2 Research method and methodical approaches in PM research
2.6 My contribution to the research published in the period 2005–2015
Figure 7 shows the type of papers and books that I have published in the period 2005–2015. In my role as senior researcher in the PUS project I co-authored most of the paper produced in the PUS project. As project manager I was responsible for deciding what to research and for deciding the different research teams. Normally, my role in the team was to collect the data, lead the discussions, and draw the conclusions from the work. Additionally, as the project manager and senior researcher, I was responsible for the quality control of every paper that was produced based on data from the participating organizations in the PUS project.
Figure 7 shows some of the products and the main deliverables that I have produced together with my colleagues from NTNU and SINTEF in the three above-mentioned research projects. Tables 4 and 5 list the papers on which this thesis is built. Table 4 lists the published papers and my role as a co-author. The full versions of the papers are provided in Appendix I. Appendix II contains the bibliography from the PUS project and shows all papers that have been written in the PUS project and after it had finished (2011–2014). Table 5 provides a short overview of the research methodology and the purpose and focus of the papers, and Table 6 shows which papers are cited in which chapters in this thesis.
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Nr 13 Opportunities in Projects and Innovative Thinking ECIE, 2010 2014 PREPracticalUncertainty Management in a Project Owner’s Perspective
Practical Uncertainty Management in a Norwegian Project Owner’s Perspective NSP-Statoil,Telenor,NorwegianArmedeForces,Directorateofpublicconstructionand property,andRoadadministration,Railroadadministration POST-PracticalUncertaintyManagement in a Project Owner’s Perspective UncertaintyasanLearningarena NSPproject
Phase1 ASisstudy–developingresearch projecttogetherwithCompanies Developingresearchapplicationto theNorwegianResearch Council Practicaluncertaintymangementin aprojectownersperspectiv «ThePUSproject»
Phase2 Developingmodells,toolsandprosess Phase3 Testingandimpelmentation Bookproject Practicaluncertaintymanagement(UM) Ph.D.scholarship 6month NTNU
Project and phases Productsand deliverables
PUSWEB Stateoftheart Andreforskningsmiljøer StandarderpåUS Handbok ”TheroadthroughQA2"
Forumoppsummeringer 1-5 FoURapport1 Teori, kunnskapsgrunnlagog rammeverkinnen usikkerhetsstyringav prosjekter FoURapport2 Levende usikkerhetsledelse- Institusjonaliseringav metoder,modellerog mennesker SINTEFRapport Usikkerhetsstyringi Statsbygg -kartleggingav erfaringeri2008og forslagtilviderearbeid WhoOwnsa Project?” Nordnet2007
Nr15 ProjectOwnership: implicationsonsuccess measurement 2008 Nr14 FromProtectiveto OffensiveProject Management PMIResearch Conference 2008 Livinguncertainty: Experiencesfromtwo largeconstructionprojects IPMA2008
Opportunitiesinprojects FIBE, 2010 KnowledgeTransfer-A StudyonConstruction ProjectsinaNorwegian PublicSectorOrganisation ECKM2010 ThePUSProject-Practical UncertaintyManagementin aNorwegianProject Owner’s Perspective – Norwgiansviewsonwhat ownergetintheend. Netlips2011
OpportunitiesinProjects andInnovativeThinking IPMA2010 + journal2011 Uncertaintymanagementin thedirectorateofpublic constructionandproperty, Norway(Statsbygg)–froman immaturetomatureactor IPMA2010 Nr12 Opportunitiesinprojectsand theroleofprojectowners IPMA2010 KnowledgeTransfer-AStudy onConstructionProjectsina NorwegianPublicSector Organisation ECKM2010 Nr11 UncertaintyManagementin Projects–ANew Perspective IPMA2011 + journal2012
