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Nilsson, Andreas
Publications (10 of 11) Show all publications
Blomquist, T., Hällgren, M., Nilsson, A. & Söderholm, A. (2012). Project-as-practice: in search of project management research that matters. IEEE Engineering Management Review, 40(3), 88-103
Open this publication in new window or tab >>Project-as-practice: in search of project management research that matters
2012 (English)In: IEEE Engineering Management Review, ISSN 0360-8581, E-ISSN 1937-4178, Vol. 40, no 3, p. 88-103Article in journal (Refereed) Published
Place, publisher, year, edition, pages
IEEE Xplore, 2012
National Category
Business Administration
Research subject
Business Studies
Identifiers
urn:nbn:se:umu:diva-63829 (URN)10.1109/EMR.2012.6291583 (DOI)
Note

This publication contains reprint articles for which IEEE does not hold copyright. You may purchase this article from the Ask*IEEE Document Delivery Service at http://www.ieee.org/services/askieee/.

Se även tidigare publicering i Project Management Journal, DOI: 10.1002/pmj.20141

Available from: 2013-01-08 Created: 2013-01-08 Last updated: 2018-06-08Bibliographically approved
Nilsson, A. & Wilson, T. (2012). Reflections on Barry W. Boehm's "A spiral model of software development and enhancement". International Journal of Managing Projects in Business/Emerald, 5(4), 737-756
Open this publication in new window or tab >>Reflections on Barry W. Boehm's "A spiral model of software development and enhancement"
2012 (English)In: International Journal of Managing Projects in Business/Emerald, ISSN 1753-8378, E-ISSN 1753-8386, Vol. 5, no 4, p. 737-756Article in journal (Refereed) Published
Abstract [en]

Purpose – The purpose of this paper is to review the content, contributions and subsequentdevelopments of the seminal paper by Barry Boehm, “A spiral model of software development andenhancement” written in 1988. The relationships of this paper to software development, agile projects,real options and present practice are put into perspective.

Design/methodology/approach – Basically an essayist approach is taken. First, the contents ofBoehm’s paper are reviewed and then associated with subsequent developments.

Findings – Review of the paper as published represents a documentation of cutting-edge softwaredevelopment as it existed at the time. Fundamentally it suggests the viability of a non-linear,customer-influenced, development approach.

Practical implications – This basic approach illustrated in the spiral model of course has found itsway into complex project approaches and management.

Originality/value – This paper follows the lines of increasing attention to classics, which is thepurpose of this special issue of the journal. In particular, attention is called to the transition ofthought on projects and project management from supplier-oriented, linear processes tocustomer/client-influenced, non-linear ones.

Place, publisher, year, edition, pages
Emerald Group Publishing Limited, 2012
Keywords
Project management; Computer software; Agile production; Non-linear approaches; Agile processes; Real options
National Category
Business Administration
Research subject
Business Studies
Identifiers
urn:nbn:se:umu:diva-58700 (URN)10.1108/17538371211269031 (DOI)
Available from: 2012-09-05 Created: 2012-09-05 Last updated: 2018-06-08Bibliographically approved
Hällgren, M., Nilsson, A., Blomquist, T. & Söderholm, A. (2012). Relevance Lost! : A Critical Review of Project Management Standardisation. International Journal of Managing Projects in Business/Emerald, 5(3), 457-485
Open this publication in new window or tab >>Relevance Lost! : A Critical Review of Project Management Standardisation
2012 (English)In: International Journal of Managing Projects in Business/Emerald, ISSN 1753-8378, E-ISSN 1753-8386, Vol. 5, no 3, p. 457-485Article in journal (Refereed) Published
Abstract [en]

Purpose – The purpose of this paper is to critically analyze the consequences of the diffusion of generic project management knowledge.

Design/methodology/approach – This paper is conceptual in its nature, using short examples of four different areas (education, research, certification and practice) to show the diffusion of project management knowledge throughout these areas.

Findings – In this paper the authors argue that relevance may be lost at two levels. The first loss occurs when the practice of project management is transferred, through generalisation and standardisation, into what is generally known as “Best Practice”. The second occurs when “Best Practice” is transferred back to where it is applied (education, research, certification and practice).

