A. J. Gilbert Silvius is Professor of Business, IT and Innovation at HU University of Applied Sciences Utrecht in the Netherlands. His research interest is the innovation that organizations can achieve with the use of information technology. Prof. Silvius has over 20 years experience as a consultant in the area of business, IT and project management. He joined HU University in 2003 and has since published on IT business value, Business IT Alignment and Project Management.
Abstract: Sustainability is one of the most important challenges of our time. How can we develop prosperity, without compromising the life and prosperity of future generations? Companies are integrating ideas of sustainability in their marketing, corporate communications, annual reports and in their actions. Many of these actions are organized in projects. Sustainability can therefore be expected to have an influence on the initiation, organization and management of projects. And although concerns about the sustainability aspects of doing business arose already halfway last century, studies on the application of sustainability principles to project management emerged only recently.
Sustainability in projects and project management is quickly becoming a good industry practice and research topic. The current state of research on sustainability in projects and project management is in part interpretive, giving meaning to how the concepts of sustainability could be interpreted in the context of projects, and in part prescriptive, prescribing how sustainability should be integrated into projects. Different authors pose different ideas and insights, containing many interesting suggestions about how project management should develop. However, a one-stop, comprehensive source to accommodate the different insights developed, is still lacking.
The purpose of this new title is to provide an overview of the different studies, the concepts and ideas emerging from these studies and the application of these concepts. It is therefore designed as an edited book with original contributions of all authors active on the integration of sustainable development and project management.
Target Audience
The book Sustainability Integration for Effective Project Management will be a collective resource with comprehensive knowledge of the interpretation and application of the concepts and principles of sustainability to projects and project management to assist various people working in, interested in, or simply benefiting from this area. This book will be distributed worldwide among professionals, prospective professionals and academics and will be instrumental in providing access to the latest knowledge related to sustainability in projects and project management. Contributions to this publication will be made by professionals and academics throughout the world.
Coverage
This book will collectively present views, studies and cases on the application of sustainability to projects and project management. The book will feature chapters (5,000 – 7,500 words) contributed by experts worldwide on concepts, instruments, good practices and cases. In addition to this, the book will also offer offering descriptions of key terms and concepts related to sustainability and project management. This book will be most helpful as it provides comprehensive coverage and definitions of the most important issues, concepts, trends, methodologies, and good practices in the application of sustainability to projects and project management
Recommended topics include, but are not limited to, the following:
• Concepts of integrating sustainability in projects and project management
• Instruments and methods for integrating sustainability in projects and project management
• Behavioural aspects of integrating sustainability in projects and project management
• Cases in integrating sustainability in projects and project management
Submission
Individuals interested in submitting chapters on the above-suggested topics or other related topics in their area of interest should submit via e-mail a chapter proposal (2-3 pages) clearly explaining the mission and outline of the proposed chapter by December 30, 2011.
Authors of accepted proposals will be notified by January 30, 2012 about the status of their proposals. Upon acceptance of your proposal, you will have until April 30, 2012, to prepare your full chapter. Guidelines for preparing a full chapter will be sent you upon proposal acceptance.
Full chapters will be submitted for double-blind review.
This book is scheduled for publishing by IGI Global early 2013 .
Abstract: Sustainability is one of the most important challenges of our time. How can we develop prosperity, without compromising the life of future generations? Companies are integrating ideas of sustainability in their marketing, corporate communications, annual reports and in their actions. It is for that reason inevitable that 'sustainability' will find its way to project management methodologies and practices in the very near future. This book explores the concept of sustainability and its application to project management. It aims to provide practical guidance to organizations and individuals that find themselves faced with the questions that surround the integration of sustainability in project management.
Abstract: Today, many organizations use Control Objectives for Information and related Technology (Cobit) in their planning and control cycle of IT, in order to ensure that IT brings value to their businesses. One lesson learned through IT governance is that realizing value from IT requires a mature organization that can deliver such value. Performance measurement and management, therefore, is a key element in realizing business value through IT.
Enterprise IT Governance, Business Value and Performance Measurement reports on high-level academic research outcomes, providing evidence-based insight into the management and contribution of IT within organizations. It also offers practical insights, models, and tools that are instrumental in gaining business value from IT. With contributions from 35 international professionals, this valuable reference appeals to both academic and practitioners in the field of IT management and business and IT alignment.
Abstract: This paper aims to present a comparison in terms of IT outsourcing strategy between the Romanian and the Dutch banking systems. Several dimensions of this topics are considered, including the services that were outsourced, the reasoning and the factors that lead to this decision, the moment of time and the duration of IT outsourcing contracts, the number and features of IT suppliers as well as the manner in which banks from the two banking systems approached the outsourcing relationship with the IT suppliers and the organizational change.
Similarities and differences in IT outsourcing decisions are highlighted when comparing the Romanian and the Dutch banking systems, based on a text-mining approach.
