The Special Interest Group Project Organising is focused on projects and programmes defined as temporary organisations with a goal and pre-determined life cycle. The Project Organising SIG is concerned with project-based/oriented organisations: firms or public sector agencies organised to promote and/or deliver projects or to implement their Strategies and changes by projects and programs.
GT 10_00 Project Organising - SIG General Track
PROJECT ORGANISING SIG 2017 TRACKS
The Project Organising track provides an international platform to share and debate topical issues in the management of projects as temporary organisations and their context in organisations or inter-organisational networks. This includes the management of single projects, mega projects, programs, and project portfolios, as well as project-oriented organisations, which deliver projects to external or internal customers, and project networks or multi-enterprise meta-organisations created to deliver projects. We invite conceptual as well as empirical papers based on quantitative, qualitative or mixed methods. In our track, we run competitive sessions as well as development sessions, to help authors further develop their papers.
PROJECT ORGANISING 2017 TRACKS
T 10_01 Managing Major and Mega Projects Opening up for new research eras
One word sums up the impact of major or mega projects is « transformational ». It could improve the quality of life of individuals, foster the growth of a national economy, develop entire cities to become more attractive place to live and visit. While the transformational impact of these projects can be recognized, few have been able to quantify properly the benefits in term of economic growth and societal change or to evaluate the tangible impacts and advantages for the society. Few have considered new eras to understand these transformational issues and a small number of researchers have looked at more innovative approaches to improve the management and governance of these major and mega projects. This topic proposal opens up for new research approaches to develop knowledge in managing and governing major and mega projects to better understand and consider their transformational impacts and benefits for the society.
T 10_02 Proactive project management by early warning sign
Although the utilization of project management tools and techniques has improved significantly in the recent years, still quite many projects fail. However, it is clear that projects do not result in total failure in a relatively short period of time. In retrospect, project managers are quite often able to point out a number of signs of the ensuing failure. Those signals, often in the post project phase, appear obvious and it is hardly possible to understand why they were not taken into consideration at the time. What can project managers do to proactively manage the situation based on these signs?