Research limitations/implications – The risk of losing relevance has consequences for what one bases one's assumptions of the nature of projects upon. If the assumptions are based on standardized knowledge, without critically assessing its correctness, the likelihood of producing less relevant research is higher.

Practical implications – With the risk of losing relevance the authors argue that anyone involved in the areas of education, research, certification and practice needs to be cautious of how they perceive and work with the standards. There is a risk that the knowledge becomes even less relevant and students and practitioners are therefore less prepared for reality.

Originality/value – This paper is part of the literature critiquing the standardization of project management knowledge but it is distinct in terms of how the diffusion processes are perceived and utilized in a project setting.

Place, publisher, year, edition, pages
Emerald Group Publishing Limited, 2012
Keywords
Project management, Standardization, Education, Research, Certification, Best practice, Relevance lost, Projects-as-practice
National Category
Business Administration
Identifiers
urn:nbn:se:umu:diva-59160 (URN)10.1108/17538371211235326 (DOI)
Available from: 2012-09-10 Created: 2012-09-10 Last updated: 2018-06-08Bibliographically approved
Blomquist, T., Hällgren, M., Nilsson, A. & Söderholm, A. (2010). Project-as-practice: in search of project management research that matters. Project Management Journal, 41(1), 5-16
Open this publication in new window or tab >>Project-as-practice: in search of project management research that matters
2010 (English)In: Project Management Journal, ISSN 8756-9728, E-ISSN 1938-9507, Vol. 41, no 1, p. 5-16Article in journal (Refereed) Published
Abstract [en]

Research on projects is not only an immaturefield of research, but it is also insubstantial whenit comes to understanding what occurs in projects.This article contributes to making projectmanagement research matter to the academic aswell as to the practitioner by developing a projectas-practice approach, in alignment with theongoing debate in social science research.The article outlines a framework and argues thatthere are two major challenges to the researcherand also suggests how these challenges can bemet. Underlying notions of the practice approachare outlined to ensure a development of theproject-as-practice approach that makes projectmanagement research matter!

Place, publisher, year, edition, pages
John Wiley & Sons, 2010
Keywords
project-as-practice, practice research, relevance-based research, relevance challenges, project management research
National Category
Business Administration
Identifiers
urn:nbn:se:umu:diva-31170 (URN)10.1002/pmj.20141 (DOI)000281810700002 ()
Note

Article first published online: 13 JAN 2010

Available from: 2010-02-01 Created: 2010-02-01 Last updated: 2018-06-08Bibliographically approved
Nilsson, A. (2008). Projektledning i praktiken: Observationer av arbete i korta projekt. (Doctoral dissertation). Umeå: Handelshögskolan vid Umeå universitet
Open this publication in new window or tab >>Projektledning i praktiken: Observationer av arbete i korta projekt
2008 (Swedish)Doctoral thesis, monograph (Other academic)
Abstract [en]

Project management used to be described as rational and well structured - a notion that builds on a traditional view that project management is about planning, budgeting and controlling. Nevertheless, it has been questioned if this is a full description. Even though project management techniques were developed for large projects, those techniques and models are used today in small projects of short duration - projects that are quite dissimilar to the large ones. The present study takes a practice perspective to investigate what project managers do when they lead such short projects. Its observations and interviews are used to analyze what happens in the everyday life of project managers. Using classical managerial behaviour studies as a foundation, seen through a practice perspective lens, the study finds that the work of project managers in a software development project is fragmented – their time is filled with formal and informal meetings of different kinds and efforts to resist disturbances in the project.

Three challenges were found in the project manager’s work. The first was to Understand: to create meaning. The plans were clearly defined at the start of the project but as the goals were later re-defined, it was scarcely possible to finalize them before delivery. Contrary to the traditional view that plans are inflexible, these plans were discussed, negotiated and interpreted throughout the project. This was the continuous work of creating both meaning in the plans and a common understanding of the project.

The second challenge was to Order/coordinate: to manage resources. The project manager reacted to emerging issues rather than acting to prevent things from happening. These reactions led to creative ways of managing and finding solutions to problems. One important way of managing new or changed conditions was to reorganize resources to cover the needs of different teams. The meetings played a central role in this work as arenas for negotiating resources, which became especially evident in times of stress or high workload.

