Project portfolio selection in continuous improvement

Kornfeld, Bernard; Kara, Sami

doi:10.1108/01443571111172435

Cited by 45 publications

(33 citation statements)

References 105 publications

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“…There are hundreds of business improvement initiatives that organisations can use, with examples including lean management, six sigma, Business Process Reengineering (BPR), Balanced Scorecard, Quality Management Systems, Total Quality Management (TQM) and performance benchmarking (Kornfeld and Kara 2011, Greasley 2004, Psomas, Fotopoulos, and Kafetzopoulos 2011, Yung and Chan 2003. This study examines the differences in levels of awareness, use and effectiveness of improvement initiatives in different countries and by organisations of different characteristics such as size and industry sector.…”

Section: Introductionmentioning

confidence: 99%

A study of the use of business improvement initiatives: the association with company size and level of national development

Adebanjo

Tickle

Laosirihongthong

et al. 2014

Production Planning & Control

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This paper investigates the awareness, use and effectiveness of improvement initiatives in organisations of different sizes and in different countries. In particular, comparisons are made between large firms and SMEs, between organisations in the developing and developed worlds and between organisations in China and India and the rest of the developed world. A questionnaire survey of 453 organisations across 44 countries was conducted with the findings indicating that there are significant differences in comparability of tools. For some tools there are no significant differences between developed and developing countries as well as between large organisations and small organisations. For other tools, there are significant differences with organisations in developing countries, in general, more aware and more likely to use business improvement initiatives when compared to organisations in developed countries. Similarly, organisations in China and India have a higher awareness of and are more likely to adopt improvement initiatives when compared to the rest of the developing world. Finally, larger firms are more aware and more likely to use improvement initiatives when compared to SMEs.

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Section: Introductionmentioning

confidence: 99%

A study of the use of business improvement initiatives: the association with company size and level of national development

Adebanjo

Tickle

Laosirihongthong

et al. 2014

Production Planning & Control

View full text Add to dashboard Cite

show abstract

“…A number of academic studies (Yung and Chan 2003, Greasley 2004, Kornfeld and Kara 2011, Psomas, Fotopoulos, and Kafetzopoulos 2011 and consultancy based studies (Rigby and Bilodeau 2013) have shown the extensive use of improvement tools and techniques, the most popular typically being benchmarking, business excellence, knowledge management, Plan, Do, Check, Act (PDCA), Quality Function Deployment (QFD), Six Sigma and Total Quality Management (TQM). The literature also highlights that organisations in different sectors and industries are likely to place different emphasise when selecting which improvement tools and techniques to implement (Rees 1995).…”

Section: Introductionmentioning

confidence: 99%

Business improvement tools and techniques: a comparison across sectors and industries

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Adebanjo

Mann

et al. 2014

International Journal of Production Research

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The purpose of this study was to investigate the awareness, usage, perceived effectiveness and potential future use of improvement tools and techniques via two sets of comparisons: between public and private sector organisations and between manufacturers and service organisations. The need for the study was driven by the current lack of understanding of the extent of improvement tools and techniques adoption on a global scale. A questionnaire survey of 453 respondents from over 20 countries was conducted and the quantitative data was analysed through use of the IBM SPSS software package. The study's findings indicated that there are no significant differences between both sets of organisations for the majority of improvement tools and techniques. However, this study has shown that public sector organisations are more likely to adopt some improvement tools and techniques in comparison to their private sector counterparts. Similarly, service organisations are also more likely to adopt some improvement tools and techniques than their manufacturing counterparts. These results contradict the conventional perception that improvement tools and techniques are used more often by the private sector and manufacturing organisations.

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“…VPM is a new technology, without documented best practices in contemporary literature, especially for integration models (Kornfeld & Kara, 2011). A lack of literature on virtual project innovation and strategies, coupled with the significance of each topic associated for implementing best practices was the deciding factor for sselection of six research topics.…”

Section: Purposementioning

confidence: 99%

“…There was a significant lack of literature on virtual project team integration (Bullen & Love, 2011;Kornfeld & Kara, 2011). VPM is a new technology, without documented best practices in contemporary literature, especially for integration models (Kornfeld & Kara, 2011).…”

Section: Purposementioning

confidence: 99%

Building Productivity in Virtual Project Teams

Hamersly¹,

Land²

2015

GeP

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The steady increase in project failure rates is leaving businesses searching for better integration techniques to virtualize their project environments. Through virtualization, organizations may have positive impacts on communities across geographical boundaries and resource constraints. The focus of this phenomenological study was to explore, via the experiences of successful project management practitioners, best practice strategies for integrating virtual project teams through data analysis. The conceptual framework included von Bertalanffy's general systems theory, decomposition model of business process and project management frameworks, and the recomposition approach. Twenty-two senior project managers with more than 5 years of experience managing virtual project environments participated in semistructured telephone interviews. The van Kaam process employing normalization and bracketing approaches in data analysis resulted in the emergence of 34 thematic categories. The 10 most common themes culminated in the identification of strategies relevant for virtual project teams. The major themes pertained to 3 broad areas: (a) structure that accommodates skills and technology for virtual team success, (b) governance leading to efficient virtual project team management, and (c) collaboration practices across diverse environments. This study involved the exploration of the experiences of the participants. Using the van Kaam method for normalization of the data and clustering like experiences into thematic statements, the study provided a plethora of new information concentrated on 10 themes that emerged.

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Project portfolio selection in continuous improvement

Cited by 45 publications

References 105 publications

A study of the use of business improvement initiatives: the association with company size and level of national development

A study of the use of business improvement initiatives: the association with company size and level of national development

Business improvement tools and techniques: a comparison across sectors and industries

Building Productivity in Virtual Project Teams

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