Uncertaintymanagementin aprojectowner perspective;casestudies fromgovernmentalprojects inNorway 2011
Nr7 UncertaintyManagement– MythsAndRealities’ EURAM2012 Anoverallframeworkfor understandingchangesin megaprojects–a Norwegianapproach Ipma2012 + Journal2013
KnowledgeCreationin Collaborativresearch Projects ECKM2012 Nr9 Exploringuncertaintyand flexibilityinprojects:towardsa moredynamicframework? EGOSHelsinki2012 Megaprojects–Challenges andlessonslearned Ipma2012 Journal2013
Nr6 OpportunitiesinProjects- Whataretheyanddowe reallywantthem? IPMA2012 KnowledgeManagement –WhatDoUncertainty ManagementAndThe ProjectOwner PerspectiveHaveToDo WithIt ECKM2012 KnowledgeCreationin Collaborativresearch Projects ECKM2012
Nr10 Livinguncertainty management–Anapproach tolearningandimprovement inproject-based organizations’ ECKM2012 Nr8 Improvinguncertainty managementinprojectsby collaboratinginaninter- organizationalresearch project EURAM2012
201320122011201020092008200720062005 Nr5 Effectsoflong-term improvementeffortswithin projectuncertainty management Egos2013
Nr4 Exploitingopportunitiesin theUncertainty management IPMA2013 Journal2014 Nr1 Uncertaintyanalysis–5 challengeswithdodays practice IPMA2013 Journal2014 Nr2 "Stakeholderbenefit assement"–Project success–through managementof stakeholder IPMA2013 Journal2013 Nr3 Uncertaintymanagement– amethodological frameworkbeyond"The sixW's". IPMA2013 Journal2014
Doctoral theses Project uncertainty management a new approach – the "lost opportunities"
2015 Whyisitdifficulttoexploit opportunitiesinprojects? Euram2015 Valueofuncertainty–The lostopportunities Egos2015/IJPM ProjectEvaluationHolistic Framework–Application onMegaprojectCase ProjMan2015 WhenStakeholdersShape SuccessesorBring Failures–ACaseStudyof anAlgerianHighway Megaproject ProjMan2015 Time-Thievesand Bottlenecksinthe NorwegianConstruction Projects 8thNordicConferenceon ConstructionEconomics andOrganization Managingcostandtimein alargeportfolioofprojects 8thNordicConferenceon ConstructionEconomics andOrganization
SpeedUp ProjectNorway
Bookproject UM BarriersandChallengesin EmployingofConcurrent Engineeringwithinthe NorwegianConstruction Projects 8thNordicConferenceon ConstructionEconomics andOrganization Figure 7Projects, production, and deliverables
Table 4 Published papers and my contribution
No. Paper title Contribution/role in preparing
the paper 1 Johansen A, Sandvind B,Torp O, Økland A
Uncertainty analysis – 5 challenges with today’s practice Social and Behavioral Sciences (2014), pp. 591–600 information
Stakeholder benefit assessment – Project success through management of stakeholders
Procedia – Social and Behavioral Sciences (2014), pp.
581–590
3 Johansen A, Halvorsen SB, Haddadic A, Langlo JA Uncertainty management – A methodological framework beyond ‘the six Ws’
Procedia – Social and Behavioral Sciences (2014), pp.
566–575
Exploiting opportunities in the uncertainty management Procedia – Social and Behavioral Sciences (2014), pp.
615–624
Double blind review
Second author
Responsible for data collection from five cases and the analyses, and for drawing up the
conclusions from the work together with my fellow researchers
5 Johansen A, Langlo JA
Effects of long-term improvement efforts within project uncertainty management
Opportunities in projects – what are they and do we really want them?
7 Johansen A, Ekambaram A, Krane HP, Steiro T Uncertainty management – Myths and realities EURAM 2012
Improving uncertainty management in projects by collaborating in an inter-organizational research project EURAM 2012
No. Paper title Contribution/role in preparing the paper
9 Johansen A, Ekambaram A, Krane HP, Steiro T
Exploring uncertainty and flexibility in projects: Towards a more dynamic framework?