Abstract: IT organizations and CEO’s are, and should be, worried these days about the (lack of) data confidentiality and the usage of “shadow†IT systems by employees. In addition to the company’s risk of monetary loss or public embarrassment, the senior management themselves increasingly risk personal fines or even imprisonment. Several trends reinforce the attention for these subjects, including the fact that an increasing number of employees perform parts of their work tasks from home (RSA, 2007) and the increasing bandwidth available to users which makes them rely on the Internet for satisfying their business and personal computing needs (Desisto, Plummer, & Smith, 2008). Employees’ complying with the existing IT security policies is therefore essential.
This paper presents a study on one of the factors that influence non-compliance behavior of insiders or employees in organizations: National Culture. The expected influence derived from researching literature has been tested in a survey study amongst employees of a big-5 accountancy firm in the Netherlands and Belgium. The study concludes that cultural aspects are indeed important factors influencing non-compliance behavior, but that not all expectations were confirmed.
Abstract: A key success factor for a successful company in a dynamic environment is effective and efficient information technology (IT) supporting business strategies and processes. Organizations that successfully align their business strategy and their IT strategy outperform their non-aligned peers (Chan et al., 1997). In recent surveys IT executives consistently name IT to Business alignment their top-concern. The alignment between business needs and IT capabilities is therefore still a prominent area of concern. This paper aims to contribute to the understanding of the alignment challenge by exploring the impact of (national) cultures on the maturity of business / IT alignment (BIA).The paper relies on Hofstede’s framework of cultural dimensions (Hofstede, 1980) to understand the concept of national culture. After a brief introduction on BIA and Luftman’s framework for measuring BIA maturity (Luftman, 2000), the authors analyze the influence of Hofstede’s cultural dimensions on the variables of BIA maturity. This conceptual exercise is than tested in a small-scale empirical exploration by comparing BIA maturity scores of Belgium and Dutch financial institutions. The results support a potential effect of national cultures on BIA maturity, especially in ‘governance maturity’ and ‘skills maturity’, but not all expected results are confirmed.
Abstract: The relationship between IT and value is complex and often disputed. Researchers and practitioners have created numerous models and valuation methods to capture this value. Although payoffs from IT investment are a function of strategic alignment, most of these models do not address the alignment of business and IT as a factor that influences or creates value. This paper explores the role of business and IT alignment in the valuation methods of IT assets and investments. It focuses on the impacts resulting from the use of IT assets, considering the function and nature of the impacts. It also explores the alignment of IT valuation and business strategy. The paper is concluded with the construction of a comprehensive selection model that provides guidance for aligning the IT valuation method with the specific characteristics, impacts and organizational context of an IT asset or investment.
Abstract: The alignment of information technology (IT) and business processes and strategy is still a relevant area of concern in many organizations. Educational institutions are no exception to this, with low alignment maturity being reported (Luftman and Kampaiah, 2007). This paper reports a study into the business and IT alignment maturity of the Dutch Vocational Education and Training sector. A survey study was undertaken to assess the alignment maturity levels in these organizations, as a baseline for further development. In the study, the following questions were put forward: Is alignment in the educational sector really as low and problematic as can be concluded from earlier studies?, If alignment in the education sector is low, is it because of lack of ambition or because of lack of ability? and Do different education organizations have different levels of alignment?
The study showed that the Dutch Vocational Education and Training sector scored almost a full maturity level higher than the maturity score reported by Luftman and Kempaiah (2007). However, when benchmarked with other industries, the score is still low. Based on the relatively high level of the desired alignment scores, we could conclude that this low level is not because of lack of ambition. The study also showed that the top-scoring institutes had a different distribution of their alignment than the low-scoring institutes. This result provides a development path for institutes that want to grow their alignment level.
Abstract: For IT services companies, delivering high quality IT services is of eminent importance. IT service quality drives customer satisfaction, which in its turn drives firm performance. It is this link that is addressed in this paper: How can the performance of customer service delivery teams be improved, when looked upon from the perspective of firm performance?
Based on the literature on excellent performing organizations, we apply the concepts that, according to Collins (2001), drove the development of ‘good’ companies to ‘great’ companies to a case study of an under performing service delivery team that developed into an excellent performing service delivery team. The lessons from this study were that most of the drivers behind the performance improvement of this team were in fact ‘soft’ factors that concerned the human side of the team more than the organizational, procedural or structural measures.
Abstract: Sustainability is without doubt one of the most important challenges of our time. How can we develop prosperity, without compromising the life of future generations? Companies are integrating concepts of sustainability in their marketing, corporate communications, annual reports and in their actions. It is for that reason that sustainability is rapidly gaining importance as a criteria in the selection and execution of information and communication technology (ICT)
projects.
This paper explores the impact of the concepts of sustainability on ICT projects. Based on a literature review of the concepts of sustainability, and the role of ICT in sustainability, we will apply the concepts of sustainability to ICT projects and create a framework for developing sustainability indicators in ICT projects. We will conclude the paper by reporting a small scale expert research project that explored the application of sustainability in projects today. In this study we found that the concept of sustainability is not really recognized in projects and project management yet.