The third challenge was to Make it in time: to manage time. Time is a central aspect of project management as projects are temporary organizations; they have a beginning and an end. Previous research has found a point in time, in the middle of a project, when the team starts to feel pressured and stressed about meeting their deadlines. For project managers there is always a struggle to manage time, as dates for delivery are one of the things in a project that are not negotiable. In short-duration projects where projects follow each other seriatim, there is an almost constant feeling of urgency; stress and pressure. The project manager used experiential data to determine and plan the amount of time that would be needed to manage changes in the project, intending that the slack created would enable the project to deliver on time. Although changes and deviations were expected, the project manager rarely knew beforehand what they were or when they would come.

The three challenges, previously described as separated from each other, were observed to be all managed simultaneously. The site, the practitioner and the practices influence daily work practice.

Place, publisher, year, edition, pages
Umeå: Handelshögskolan vid Umeå universitet, 2008. p. 242
Series
Studier i företagsekonomi. Serie B, ISSN 0346-8291 ; 63
Keywords
Project management, Practice, Observations, Managerial work, Executive behaviour, Leadership, Practice perspective, Project-as-practice, Short-duration projects, Challenge
National Category
Business Administration
Identifiers
urn:nbn:se:umu:diva-1652 (URN)978-91-7264-588-2 (ISBN)
Public defence
2008-06-05, Samhällsvetarhuset, Hörsal B, Umeå universitet, Umeå, 15:15
Opponent
Supervisors
Available from: 2008-05-15 Created: 2008-05-15 Last updated: 2018-06-09Bibliographically approved
Blomquist, T., Hällgren, M. & Nilsson, A. (2006). Development of virtual teams and learning communities. In: Collaborating virtually: concepts and applications (pp. 121-131). Punjagutta, India: ICFAI University Press
Open this publication in new window or tab >>Development of virtual teams and learning communities
2006 (English)In: Collaborating virtually: concepts and applications, Punjagutta, India: ICFAI University Press , 2006, p. 121-131Chapter in book (Refereed)
Abstract [en]

Students of an Internet based course in project management worked during a 20 week period worked in teams of 4-6 persons. The course consisted of Swedish students living in Sweden or abroad, which made it impossible for many of the teams to have any face-to-face interaction. During the course, the teams were assigned a series of discussion questions and cases. The study, based on a survey of 287 students who participated in the course, examined their experience of teamwork and showed that many of the classical team development issues also evolve in a virtual team. Furthermore, the study showed that students considered their teamwork was efficient and that being able to communicate, discuss and share experiences was essential for developing a positive learning community.

Place, publisher, year, edition, pages
Punjagutta, India: ICFAI University Press, 2006
Identifiers
urn:nbn:se:umu:diva-13233 (URN)81-314-0308-4 (ISBN)
Available from: 2007-05-07 Created: 2007-05-07 Last updated: 2018-06-09Bibliographically approved
Blomquist, T., Gällstedt, M., Hällgren, M., Nilsson, A. & Söderholm, A. (2006). Project as practice: making project research matter. In: Proceedings of IRNOP VII Project Research Conference: . Paper presented at 7th IRNOP Research Conference, Northwestern Polytech Univ, Xian, PEOPLES R CHINA, OCT 11-13, 2006 (pp. 540-549). Beijing: Publishing house electronics industry
Open this publication in new window or tab >>Project as practice: making project research matter
Show others...
2006 (English)In: Proceedings of IRNOP VII Project Research Conference, Beijing: Publishing house electronics industry , 2006, p. 540-549Conference paper, Published paper (Refereed)
Abstract [en]

Project theory is not only an immature field of research, it is insubstantial when it comes to understanding what is really going on in projects. This paper contributes to making project research matter to the academic as well as the practitioner through the theoretical development of a project-as-practice approach, aligned with an ongoing debate in social science research. We outline the framework of project-as-practice and argue that there are two major challenges to the researcher: the relevance challenge and the pattern challenge. We suggest how these challenges can be met and give some examples of earlier studies that have done so. The practice approach is not a substitute to present theorizing but rather a complement that brings substance. Finally, underlying notions of the practice approach are outlined in order to have a fruitful future development of a project-as-practice approach that makes project theory matter!