Living uncertainty management – An approach to learning and improvement in project-based
11 Ekambaram A, Johansen A
Uncertainty management in projects – A new perspective
IPMA World Congress, 2011, Brisbane Conference proceedings
Published in Project Perspectives 2013, pp. 68–73
Second author
Development of the idea of the paper and leading the discussions together with my fellow
researcher 12 Ekambaram A, Johansen A, Jermstad, O
Opportunities in projects and the role of project owners IPMA World Congress, 2010
Conference proceedings
Second author
Development of the idea of the paper, leading the discussions, and drawing up the conclusions from the work together with my fellow researchers
13 Ekambaram A, Johansen A, Økland A
Opportunities in projects and innovative thinking ECIE, 2010
Conference proceedings Double blind review
Second author
Development of the idea of the paper, leading the discussions, and drawing up the conclusions from the work together with my fellow researchers
14 Rolstadås A, Johansen A
From protective to offensive project management PMI EMEA Congress, 2008
Conference proceedings
Second author
Responsible for data collection from two cases and for the analyses, and drawing up the conclusions from the work together with my fellow researcher
15 Olsson, NOE, Johansen, A, Langlo, JA, Torp O Who owns a project?
EURAM – 2007 (extended version) Double blind review
Nordnett 2007 Reykjavik
Measuring Business Excellence (2008) 12:1, 39–46
Second author
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Table 5 The papers: methodological approaches and focus No. Paper titleMain methodological approachMain focus of the paper 1 Uncertainty analysis – 5 challenges with today’s practice
This paper is a product of collective reflection, experience, and the knowledge of the authors. It is of a qualitative nature as we do not present any quantitative or statistical evidence or methods in our approach. It build upon the literature review conducted in the PUS project and the two surveys (see Paper 5 for more details). Semi structured interviews, in-depth interviews, and discussions with experts form six different companies that participated in the PUS project.
We present five challenges in connection with the way uncertainty analyses of cost estimates are done today in Norway, and present findings that indicate a need to rethink the uncertainty analyses of the projects that have a high degree of uncertainty. 2 Stakeholder benefit assessment – Project success through management of stakeholders
This paper is a product of collective reflection of our experience and knowledge. It is qualitative in the sense that we do not use any quantitative or statistical evidence or methods in our approach. It build upon the literature review conducted in the PUS project and the two surveys, semi structured interviews, in-depth interviews and discussions with experts form 6 different companies that participated in the PUS project).
This paper focuses on the relationship between the stakeholders and opportunities. It discusses how a project should deal with its internal and external stakeholders who are associated with determining the project’s objectives and uncertainty issues.
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No. Paper titleMain methodological approachMain focus of the paper 3 Uncertainty management – A methodological framework beyond ‘the six Ws’
The framework and methods outlined in this paper were developed as a part of a Norwegian research project with special focus on uncertainty analysis and uncertainty management ‘Practical uncertainty management in the project owner perspective’ ((Praktisk styring av usikkerhet i et eierperspektiv, abbreviated to the PUS project) (2005– 2010). Data were collected relating to literature reviews, surveys, semi-structured interviews, in-depth interviews, and discussions with experts, and action research in case studies. Some of the case studies were longitudinal and qualitative in nature.
We suggest a framework for uncertainty management consisting of two steps for preparing the process, a five-step group process for identifying, analysing and developing measures for exploiting or controlling the uncertainty, and two steps for following up the uncertainty during the project life cycle. The framework that we present corresponds to a certain extent to the ATOM framework developed by Hillson and Simon (2012) in the UK. 4 Exploiting opportunities in the uncertainty management
In the studies we use combined qualitative and/or quantitative methods with interviews and analyses of the projects’ risk registers as two of the main elements. We also build upon the literature review conducted in the PUS project, and discussions and semi-structured interviews with experts from six different companies that participated in the PUS project.