Abstract: Open Source Software (OSS) is an increasingly hot topic in the business domain. The adoption of OSS in organizations has experienced an increasing uptake in the last decade. One of the key benefits mentioned is the unlimited access to the source code, which enables large communities to continuously improve a software application and prevents vendor lock-in. How attractive these benefits may be, the market for OSS however remains limited. This paper reports a study, undertaken in the Netherlands, amongst 206 Open Source Software Service providers (with a 34% response rate) to determine whether service providers wanted to cooperate in an Association that will set quality levels and guarantees to its members and their customers.
Abstract: Aligning IT to business needs is still one of the most important concerns for senior management. The message of Business & IT Alignment (BIA) is logical and undisputed, but implementation apparently difficult. As part of a research program on the differences between the theory and practice of BIA this paper presents a conceptual exploration of the impact of national cultures on the maturity of BIA.
The paper relies on Hofstede’s framework of cultural dimensions (Hofstede, 1980) to understand the concept of culture. We present a compact literature review on the influence of culture on IT that leads to the conclusion that there is an influence and that it is likely that also alignment of business and IT will be affected by cultural aspects. After a brief introduction we analyze this influence by conceptually assessing the potential impact of Hofstede’s cultural dimensions on the variables of BIA maturity.
Abstract: The relation between IT and value is a complex and disputed one. Many studies are not decisive in their results. This paper presents an overview of approaches to the ‘quest for value’ and identifies the qualities of and issues with each approach. It adds several new insights, including what’s missing from most approaches: taking into account the nature of the investment. From this notion a conceptual model to select the most appropriate valuation approach is developed.
Abstract: A key success factor for a successful company in a dynamic environment is effective and efficient information technology (IT) supporting business strategies and processes. In recent surveys however it is concluded that in most companies IT is not aligned with business strategy. The alignment between business needs and IT capabilities is therefore still a prominent area of concern. What is striking about these surveys is that they investigate the concerns of IT executives. The logic of business & IT alignment (BIA) however requires both IT and business executives to share this concern. Other research shows that business executives do not rank business & IT alignment very high in their concerns. This result raises the question whether BIA is an IT issue? And also: Do business executives perceive business & IT alignment differently than their IT colleagues?
This paper investigates the difference in perception of BIA between business executives and IT executives. The paper presents an brief overview of the theory on BIA and reports an assessment of BIA maturity by business managers and IT managers in 12 Dutch firms.
Abstract: Ever since the introduction of an ‘IT productivity paradox’ by Robert Solow, the business value of information technology (IT) has been the topic of many debates by practitioners as well as by academics. In these discussions a distinction can be made between the variance approach, investigating what the relationship between IT investments and organisational performance is, and the process approach, investigating on how this relationship works. Following the process approach, this paper describes a useful framework for assessing the organisational impact of IT. Secondly the paper considers the relation between IT impact and organisational performance and reviews the IT investment evaluation methods. The paper concludes with a proposal for a multivariable value assessment sheet, based on insights derived from the balanced scorecard theory.
Abstract: Sustainability is one of the most important challenges of our time. How can we develop prosperity, without compromising the life of future generations? Companies are integrating ideas of sustainability in their marketing, corporate communications, annual reports and in their actions. It is for that reason inevitable that ‘sustainability’ will find it’s way to project management methodologies and practices in the very near future .This paper explores the concept of sustainability and its application to project management. After a review of the relevant literature on sustainability, its leading elements are identified. Based on an analysis of the scarce literature on the application of these elements in project management, a working definition of ‘Sustainable Project Management’ and its concepts are derived. In the last section of the paper, the implications of these concepts on project management processes, reports and competencies are further are analyzed and related to the leading concepts and standards on project management.
Abstract: Sustainability is one of the most important challenges of our time. How can we develop prosperity, without compromising the life of future generations? Compa-nies are integrating ideas of sustainability in their marketing, corporate communi-cations, annual reports and in their actions. Many of these actions are organized in projects. The project management world, however, fails to address the sustainability agenda (Eid, 2009).
This chapter explores the concept of sustainability and its application to project management. It aims to identify the questions that surround the integration of sustainability in project management and to provide practical insights to this challenge.
After a review of the relevant literature on sustainability, its leading elements are identified. Based on an analysis of the scarce literature on the application of these elements in project management we will raise questions on the scope and definition on sustainability in projects and project management.
Abstract: The relation between IT and value is a complex and often disputed one. Researchers and practitioners have created numerous models and valuation methods to capture this value, yet the advanced methods they have developed are hardly used. While these sophisticated instruments are based on scientific methods and empirical evidence, managers reject them, preferring to use methods they intuitively understand. What is missing that causes this mismatch? This chapter aims to add to the understanding of valuation methods by providing a comprehensive selection model for selecting the valuation method that fits the characteristics of the investment. The authors provide a categorized overview of valuation method and identify the qualities of and issues with each method or approach. They analyze how these methods can be combined in an investment selection process and identify the characteristics of an investment that determine the applicability of a given method. They conclude the paper by combining these characteristics in a decision tree shaped selection model to select the appropriate valuation method for any given set of characteristics.
