Slide
Centre Interdisciplinaire
de Recherche et d’Innovation
en Cybersécurité et Société
de Recherche et d’Innovation
en Cybersécurité et Société
1.
Jazouli, A.; Koplyay, T. M.; Mitchell, B.; Motaghi, H.
The rise of complexity due to stakeholders structure along the lifecycle in project management organizations Article d'actes
Dans: 2017 International Annual Conference of the American Society for Engineering Management, ASEM 2017, American Society for Engineering Management, 2017.
Résumé | Liens | BibTeX | Étiquettes: Commerce, Complexity, Delivery subsystem, Effectiveness and efficiencies, Efficiency, Life cycle, Market dynamics, Market strategies, Organization structures, Project delivery, Project management, Project management organization, Societies and institutions
@inproceedings{jazouli_rise_2017,
title = {The rise of complexity due to stakeholders structure along the lifecycle in project management organizations},
author = {A. Jazouli and T. M. Koplyay and B. Mitchell and H. Motaghi},
url = {https://www.scopus.com/inward/record.uri?eid=2-s2.0-85040033522&partnerID=40&md5=b9472689a71e55954a94bd6a06e2df1d},
year = {2017},
date = {2017-01-01},
booktitle = {2017 International Annual Conference of the American Society for Engineering Management, ASEM 2017},
publisher = {American Society for Engineering Management},
abstract = {Much of complexity is hidden in structures of organizations, and the market forces significant adjustments to these structures during the dynamics of interactions as the market lifecycle unfolds. Market customer based profiles drive strategic choices, which in turn, exercise pressures on the alignment of organizations and their alliances or special delivery subsystems, such as projects. Early market strategies seek the right positioning and are effectiveness focused, and forgive mistakes and inefficiencies, whereas late market strategies search for alignment with the looming final cost leadership strategy by relentlessly concentrating on efficiency. Firms progress from many strategic choices to just one, and live the rest of their market lives under the inexorable dictates of efficiency, unless the market is rejuvenated by some disruptive intrusion. Both effectiveness and efficiency have their organization structure counterparts that best respond to these market signals. This paper will examine the rise of complexity due to stakeholders' structures in projects and the implications for the type of results delivered for host firms by the process. © 2017 American Society for Engineering Management.},
keywords = {Commerce, Complexity, Delivery subsystem, Effectiveness and efficiencies, Efficiency, Life cycle, Market dynamics, Market strategies, Organization structures, Project delivery, Project management, Project management organization, Societies and institutions},
pubstate = {published},
tppubtype = {inproceedings}
}
Much of complexity is hidden in structures of organizations, and the market forces significant adjustments to these structures during the dynamics of interactions as the market lifecycle unfolds. Market customer based profiles drive strategic choices, which in turn, exercise pressures on the alignment of organizations and their alliances or special delivery subsystems, such as projects. Early market strategies seek the right positioning and are effectiveness focused, and forgive mistakes and inefficiencies, whereas late market strategies search for alignment with the looming final cost leadership strategy by relentlessly concentrating on efficiency. Firms progress from many strategic choices to just one, and live the rest of their market lives under the inexorable dictates of efficiency, unless the market is rejuvenated by some disruptive intrusion. Both effectiveness and efficiency have their organization structure counterparts that best respond to these market signals. This paper will examine the rise of complexity due to stakeholders' structures in projects and the implications for the type of results delivered for host firms by the process. © 2017 American Society for Engineering Management.
2.
Jazouli, A.; Koplyay, T. M.; Mitchell, B.; Motaghi, H.
The influence of innovation in shaping the underlying project management delivery structure Article d'actes
Dans: 2017 International Annual Conference of the American Society for Engineering Management, ASEM 2017, American Society for Engineering Management, 2017.
Résumé | Liens | BibTeX | Étiquettes: Commerce, Delivery projects, Firm innovation, High tech, High technology, High technology firms, Innovation, Market dynamics, Organizational structures, Project management, Types of innovations
@inproceedings{jazouli_influence_2017,
title = {The influence of innovation in shaping the underlying project management delivery structure},
author = {A. Jazouli and T. M. Koplyay and B. Mitchell and H. Motaghi},
url = {https://www.scopus.com/inward/record.uri?eid=2-s2.0-85040047082&partnerID=40&md5=43ef3a3acc33552526d343c258a426a7},
year = {2017},
date = {2017-01-01},
booktitle = {2017 International Annual Conference of the American Society for Engineering Management, ASEM 2017},
publisher = {American Society for Engineering Management},
abstract = {High technology markets can be extremely dynamic and grow very quickly, but they generally evolve in a specific lifecycle manner. Innovation is ever present, and some may argue the life-blood of all high technology firms, but the types of innovation and the projects that are harnessed to deliver these innovations change as firms grow, mature, and move through the high technology market lifecycle. Company age and size will have an effect upon the project organizational structure and management approach, but the types of innovation required at certain times in the lifecycle also concurrently drive the manner in which delivery projects are conceived. This paper builds on previous literature of high tech markets and firm innovation strategies, by the authors, to examine why projects are less formalized, product or technology-focused in smaller or early start-ups and growth companies, but evolve to highly formalized process-focused in mature companies. © 2017 American Society for Engineering Management.},
keywords = {Commerce, Delivery projects, Firm innovation, High tech, High technology, High technology firms, Innovation, Market dynamics, Organizational structures, Project management, Types of innovations},
pubstate = {published},
tppubtype = {inproceedings}
}
High technology markets can be extremely dynamic and grow very quickly, but they generally evolve in a specific lifecycle manner. Innovation is ever present, and some may argue the life-blood of all high technology firms, but the types of innovation and the projects that are harnessed to deliver these innovations change as firms grow, mature, and move through the high technology market lifecycle. Company age and size will have an effect upon the project organizational structure and management approach, but the types of innovation required at certain times in the lifecycle also concurrently drive the manner in which delivery projects are conceived. This paper builds on previous literature of high tech markets and firm innovation strategies, by the authors, to examine why projects are less formalized, product or technology-focused in smaller or early start-ups and growth companies, but evolve to highly formalized process-focused in mature companies. © 2017 American Society for Engineering Management.