Uncertainty management should include both possible threats and opportunities This is claimed to be the common view among both practitioners and academics. However, it is questioned whether uncertainty analyses and uncertainty management is still focus mainly on threats, and too few seek to exploit opportunities. If this is the case, then the projects will only to a small extent achieve the benefits they could potentially achieve from those opportunities. In this paper we analyses how projects actually exploit opportunities.
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No. Paper titleMain methodological approachMain focus of the paper 5 Effects of long-term improvement efforts within project uncertainty management
This paper uses a longitudinal approach and it combines results from two research projects in Norway: The Concept research programme and the PUS project. The Concept programme has carried out trailing research on the management and governance of, in principle, all larger Norwegian public sector projects (i.e. with total costs of more than EUR 70 million) since 2002. This means that it has examined and evaluated approximately 130 large public projects, and holds records of those projects in its database. Our results are based on a multitude of techniques and methodologies. There have been literature studies of the different areas of relevance (e.g. (Torp, 2002) and (Torp, et al., 2008), there have been several surveys, action research has been done in a number of projects and trailing research in others, and in-depth interviews and discussions with experts. The results presented are also based on a number of case studies of projects. Some of the case studies were of a longitudinal and qualitative nature, in which the authors were involved as researchers and process contributors, repeatedly in all the cases. Two surveys regarding the uncertainty management of the projects were conducted in a number of the projects studied in the PUS research project. Questionnaires were distributed to a representative selection of participants related to the projects. Electronic and paper-based The research findings show that cost estimates normally increase over time. However, the increase from sanction to delivery is modest and normally within acceptable risk contingencies. The findings also confirm that organizational maturity in the uncertainty management area and individual maturity evolved between 2006 and 2011.
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No. Paper titleMain methodological approachMain focus of the paper questionnaires were distributed to 2701 persons, and overall there was a response rate of 29.7%. In both instances, the questionnaires use of longitudinal surveys were not identical. This means that the results from the first survey had to be manually processed in order to be compared. Some of the quantitative studies done in the PUS research project were based on data extracted from the risk registers of seven large projects in the energy sector and five projects in the public sector. Also, longitudinal quantitative economic analyses have been done in the Concept programme. 6 Opportunities in projects – what are they and do we really want them?
The study builds upon different research results from the PUS project. Data were collect relating to a literature review, surveys, semi-structured interviews, in-depth interviews and discussions with experts, and action research in case studies. Some of the case studies were of a longitudinal and qualitative nature.
This paper discusses what opportunities are, and how to explore and exploit opportunities actively during the project. It also presents strategies to deal with opportunities and threats. In addition, this paper briefly describes the roles of project owner and project manager with respect to dealing with opportunities and threats. 7 Uncertainty management – Myths and realities
The study related to this paper is based on literature studies of the different areas of relevance, several surveys. Action research has been done in a number of projects and also in-depth interviews and discussions with experts.
The aim of this paper is to discuss a set of often-claimed viewpoints on project uncertainty. We organize the ideas into what we denote as ‘three myths about project uncertainty’. We describe relevant theories as a background and a framework for describing the three myths.
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No. Paper titleMain methodological approachMain focus of the paper 8 Improving uncertainty management in projects by collaborating in an inter-organizational research project This paper uses a longitudinal study approach It builds upon two surveys ( see Paper 5) and semi structured interviews, in-depth interviews, and discussions with experts from six different companies that participated in the PUS project.
This paper presents how a collaborative research project on uncertainty management (the PUS project) contributed to produce positive results, on both the theoretical and practical fronts. In this regard, this paper describes instances and achievements that demonstrate how the participating organizations developed their competence in managing uncertainty in projects. 9 Exploring uncertainty and flexibility in projects: Towards a more dynamic framework?
The same approach as in Paper 6. The paper builds upon differ research results from the PUS project. Data were collect relating to a literature review, surveys, semi-structured interviews, in-depth interviews, and discussions with experts and action research in case studies. Some of the case studies were of a longitudinal and qualitative nature.