Abstract: A key factor for in company’s success in a dynamic environment is effective and efficient information technology (IT) supporting business strategies and processes. Research has shown that organizations that successfully align their business strategy and their IT strategy outperform their non-aligned peers. This chapter explores the relationship between business strategy, IT strategy, and alignment capability. The author found no conclusive relationship between business strategy and IT strategy. Each business strategy can be supported by all IT strategies, but certain combinations provide a better fit than others. He also found no conclusive relationship between business strategy and alignment capability either. However the author found a clear relationship between IT strategy and alignment capability. The chapter explores this relationship further in a dual case study of two organizations having distinctly different IT strategies. One organization sees IT as an enabler for the business processes with mainly an internal impact, whereas the other organization IT sees as a driver for business innovation that can create competitive advantage in the marketplace. Based upon an assessment of their alignment capabilities, the author found that the company with the innovative IT strategy scored a distinctly higher alignment capability than the company with the essential IT strategy. Although this conclusion may not be surprising, it provides further evidence for the statement that a more progressive IT strategy pairs with a better alignment of business and IT.
Abstract: Sustainability is one of the most important challenges of our time. How can we develop prosperity, without compromising the life of future generations? Companies are integrating ideas of sustainability in their marketing, corporate communications, annual reports and in their actions. It is for that reason inevitable that ‘sustainability’ will find it’s way to project management methodologies and practices in the very near future .This paper explores the concept of sustainability and its application to project management. After a review of the relevant literature on sustainability, its leading elements are identified. Based on an analysis of the scarce literature on the application of these elements in project management, a working definition of ‘Sustainable Project Management’ and its concepts are derived. In the last section of the paper, the implications of these concepts on project management processes, reports and competencies are further are analyzed and related to the leading concepts and standards on project management.
Abstract: This paper reports on the work of Group 2 of the IPMA Expert seminar Survival and Sustainability as Challenges for Projects, held in Zurich in Februari 2010. On the first day of the seminar, about three hours of interactive work was done in which the papers by Taylor and Silvius et al. were presented. A lively discussion arose on the question how the sustainability challenge may, or should, effect the scope or ‘system boundaries’ of projects and project management. The results of the discussion were, at the end of the day, presented to the plenum.
On the second day about four hours of interactive work was done, mainly on discussing the possible implications of sustainability on project management processes, reporting and competences.
Abstract: Sustainability is without doubt one of the most important challenges for our time and the immediate future. How can we develop prosperity, without compromising the life of future generations? Companies are integrating ideas of sustainability in their marketing, corporate communications, annual reports and in their actions. It is for that reason inevitable that ‘sustainability’ will find it’s way to project management methodologies and practices in the very near future.
The research project reported in this paper explored the concept of sustainability and its application to project management. After a review of the relevant literature, a Delphi–type study was undertaken to test the understanding of sustainability in project management by both academics and practitioners. The research questions in this study were: Do you think ‘sustainability’ will be increasingly important in Project Management?, What aspects do you consider as characteristic of 'Sustainable Project Management'? and Do you experience any aspects of sustainability already implemented in (project) management?
We will conclude that the concept of sustainability is not really recognized in project management yet. We will elaborate on this by formulating a working definition of Sustainable Project Management and developing a framework for assessing sustainability aspects of a project.
Abstract: This chapter describes a study into the expected development of the competences of the project manager in the year 2027. The study was performed amongst the members of IPMA-The Netherlands during the summer of 2007. In the study the 46 competences of the International Competence Baseline 3 (ICB 3) were tested against the expectations of the respondents for the development of project management. Based on four scenarios for the future of Europe, the members indicated which of the competences are expected to become more important, equally important or less important than today. The aim of the study was to provide insight in the expected future development of the project management competences. This goal is relevant for both practitioners and educators.The conclusions are that the study shows indications that project management is developing from an ‘occupation’ into a true â€professionâ€. Part of this development is a broader orientation of the project manager in which especially the competences related to the relationship of the project with its environment grow strongly in importance.
Abstract: Open Source Software (OSS) is an increasingly hot topic in the business domain. One of the key benefits mentioned is the unlimited access to the source code, which enables large communities to continuously improve a software application and prevents vendor lock-in. How attractive these benefits may be, the market for OSS however remains limited. In the Netherlands research consisting of 7 interviews and a survey among 206 Open Source Software Service providers (with a 34% response rate) was done to determine whether service providers wanted to cooperate in an Association that will set quality levels and guarantees to its members and their customers.
