more on the essence of the profession."
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The Dutch shipbuilding industry has a longstanding tradition in project-based production. Recently, industry actors have acknowledged a serious misfit between interorganizational project practices, defined as behaviors related to collaboration, and interorganizational project demands, defined as environmental conditions. This misfit leads to a weaker competitive position due to higher communication and production costs, and longer production times. However, the causes of this misfit remain unclear. Among project researchers there is a growing awareness that history has a major influence on contemporary practices in interorganizational projects, suggesting that some of the causes of the present-day misfit may be rooted in the past. This paper studies historical developments of interorganizational project practices in Dutch shipbuilding projects, in order to understand to what extent contemporary misfit in project practices is rooted in the past and results from path dependencies and lock-ins. We answer the following research question: How did interorganizational project practices and demands in the Dutch shipbuilding industry develop between 1950 and 2010 and to what extent do these developments help us understand the current misfit between project practices and demands? Our results show that a web of self-reinforcing mechanisms at least partially explains the current misfit in the Dutch shipbuilding industry. This paper answers to the conceptual call by Sydow et al. (2009) and supplements path dependence literature by showing that self-reinforcing mechanisms causing path dependence can be separated analytically, but are intertwined empirically.
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It is becoming clear that the project management practice must embrace sustainability in order to develop into a 'true profession' (Silvius et al., 2012). In project management, sustainability can be gained in both the product of the project and in the process of delivering the product. (Gareis et al., 2010) Nine sustainability principles have been identified that should be implemented in the project management practice. These nine principles are: (1) values and ethics; (2) holistic approach; (3) long term view; (4) large scale; (5) risk reduction; (6) participation; (7) accountability; (8) transparency; (9) stakeholder interest. In a case study it is researched which project and program management roles can exert an influence to have the sustainability principles implemented in the project management practice and how they can accomplish this implementation.
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In November 2019, the High Performance Greenhouse project (HiPerGreen) was nominated for the RAAK Award 2019, as one of the best applied research projects in the Netherlands. This paper discusses the challenges faced, lessons learned and critical factors in making the project into a success.
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The transition towards more sustainable business practices requires the changing of products, services, processes, policies and resources of organizations. Acknowledging the role projects play in these changes, the concept of sustainability should be integrated in the way projects are selected, prioritized, performed, managed, governed and evaluated. This requires the integration of sustainability in the organizational strategy, project portfolio management and project management. However, studies on sustainability in business describes the application of the concepts of sustainability mostly on the above-mentioned level in isolation, with little or no attention to the linkages between the strategy, portfolio and project levels. A conceptual framework is presented indicating the interlinking practices of integrating sustainability into the organizational strategy, project portfolio management and project management. From this framework, empirical studies can be developed, and guidance is provided for organizations that aim to improve this integration and thereby embedding the deeper implementation of sustainability into their policies and practices.
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For successful project management, it is essential to adopt a suitable project management approach. This approach must be based on a thorough understanding of the project characteristics in its context. In this paper we present a diagnostic model that aims to advance this understanding. We distinguish three project aspects, namely the project content, the internal context and the external context. Each of these aspects is assessed from two dimensions, namely the degree of complexity and the degree of predictability. Based on these dimensions, four project profiles can be derived: 1) design projects, 2) negotiation and expertise projects, 3) development projects and 4) negotiation, expertise and development projects. This diagnostic model aims to enhance a dialogue among key players about the approach to be followed with regard to the content and context of the project during the planning, execution and evaluation of major projects. The model can also be used as a lens to identify project risks and to propose mitigating actions.
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