In this paper we question some of what we believe are the basic assumptions regarding uncertainty and flexibility in projects. We address and/or discuss three basic assumptions that have strong impact on how projects are planned and executed in what some authors refer to as the task perspective (e.g. Andersen, 2008). 10Living uncertainty management – An approach to learning and improvement in project-based organizations
This paper builds upon semi-structured interviews, in- depth interviews and discussions with experts form six different companies that participated in the PUS project.
This paper discusses learning and improvement in project- based organizations. It paper looks at uncertainty management in projects and focuses on learning in organizations: x Managing and/or dealing with uncertainty are connected to learning and knowledge sharing x Reflecting and making sense of the situation individually and/or collectively x Utilizing existing knowledge or seeking new knowledge to manage uncertainty x Gaining new knowledge and competence by managing uncertainty effectively These four aspects can go in a spiral to facilitate improvement in managing uncertainty, and contribute to developing learning organizations.
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No. Paper titleMain methodological approachMain focus of the paper 11Uncertainty management in projects – A new perspective This paper uses a longitudinal study approach. During the PUS project, two focus seminars per year were conducted with the intention of anchoring plans, developing new models, procedures, routines, and transferring experiences between project managers and project owners in the involved organizations The results were summarized in internal forum reports.
This paper presents examples from industry to highlight some of the benefits that the involved organizations obtained in collaboration with the PUS project 12Opportunities in projects and the role of project owners
This study is primarily descriptive. However, it also incorporates explorative characteristics, at least certain extent. The manner data were obtained and looked was and is qualitative nature. The research instruments and methods that we used were semi-structured interviews and action research: Semi-structured interviews in workshops over an approximately six-month period. Twelve persons participated in the workshops in that period. Discussions at the workshops were carried out with the help of sets of questions. Action research: several sessions of uncertainty analysis were carried out in various projects. One of the authors of this paper participated actively in and led or facilitated the sessions. Experience from these analyses were reflected upon in connection with the topic of opportunities in projects and used in this paper.
This paper looks at opportunities, and how to identify and create opportunities in projects. Exploring potential opportunities in a project and utilizing them requires among other things a broad understanding of the project as well as of its effect. 13Opportunities in projects and innovative thinking
The same approach is used as in Paper 12.This paper looks at the positive side of uncertainty (i.e. opportunities). In this regard, the paper attempts to characterize opportunities in projects – in general as well as with respect to different types of objectives associated with projects. This paper also suggests ways of finding and/or creating opportunities.
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No. Paper titleMain methodological approachMain focus of the paper 14From protective to offensive project management
The research is based on case study approach combined with a literature review. The project risk management focuses on risk analysis at the front end loading. This paper s suggests that this is a protective strategy. Seven challenges are proposed, that enable a project to shift from a protective to an offensive strategy. The strategies are developed and discussed in relation to two cases. 15Who owns a project? The research is based on a case study of owner structures in 11 projects from both the private and public sectors.The purpose of this paper is to discuss ownership in a project perspective, and to illustrate different aspects of ownership in a set of selected cases. Owners are defined as stakeholders who have both control and responsibility for cost and income related to a project. The study results indicate that owner responsibilities are not always concentrated in an individual stakeholder in a project. While a traditional owner can be identified for some projects, it is a more complex picture in many other projects. In particular, this is the case for governmental projects.
Table 6 Which papers are used in which chapter in the thesis:
Chapter in thesis Paper
1 Introduction – managing uncertainty
new project management theory? Starting point and the rationality for the thesis
2 Research method and methodical
approaches in PM research Research methodology and theory Methods and research design for the thesis
My contribution to the research
3 Practical uncertainty management in a Norwegian project owner’s perspective
4 Projects – from delivering a unique task to a tool for delivering value for project owners
5 Uncertainty – analyses and
management Papernr 1
6 Uncertainty – the human aspect Paper
nr 4
8 Practical uncertainty management – nine-step framework for identifying, management: the need for a new approach – the ‘lost opportunities’