Abstract: This chapter explores the theory and practice of business & IT alignment in multinational companies. In the first part of the chapter an overview of the theory is presented. In this part, the familiar frameworks for business & IT alignment are put in perspective in an “alignment development model.†The second part of the chapter presents the practical issues that are experienced in aligning IT to business in multinational companies. These issues and considerations resulted from a focused group discussion with IT managers and CIOs of medium-sized and large organizations in The Netherlands.
Abstract: The use of information technology (IT) in small and medium enterprises (SMEs) is one of the spearheads of small business stimulation policies. The relative backlog in IT adoption that SMEs show, compared to larger companies, is considered one of the reasons for their slower development. With the IT industry shifting its focus to smaller and medium sized companies this situation could be changing, but will the typically reluctant small business entrepreneurs be convinced? The sharp fall of the e-business hype strengthens the skepticism about the value of IT. In 2002 the average IT spending in Dutch SMEs was below 0.5% of their revenues (Ravesloot et al., 2002). On average large companies spent between 1.8% (industry) and 9.3% (telecom) on IT (Wijbenga et al., 2003). How does this fact reflect on the productivity of SMEs? Does the lower IT investment rate in small business, compared to larger enterprises, correlate with a lower productivity?
Abstract: The true value of information technology (IT) is a topic that is cause for a lot of discussion. Skepticism roars again in the boardrooms of many companies, as the e-business hype exploded in the face of many ‘believers’ of the new-economy gospel. Without strong technological developments to thrive upon and an uncertain economic perspective the pressure on IT budgets is high. For investments in IT the requirement of sufficient returns and a clear ‘business case’ is even more severe than before. However understandable the question, the answer is not that simple. This paper aims to give some insight in the possibilities of and problems with determining the value of IT.
Abstract: Sustainability is without doubt one of the most important challenges of our time. How can we develop prosperity, without compromising the life of future generations? Information systems (IS) provide organizations with the ability to change and improve business processes to better support sustainable practices. Therefore, IS can make a contribution to the sustainable development of organizations. However, the organizational change aspects of “Green IS†are covered only marginally in the emerging literature. This paper aims to contribute the debate on Green IS, by highlighting the role of sustainability in the projects developing or implementing IS.
The paper therefore explores the impact of the concepts of sustainability on IS projects. Based on a literature review of the concepts of sustainability, and the relationship between sustainability and project, we will report a maturity assessment of a case study of a ‘Green IS’ project. We will conclude the paper by addressing the most likely ‘areas of impact’ for sustainability in IS projects.
Abstract: Aligning IT and business needs is still one of the most important concerns for senior management. The message of Business and IT Alignment (BIA) is logical and undisputed, but implementation is apparently difficult. Luftman and Kempaiah [11] conclude that business and IT alignment needs a tool that can provide an assessment of an organization’s level of alignment and a roadmap on how to improve alignment. A broadly used framework for assessing business and IT alignment maturity is Luftman’s Strategic Alignment Maturity (SAM) model [10].
The paper presents a survey study into the perceived contribution of the different variables and sub-variables of the SAM model. We found that the perceived contribution of the variables are not equally spread and suggest a modification of the model.
Abstract: Sustainability is one of the most important challenges of our time. How can we develop prosperity, without compromising the life of future generations? Companies are integrating ideas of sustainability in their marketing, corporate communications, annual reports and in their actions. Projects as instrument of change are crucial to sustainable development. Association for Project Management (past-) chairman Tom Taylor recognizes that “Project and Program Managers are significantly placed to make contributions to Sustainable Management practicesâ€. And at the 2008 IPMA World Congress, Vice-President Mary McKinlay stated “the further development of the project management profession requires project managers to take responsibility for sustainabilityâ€. It is for that reason inevitable that ‘sustainability’ will find its way to project management methodologies and practices in the very near future. But how is this responsibility put to practice?
This paper explores the concept of sustainability and its application to project management. Based on the studies on the application of these principles in project management we will build the argument that the project management profession should take responsibility for not just for the process of delivering a project, but also for the content and the results of the project itself. Including the sustainability aspects of that result.
Abstract: The alignment of information technology (IT) and business processes and strategy is still a relevant area of concern in many organizations. Educational institutions are no exception to this, with low alignment maturity being reported. This paper reports a study into the business and IT alignment maturity of the Dutch Vocational Education and Training sector. A survey study was undertaken to assess the alignment maturity levels in these organizations, as a baseline for further development. In the study, the following questions were put forward: - Is alignment in the educational sector really as low and problematic as can be concluded from earlier studies? - If alignment in the education sector is low, is it because of lack of ambition or because of lack of ability? - Do different education organizations have different levels of alignment? The study shed some light on the answers to these questions and provided a practical development path for the participation organizations.
Abstract: Sustainability is one of the most important challenges of our time. How can we develop prosperity, without compromising the life of future generations? Companies are integrating ideas of sustainability in their marketing, corporate communications, annual reports and in their actions.
