Project Transitions—Navigating Across Strategy, Delivery, Use, and Decommissioning

Locatelli, Giorgio; Žerjav, Vedran; Klein, Gary

doi:10.1177/8756972820953976

Cited by 17 publications

(16 citation statements)

References 53 publications

(52 reference statements)

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“…This is often particularly apparent when a delivered product or piece of infrastructure is completed and moves into service. The importance of such phased transitions is underlined by recent calls for further research by Locatelli et al (2018). Airports have seen some wellpublicized failures at this point, representing 'disastrous openings'.…”

Section: Discussionmentioning

confidence: 99%

“…Although acknowledging its importance (see Morris 1997;Brady and Davies 2010;Artto et al 2016;Winch and Leiringer 2015), a recent review of the extant project management literature suggests little or no interest in examining the transitional phase from 'project' to 'operations' (see Locatelli et al 2018). Consequently, there appears to be no widely agreed view on how a project should progress through any kind of structured management activity that ensures successful commencement of operations (Dvir 2005;Winch and Leiringer 2015;Locatelli et al 2018). More recently, however, this position seems to be changing.…”

Section: Aim Of the Studymentioning

confidence: 99%

“…Project management scholarship is now beginning to explore a much more forward-looking and more temporally extended view of what projects actually entail (Geraldi and Söderlund 2018). In fact, there have been specific recent calls for 'Project transition' studies (see Locatelli et al 2018). In effect, important steps towards recognizing the need for a dedicated operations phase within projects are being taken (Dvir 2005;Shokri et al 2016).…”

Section: Aim Of the Studymentioning

confidence: 99%

See 2 more Smart Citations

An operations readiness typology for mitigating against transitional ‘disastrous openings’ of airport infrastructure projects

Al-Mazrouie

Ojiako

Williams

et al. 2020

Production Planning & Control

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This paper seeks to highlight the essential readiness factors commonly engaged to prevent 'disastrous openings' of complex multi-stakeholder infrastructure projects. To identify these readiness factors, we undertook a survey of 724 Operations managers, Project managers and 'Operations Readiness, Activation and Transition' management practitioners working across four international airports in the United Arab Emirates. Data were analysed using SPSS/AMOS. What emerges from the data analysis is a risk-focused typology of knowledge that is able to prevent past mistakes from being repeated. The main contribution of the paper is twofold. First, the paper develops a risk-focused operations readiness typology. The second

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Section: Discussionmentioning

confidence: 99%

Section: Aim Of the Studymentioning

confidence: 99%

Section: Aim Of the Studymentioning

confidence: 99%

See 1 more Smart Citation

An operations readiness typology for mitigating against transitional ‘disastrous openings’ of airport infrastructure projects

Al-Mazrouie

Ojiako

Williams

et al. 2020

Production Planning & Control

View full text Add to dashboard Cite

show abstract

“…Completion of projects leads to the need for a transition to permanent forms of organization using the operational type of functioning [10]. In this case, the main attention of the researchers is paid to the peculiarities of the transition from the project itself to its operation [11]. It should be noted that in such a setting, the transition means a change in "cooperation between different forms of organization with different temporality" [12].…”

Section: Introductionmentioning

confidence: 99%

Project Space of the Region: Content, Structure, Integration Imbalances

et al. 2021

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The results of the study of the project space of the region have been presented. The purpose of the study is to determine the content and structure of the region's project space, the reasons for the emergence of integration imbalances therein, based on an overview of the state of the problem in scientific sources and an empirical analysis in the region. The following research methods have been used: the method of comparative analysis of specific projects of various types and documents representing them (summaries, abstracts, etc.); the method of correlation analysis. These methods have been modified to identify the links and dependencies between the projects, the mutual influence of their characteristics. The sample consisted of 1200 projects. For comparison purposes, the samples of projects and programs from different regions of Russia have been used. In the course of the study, the following results have been obtained: 1. The prerequisites for the study of the design space of the region have been determined, its content has been revealed. 2. The analysis of the project space of the region has been carried out, which made it possible to determine the structure of the projects, the peculiarities of the correlation between them, the content of integration imbalances, the reasons for their formation and the main types thereof. 3. The main approaches to the development of the project space of the region, reduction of the negative impact of integration imbalances therein have been presented. The research of the project space of the region has not been conducted before, it is unique and new. At the same time, they can be useful in the formation of a project society, the methodology of which is being developed in many countries of the world.

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“…The concept of organizational routines (Feldman & Pentland, 2003; Nelson & Winter, 1982; Parmigiani & Howard-Grenville, 2011) has been adopted by project management scholars as being a useful theoretical construct to explore patterns of action in project organizations (Bresnen et al, 2005; Bygballe & Swärd, 2019; Davies et al, 2017; Eriksson, 2015; Samset & Volden, 2016). As highlighted in the call for papers for this edition, “transition-related project phenomena remain remarkably under-investigated” (Locatelli et al, 2018). Extant research has addressed transition decisions between the temporary and the permanent organization (Jacobsson et al, 2013), transitional rituals at stage boundaries (van den Ende & van Marrewijk, 2014), and handover to operations (Zerjav et al, 2018).…”

Section: Introductionmentioning

confidence: 99%

Re-Creating Organizational Routines to Transition Through the Project Life Cycle: A Case Study of the Reconstruction of London’s Bank Underground Station

Addyman

Pryke

Davies

2020

Project Management Journal

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This article provides new insights into the project life cycle by proposing an alternative image to the predefined time boundary between life cycle stages. It makes a theoretical contribution by identifying how project organizations re-create patterns of action—organizational routines—as they transition through life cycle stages. It presents the findings of an autoethnographic empirical study and, through the lens of routine dynamics, contributes to the project management literature by identifying a five-stage process model of transitioning and the generative mechanisms involved in re-creating patterns of action.

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Project Transitions—Navigating Across Strategy, Delivery, Use, and Decommissioning

Cited by 17 publications

References 53 publications

An operations readiness typology for mitigating against transitional ‘disastrous openings’ of airport infrastructure projects

An operations readiness typology for mitigating against transitional ‘disastrous openings’ of airport infrastructure projects

Project Space of the Region: Content, Structure, Integration Imbalances

Re-Creating Organizational Routines to Transition Through the Project Life Cycle: A Case Study of the Reconstruction of London’s Bank Underground Station

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