Place, publisher, year, edition, pages
Beijing: Publishing house electronics industry, 2006
Keywords
strategy, management, perspective
National Category
Economics and Business
Identifiers
urn:nbn:se:umu:diva-119422 (URN)000242042400046 ()7-121-03252-X (ISBN)
Conference
7th IRNOP Research Conference, Northwestern Polytech Univ, Xian, PEOPLES R CHINA, OCT 11-13, 2006
Available from: 2016-05-02 Created: 2016-04-18 Last updated: 2018-06-07Bibliographically approved
Hällgren, M., Blomquist,, T., Nilsson, A. & Söderholm, A. (2006). Project management practice: making project management research matter.
Open this publication in new window or tab >>Project management practice: making project management research matter
2006 (English)Manuscript (preprint) (Other academic)
Abstract [en]

Project theory is not only an immature field of research, it is insubstantial when it comes to understanding what is really going on in projects. This paper contributes to making project research matter to the academic as well as the practitioner through the theoretical development of a project-as-practice approach, aligned with an ongoing debate in social science research. We outline the framework of project-as-practice and argue that there are two major challenges to the researcher: the relevance challenge and the pattern challenge. We suggest how these challenges can be met and give some examples of earlier studies that have done so. The practice approach is not a substitute to present theorizing but rather a complement that brings substance. Finally, underlying notions of the practice approach are outlined in order to have a fruitful future development of a project-as-practice approach that makes project theory matter!

Keywords
Projects, practice, relevance
Identifiers
urn:nbn:se:umu:diva-26330 (URN)
Note
Manuskript till konferensen Irnop 2006.Available from: 2009-10-06 Created: 2009-10-06 Last updated: 2018-06-08Bibliographically approved
Hällgren, M. & Nilsson, A. (2006). Project management practice: the activities of coordination in a meeting. In: Proceedings of IRNOP VII project research conference: . Paper presented at 7th IRNOP Research Conference, OCT 11-13, 2006, Northwestern Polytech Univ, Xian, PEOPLES R CHINA (pp. 526-539). Beijing: China Publishing House of Electronics Industry
Open this publication in new window or tab >>Project management practice: the activities of coordination in a meeting
2006 (English)In: Proceedings of IRNOP VII project research conference, Beijing: China Publishing House of Electronics Industry, 2006, p. 526-539Conference paper, Published paper (Refereed)
Abstract [en]

Is it really the case that more than half of a work day is lost to meetings? In this paper we have analyzed one meeting in a software company in terms of the activities of coordination. The framework of the paper relies firmly on a project-as-practice approach which focuses on practitioners, their actions and what shapes norms and beliefs. The findings suggest that there are above all two patterns of coordination present during the meeting; informal and formal coordination. These patterns in turn are continuously interacting - implying a constant exchange between local practice and accepted practices, here represented by the project plan. The implications of the paper are several both for researchers and project practitioners. Finally, is half the workday lost? Peter Drucker, we regret to say: No it is not!

Place, publisher, year, edition, pages
Beijing: China Publishing House of Electronics Industry, 2006
National Category
Economics and Business
Identifiers
urn:nbn:se:umu:diva-119421 (URN)000242042400045 ()7-121-03252-X (ISBN)
Conference
7th IRNOP Research Conference, OCT 11-13, 2006, Northwestern Polytech Univ, Xian, PEOPLES R CHINA
Available from: 2016-05-09 Created: 2016-04-18 Last updated: 2018-06-07Bibliographically approved
Nilsson, A. (2005). The change masters: Project managers in short-duration projects. Project Perspectives, 27(1), 42-45
Open this publication in new window or tab >>The change masters: Project managers in short-duration projects
2005 (English)In: Project Perspectives, ISSN 1455-4178, Vol. 27, no 1, p. 42-45Article in journal (Refereed) Published
Place, publisher, year, edition, pages
International Project Management Association, 2005
National Category
Business Administration
Research subject
Business Studies
Identifiers
urn:nbn:se:umu:diva-50318 (URN)
Available from: 2011-12-06 Created: 2011-12-06 Last updated: 2018-06-08
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