The concept of sustainability has more recently also been linked to project management . Association for Project Management (past-) chairman Tom Taylor recognizes that “Project and Program Managers are significantly placed to make contributions to Sustainable Management practicesâ€. And at the 2008 IPMA World Congress, Vice-President Mary McKinlay stated in her keynote speech that “the further development of the project management profession requires project managers to take responsibility for sustainabilityâ€. It is for that reason inevitable that ‘sustainability’ will find its way to project management methodologies and practices in the very near future. But how is this responsibility put to practice?
This paper explores the concept of sustainability and its application to project management. It aims to identify the questions that surround the integration of sustainability in project management and to provide practical insights to this challenge.
After a review of the relevant literature on sustainability, its leading elements are identified. Based on an analysis of the scarce literature on the application of these elements in project management we will raise questions on the scope and definition on sustainability in projects and project management. The last section of the paper presents a checklist for assessing sustainability aspects in an organization’s projects and project management processes.
Abstract: Sustainability is one of the most important challenges of our time. How can we develop prosperity, without compromising the life of future generations? Companies are integrating ideas of sustainability in their marketing, corporate communications, annual reports and in their actions.
The concept of sustainability has more recently also been linked to project management . Association for Project Management (past-) chairman Tom Taylor recognizes that “Project and Program Managers are significantly placed to make contributions to Sustainable Management practicesâ€. And at the 2008 IPMA World Congress, Vice-President Mary McKinlay stated in her keynote speech that “the further development of the project management profession requires project managers to take responsibility for sustainabilityâ€. It is for that reason inevitable that ‘sustainability’ will find its way to project management methodologies and practices in the very near future. But how is this responsibility put to practice?
This paper explores the concept of sustainability and its application to project management. It aims to identify the questions that surround the integration of sustainability in project management and to provide practical insights to this challenge.
After a review of the relevant literature on sustainability, its leading elements are identified. Based on an analysis of the scarce literature on the application of these elements in project management we will raise questions on the scope and definition on sustainability in projects and project management. The last section of the paper presents a checklist for assessing sustainability aspects in an organization’s projects and project management processes.
Abstract: Abstract
Projects can be seen as a system to realize change in organizations. This change can involve new work processes, new policies, new resources, new products or services, etc. Sustainable change in these policies, processes, products, etc, requires different behavior of the workers or employees of the organization. It is, however, this aspect of change that most projects seem to oversee.
In this paper, we will argue that changing or influencing the behavior of an organization’s employees is a crucial element in realizing change. The contemporary insights in human behavior and behavioral change, however, seem to contradict the more mechanical approach to projects that most project management methodologies prescribe. Controlling behavioral change, if possible, may require a different paradigm to projects and organizational change. Our paper will shed some light on this contradictory topic and will provide practical suggestions for the integration of behavioral change aspects in project management.
Abstract: Sustainability is one of the most important challenges of our time. How can we develop prosperity, without compromising the life of future generations? Companies are integrating ideas of sustainability in their marketing, corporate communications, annual reports and in their actions. It is for that reason inevitable that ‘sustainability’ will find it’s way to project management methodologies and practices in the very near future .This paper explores the concept of sustainability and its application to project management. After a review of the relevant literature on sustainability, its leading elements are identified. Based on an analysis of the scarce literature on the application of these elements in project management, a working definition of ‘Sustainable Project Management’ and its concepts are derived. In the last section of the paper, the implications of these concepts on project management processes, reports and competencies are further are analyzed and related to the leading concepts and standards on project management.
Abstract: A key success factor for a successful company in a dynamic environment is effective and efficient information technology (IT) supporting business strategies and processes. Organizations that successfully align their business strategy and their IT strategy outperform their non-aligned peers (Chan et al., 1997). In recent surveys IT executives consistently name IT to Business alignment their top-concern. The alignment between business needs and IT capabilities is therefore still a prominent area of concern. This paper aims to contribute to the understanding of the alignment challenge by exploring the relationship between organizational culture and the maturity of business and IT alignment (BIA). The paper relies on the X-model of organizational culture (Smit et al., 2008) and Luftman’s framework for measuring BIA maturity (Luftman, 2000) to explore the relationships between these concepts A quantitative study was conducted in a middle-sized logistics service provider using a questionnaire that was derived from the afore-mentioned models. The results support the notion that there is a relationship between organizational culture and BIA maturity, especially on the variables ‘governance’, ‘partnership’ and ‘skills’. Further research is required to determine causality in these relationships.
Abstract: Sustainability is recognized as one of the most important challenges of our time. Following the success of Al Gore’s ‘inconvenient truth’, awareness seems to be growing that a change of mindset is needed, both in behavior as in policies. How can we develop prosperity without compromising the future? The concept of sustainability has also been linked to project management. This year’s IPMA expert seminar meeting was devoted to it. But what does sustainability mean for projects and project management?
