Management by projects: the management strategy of the ‘new’ project-oriented company

Gareis, Roland

doi:10.1016/0263-7863(91)90062-z

Cited by 49 publications

(30 citation statements)

References 1 publication

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“…Same client projects Different client projects Gareis (1991) Internal projects performed within External projects with deliverables for a customer, Reiss (1996); Gareis (1998) organizations but don't change the organization itself…”

Section: Type Of Project Ownermentioning

confidence: 99%

“…One of the general reasons for project failure is that management techniques applied to a project may not always suit the project's requirements or characteristics. Different types of project, within different contexts, require differentiated project management approaches (Gareis, 1991(Gareis, , 2000Evaristo and Van Fenema, 1999). An organization may have a variety of different kinds of programmes, each oriented to one of a variety of key resultant areas of that enterprise (Parti, 1996).…”

Section: Introductionmentioning

confidence: 99%

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A typology for clients' multi‐project environments

Blismas

Sher

Thorpe

et al. 2004

Construction Management and Economics

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Construction management research and practice is dominated by a single project paradigm. This does not reflect the true nature of many construction clients who have large multi-project portfolios. Traditional single project management strategies are usually adopted for managing such portfolios -with limited success. The literature suggests that programmes, within portfolios, require different forms of management in order to optimize project delivery. In order to better understand these portfolios and thereby allow the exploration of new forms of management, a typology has been developed mapping out the various features of client's construction portfolios. The resultant typology provides a simple method for identifying the programme composition of a portfolio, highlighting the expected features of each programme type, and thereby directing management attention to the main aspects of each programme that can be optimized for efficiency. Six cases of client's construction project portfolios were studied using a highly structured, replication logic, case study methodology. A typology of clients' multi-project environments was developed and validated through literal and theoretical replication between cases. Three main types emerged as descriptive of programmes within client's construction portfolios: bounded programmes, target programmes and rolling programmes. The distinctive features of each type suggest that programme-specific approaches may be necessary for the successful delivery of projects within client's construction portfolios.

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Section: Type Of Project Ownermentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

A typology for clients' multi‐project environments

Blismas

Sher

Thorpe

et al. 2004

Construction Management and Economics

View full text Add to dashboard Cite

show abstract

“…Saraph et al (1989) considered them "those critical areas of management planning and action that must be practiced to achieve effectiveness". From the perspective of strategic management, traditional success factors include the creation of project teams, the optimization of the capabilities of the general project team, and the adequate management of project risks and their relevant environment, emphasizing cooperative relationships with stakeholders (Cleland and King 1998;Gareis 1991).…”

Section: Review Of Success Factors In International Constructionmentioning

confidence: 99%

Risk Management as a Success Factor in the International Activity of Spanish Engineering

Lozano-Torró

García-Segura

Montalbán-Domingo

et al. 2019

Administrative Sciences

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During the period between 2008-2013, the internal market in Spain was characterized by economic crisis, the contraction of the demand experienced in a turbulent business environment, and strong competition among companies. This situation forced many of these companies to work abroad. One of the success factors for Spanish engineering companies abroad has been effective risk management, which avoids compromising the company's objectives, market share, or survival. This article examines the importance of risk management in the success of Spanish engineering consulting firms in the international construction market. Ten executives of Spanish engineering companies with international experience were interviewed, analyzing the importance of risk management for them in the success of internationalization compared with other success factors. The results show that the size of the companies interviewed has no influence on the importance that they gave to risk management, but international experience does relate to the assessment of risk identification and management as a success factor. In addition, companies considered risk management a key factor for optimizing their performance in foreign markets.

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“…Gareis [43] defines project-oriented companies as those organisations that execute small and large projects, as well as unique and standard projects, to deal with new challenges and potential in an ever-changing business environment. The balance between vertical and shared leadership may be influenced by the level within the hierarchy of a project-oriented organisation -i.e., the level within the hierarchy from programme to project and sub-project, down to work package and activity level.…”

Section: The Project's Position/level Within the Hierarchy Of Work Inmentioning

confidence: 99%

Exploring Project-Related Factors That Influence Leadership Styles and Their Effect on Project Performance: A Conceptual Framework

Pretorius

Steyn

Bond-Barnard

2017

SAJIE

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It is widely accepted that project leaders should adapt their behaviour to meet the unique leadership demands of a variety of situations. Recently, vertical, shared, and horizontal styles of leadership have gained prominence, especially in the project management literature. Several factors are believed to play a role in determining an appropriate balance between these leadership styles. This theoretical study explores the influence of project types, the stage in the project life cycle, organisational project management maturity, and the level of trust and collaboration between project team members on the appropriate balance of leadership styles in projects. This paper presents a conceptual framework of these factors, while empirical results will be reported on in the sequel to this paper. OPSOMMINGDit word wyd aanvaar dat leiers hulle gedrag by spesifieke situasies moet aanpas sodat die unieke leierskapvereistes wat aan hulle gestel word nagekom kan word. Vertikale, gedeelde en horisontale leierskap style is deesdae op die voorgrond, veral in projekbestuur literatuur. Verskeie faktore speel 'n rol in die bepaling van 'n geskikte balans tussen hierdie leierskapstyle. Die faktore sluit in die tipe projek, die stadium in die projeklewensiklus, die projekbestuurvolwassenheid van die organisasie, en die vlak van vertroue en samewerking tussen mense binne die projek. Hierdie artikel stel 'n konseptuele raamwerk van hierdie faktore voor, terwyl empiriese uitslae in 'n opvolgartikel gerapporteer sal word.

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Management by projects: the management strategy of the ‘new’ project-oriented company

Cited by 49 publications

References 1 publication

A typology for clients' multi‐project environments

A typology for clients' multi‐project environments

Risk Management as a Success Factor in the International Activity of Spanish Engineering

Exploring Project-Related Factors That Influence Leadership Styles and Their Effect on Project Performance: A Conceptual Framework

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