A key challenge in project management is to understand to which extent the dynamic interactions between the different project people—through formal and informal networks of collaboration that temporarily emerge across a project´s lifecycle—throughout all the phases of a project lifecycle, influence a project’s outcome. This challenge has been a growing concern to organizations that deliver projects, due their huge impact in economic, environmental, and social sustainability. In this work, a heuristic two-part model, supported with three scientific fields—project management, risk management, and social network analysis—is proposed, to uncover and measure the extent to which the dynamic interactions of project people—as they work through networks of collaboration—across all the phases of a project lifecycle, influence a project‘s outcome, by first identifying critical success factors regarding five general project collaboration types ((1) communication and insight, (2) internal and cross collaboration, (3) know-how and power sharing, (4) clustering, and (5) teamwork efficiency) by analyzing delivered projects, and second, using those identified critical success factors to provide guidance in upcoming projects regarding the five project collaboration types.

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Applying Social Network Analysis to Identify Project Critical Success Factors

In today’s business environment, it is often argued, that if organizations want to achieve a sustainable competitive advantage, they must be able to innovate, so that they can meet complex market demands as they deliver products, solutions, or services. However, organizations alone do not always have the necessary resources (brilliant minds, technologies, know-how, and so on) to match those market demands. To overcome this constraint, organizations usually engage in collaborative network models—such as the open innovation model—with other business partners, public institutions, universities, and development centers. Nonetheless, it is frequently argued that the lack of models that support such collaborative models is still perceived as a major constraint for organizations to more frequently engage in it. In this work, a heuristic model is proposed, to provide support in managing open innovation projects, by, first, identifying project collaborative critical success factors (CSFs) analyzing four interactive collaborative dimensions (4-ICD) that usually occur in such projects—(1) key project organization communication and insight degree, (2) organizational control degree, (3) project information dependency degree, (3) and (4) feedback readiness degree—and, second, using those identified CSFs to estimate the outcome likelihood (success, or failure) of ongoing open innovation projects.

https://repositorio.ipl.pt/bitstream/10400.21/11453/1/Managing_AAbreu.pdf

Managing Open Innovation Project Risks Based on a Social Network Analysis Perspective

Career advancement challenges facing people with disabilities in South Africa

Growing at a compounded annual growth rate (CAGR) of over 15 percent during the last decade, the contribution of Information Technology (IT) sector to India's GDP is significant. In the continuousl...

Impact of Project Success Factors in Managing Software Projects in India: An Empirical Analysis

Measuring project performance by applying social network analyses

In his new book on successful South African entrepreneurs, Brian Joffe, chief executive officer (CEO) of the Bidvest Group, states: ‘A key risk in future – just like today – is people risk.’ We live in a country with a dearth of skills. So a key test of entrepreneurship is how you develop people. One of the big lessons from Bidvest is that you grow by growing people and working together. You rarely find bad people in business. The problem is usually a bad fit. Give people the right opportunity, the right tools and training, and they will perform.

/pdf/human-resources-risk-management-governing-people-risks-for-465dcz9s21.pdf

Human resources risk management: Governing people risks for improved performance

Having developed the first National HR Standards in 2013, the SA Board for People Practices (SABPP), in association with HR Future, has set the scene to create the first HR Standard Audit Framework for South Africa. This article now outlines the three lines of a defence risk management model which underpins the National HR Standards while aligning the audit with the general spirit and approach of integrated reporting. At the heart of integrated reporting is the growing realisation that a wide range of factors determines the value of an organisation. Some of these are financial or tangible in nature and are easy to account for in financial statements (such as property or cash), while others are not (people, natural resources, intellectual capital, market and regulatory context, competition).

Michael Robbins

Papers

Human resources risk management: Governing people risks for improved performance

Auditing the National HR Standards : governance : HR standards