This paper presents a maturity model that provides practical insights on this question. Based on the concepts of sustainability, the model assesses the level of consideration of sustainability in projects. The result of the assessment is presented in a graphical way, that allows organization to benchmark their maturity and to monitor their development. With this maturity model, organizations can translate the abstract and interpretive concepts of sustainable development into practical actions.
Abstract: Interest in the notion that there is an untapped market with significant buying power hidden at the base of the economic pyramid (BOP) has enjoyed increased attention over the last few years. The discourse on this matter is lively and abounds with opposing opinions. Although this discourse is acknowledged in this paper, it is argued that benefits can be derived for all parties if one considers partner cooperation issues (or problems) in a structured way. Partner cooperation in the case of this research refers to the cooperation between multinational information technology companies and local partners in African countries. This area is of interest because of (frequently high) expectations that information and communication technologies (ICTs) can make a contribution toward development goals in BOP markets. However this is not always achieved and, as has been found by several researchers, this unfavorable outcome is, amongst other things caused by cooperation problems between partners. The basic argument of this paper is that successful contribution of ICT to development goals is partly dependent on the nature of the cooperation between partners. Thus if there is a need to assess the contribution of ICTs, then one need to look further than just the basic quantitative measures and include cooperation issues as criteria for success. The purpose of the research reported in this paper was therefore to take one step closer towards a framework of cooperation issues in so-called BOP projects, specifically in the ICT arena, with the ultimate aim of developing a way to assess factors that may present a risk to the success of these projects. This framework could serve as the foundation for further research into developing a diagnostic instrument for this purpose. The research was conducted in 10 BOP projects involving multinational ICT companies, which were studied as separate case studies. Qualitative data was collected using the case study method and the data was analyzed for emerging patterns. It was found that problems with partner cooperation revolve around six core categories. These are explained in this paper. It is suggested that further research can serve to interrogate the proposed framework.
Abstract: In BOP ventures the notion of “selling to the poor†has steadily been replaced by business approaches that suggest sustainable value creation. This has certain implications, in particular the development of strategies that serve triple bottom-line goals. These include economic, social and environmental benefits, in other words, the well known goals of people-planet-profit. However to optimise value-creation one ideally needs to follow a strategy that is based on some form of conceptual model that can serve as a frame of reference. This paper proposes such a conceptual model. The research was undertaken in 8 BOP projects involving multinational information and communication technology companies in Africa. ICT is relevant here because of frequently high expectations that it contributes positively to development goals. A study of the BOP literature reveals that several elements need consideration when trying to create value in developing areas. In addition it emerges that these elements are somehow interdependent. Using information found in the literature as guide a study of 8 cases was undertaken. The research approach was the case study method and the data was analysed for emerging patterns. Primary and secondary data was collected through interviews as well as a close study of archival and other sources. The analysis revealed three high level factors that may need to be aligned in order to ensure optimised value creation of BOP ventures. These three factors are BOP strategy, partnerships, and products & services development. It is also confirmed that neither BOP strategy nor partnerships nor products/service development can be synthesised independently from the rest. There is a delicate balance and interaction between the three where all three are interdependent and mutually influence each other.
Abstract: Aligning business and IT strategy is a prominent area of concern. Organizations that successfully align their business strategy and their IT strategy, outperform their non-aligned peers (Chan et al., 1997). This paper explores the relationship between business strategy, IT strategy and alignment capability. We found that each business strategy can be supported by all IT strategies, but that certain combinations provide a better fit than others.
Regarding business strategy and alignment capability we found no conclusive relationship. Regarding the relationship between IT strategy and alignment capability however, a clear relationship appeared. We explored this relationship further in a dual case study of two organizations having distinctly different IT strategies. One organization sees IT as an enabler for the business processes with mainly an internal impact, whereas the other organization IT sees as a driver for business innovation that can create competitive advantage in the market place. Based upon an assessment of their alignment capabilities we found that the company with the ‘innovative’ IT strategy scored a distinctly higher alignment capability than the company with the ‘essential’ IT strategy. Although this conclusion may not be surprising, it provides further evidence for the statement that a more ‘progressive’ IT strategy pairs with a better alignment of business and IT.
Abstract: Interest in the notion that there is an untapped market with significant buying power hidden at the base of the economic pyramid (BOP) has enjoyed increased attention over the last few years. The discourse on this matter is lively and abounds with opposing opinions. Although this discourse is acknowledged in this paper, it is argued that benefits can be derived for all parties if one considers partner cooperation issues (or problems) in a structured way. Partner cooperation in the case of this research refers to the cooperation between multinational information technology companies and local partners in African countries. This area is of interest because of (frequently high) expectations that information and communication technology (ICT) can make a contribution toward development goals in BOP markets. However this is not always achieved and, as has been found by several researchers, this unfavorable outcome is, amongst other things caused by cooperation problems between partners. The basic argument of this paper is that successful contribution of ICT to development goals is partly dependent on the nature of the cooperation between partners. Thus if there is a need to assess the contribution of ICT, then one needs to look further than just the basic quantitative measures and include cooperation issues as criteria for success. The purpose of the research reported in this paper was therefore to take one step closer towards a framework of cooperation issues in so-called BOP projects, specifically in the ICT arena, with the ultimate aim of developing a way to assess factors that may present a risk to the success of these projects. This framework could serve as the foundation for further research into developing a diagnostic instrument for this purpose. The research was conducted in 10 BOP projects involving multinational ICT companies, which were studied as separate case studies. Qualitative data was collected using the case study method and the data was analyzed for emerging patterns. It was found that problems with partner cooperation revolve around six core categories. These are explained in this paper. It is suggested that further research can serve to interrogate the proposed framework.
