Project management—A holistic approach for managed services
ABSTRACT Telecommunications industry is currently undergoing a rigorous paradigm shift and value migration from equipment sales towards operations related services ( and [ 34] With project complexity constantly increasing (, , )the nature of this new contracting and vendor-operator partnership style becomes insufficient(, , , as the lack of disciplined methodology to quantify the directional view of project management, and implementation management (, ). In response, this research explores the holistic degree to which executive sponsor's role and influence in the planning phase of the service project management life - cycle (, ) contributes to project performance. Many organizations have embraced the concept of formal project management as a critical element of their organization structure to revive work flow process and improve organizational efficiency (, , ). Other organizations have adopted service project management concept as a means to improve customer relationship and reduce cost , and integrated to the concept of the "implementation-oriented sales process" which provides a better basis for closing long-term, stable and profitable operations services transactions (, ). To construct measures, we proposed the holistic scope and diversified responsibilities of project management practices with the goal to modified skill profile of the individual project management professional, reduce economic losses, improve resource allocations, deliver turnkey infrastructure projects and advance management training (, , , , , ) . From a social change perspective, the use of the measurement scales can provide organizations the "managed services", in dealing with long-term, ongoing operations rather than one-time deployment and commissioning, has been neglected until now (, ,, , , ).
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ABSTRACT: This paper examines the academic literature on Project Management in relation to the hard and soft paradigms, two broad tendencies for thought and action that have had considerable impact on the development of a variety of comparable fields. A critical reading of the literature confirms strong links between the hard paradigm and Project Management. However, it is also demonstrated that undercurrents exist in the literature, which suggest a growing acceptance of the soft paradigm. Models of the field are presented through which the influence of these paradigms on the field can be understood, and a way is suggested in which further developments in the use of the soft paradigm in Project Management could be progressed.International Journal of Project Management 04/2007; DOI:10.1016/j.ijproman.2006.08.002 · 1.53 Impact Factor
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ABSTRACT: A unified theory of the management of projects does not exist. Projects are context-specific and located in open-systems. While this is now widely acknowledged, research methodologies often continue to overlook this. This paper addresses methodological issues that have yet to be fully resolved in research in projects and their management and evaluates how these issues have a direct and indirect impact upon research and practice. We argue that the pursuit of explanations that rely upon identifying general patterns based upon cause and effect marginalises the particular, while a focus upon the particular frustrates the emergence of common patterns, shared meanings and normative recommendations. The paper reviews research practice in the light of project management paradigms and their more general epistemological underpinnings.International Journal of Project Management 05/2007; DOI:10.1016/j.ijproman.2007.01.006 · 1.53 Impact Factor
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ABSTRACT: In alliances jointly developing product and market, we first investigate how (a) the number of networks competing to develop a product, (b) the number of alternative technology platforms, and (c) market sensitivity to product development expenditures affect investments of partnering firms. We find that, in equilibrium, when the number of either competing networks or technologies increases, investments are more likely to be directed toward market, rather than product, development. Second, we consider the case in which firms continue to jointly develop a product but compete individually in the market. Our analysis suggests that forcing alliance partners to compete individually might not attenuate the underinvestment problem associated with new product alliances. Third, we extend the model to consider sequential market entry with rewards based on the order of entry, technology spillover, endogenous market size, and asymmetric technologies. Finally, key predictions of the basic model are tested in two experiments. The aggregate results provide strong support to the qualitative implications of the equilibrium solution but only mixed support to its quantitative predictions.Marketing Science 08/2005; 24(3):396-414. DOI:10.1287/mksc.1040.0105 · 2.36 Impact Factor