Abstract: A key success factor for a successful company in a dynamic environment is effective and efficient information technology (IT) supporting business strategies and processes. In recent surveys however IT executives consistently name IT to Business alignment their top-concern. The alignment between business needs and IT capabilities is therefore still a prominent area of concern. This paper aims to contribute to the understanding of the alignment challenge by providing an overview of the development of Business & IT Alignment (BIA), the known insights and the still to be discovered considerations.
Abstract: A key success factor for a successful company in a dynamic environment is effective and efficient information technology (IT) supporting business strategies and processes. In recent surveys however IT executives consistently name IT to Business alignment their top-concern. The alignment between business needs and IT capabilities is therefore still a prominent area of concern. This paper aims to contribute to the understanding of the alignment challenge by providing an overview of the development of Business and IT Alignment, the known insights and the still to be discovered considerations.
Abstract: There have been, generally speaking, for many years high expectations that information and communication technologies (ICTs) can make a contribution toward development. However this is not always achieved and, as has been found by several researchers, this unfavourable outcome is, amongst other things caused by partnership problems between partners.
The basic argument of this paper is that successful contributions in developing countries that are made with, and through, ICT are partly dependent on the health of the relationship between partners. It would therefore be necessary to study the factors that may influence the health of the relationship between partners in ICT related projects in developing countries. This could eventually serve as a foundation for some form of framework of partnership issues in such projects. This framework could then serve as the foundation for further research into developing a diagnostic instrument for this purpose.
The research was conducted in 10 projects involving multinational ICT companies, which were studied as separate case studies. Qualitative data was collected using the case study method and the data was analyzed for emerging patterns. It was found that problems with partner cooperation revolve around six core categories namely driving force factors, skill factors, input-output factors, socio-cultural factors, systems factors, and trust factors. These are explained in this paper. It is suggested that further research can serve to interrogate the proposed factors,
Abstract: Aligning IT to business needs is still one of the most important concerns for senior management. The message of Business and IT Alignment (BIA) is logical and undisputed, but implementation is apparently difficult. As part of a research program on the differences between the theory and practice of BIA, this paper explores the impact of (national) cultures on the maturity of BIA. The paper relies on Hofstede's framework of cultural dimensions [18] to understand the concept of culture. After a brief introduction on BIA we then analyze this influence by conceptually assessing the potential impact of Hofstede's cultural dimensions on the variables of BIA maturity. This conceptual exercise is than tested in a small-scale empirical exploration by comparing BIA maturity scores of Belgium and Dutch financial institutions. The results support a potential effect of national cultures on BIA maturity, especially in "governance maturity" and "skills maturity", but not all expected results are confirmed.
Abstract: This paper describes a study into the expected development of the competences of the project manager in the year 2027. The study was performed amongst the members of IPMA-Netherlands during the summer of 2007. In the study the 46 competences of the International Competence Baseline 3 (ICB 3) were tested against the expectations of the respondents for the development of project management. Based on four scenarios for the future of Europe, the members indicated which of the competences are expected to become more important, equally important or less important than today.The aim of the study was to provide insight in the expected future development of the project management competences. This goal is relevant for both practitioners and educators.The conclusions are that the study shows indications that project management is developing from an 'occupation' into a true 'profession'. Part of this development is a broader orientation of the project manager in which especially the competences related to the relationship of the project with its environment grow strongly in importance.
Abstract: Aligning business and IT strategy is a prominent area of concern. Organizations that successfully align their business strategy and their IT strategy, outperform their non-aligned peers (Chan et al., 1997). This paper explores the relationship between business strategy, IT strategy and alignment capability. We found that each business strategy can be supported by all IT strategies, but that certain combinations provide a better fit than others. Regarding business strategy and alignment capability we found no conclusive relationship. Regarding the relationship between IT strategy and alignment capability, however, a clear relationship appeared. We explored this relationship further in a dual case study of two organizations having distinctly different IT strategies. One organization sees IT as an enabler for the business processes with mainly an internal impact, whereas the other organization IT sees as a driver for business innovation that can create competitive advantage in the market place. Based upon an assessment of their alignment capabilities we found that the company with the ‘innovative’ IT strategy scored a distinctly higher alignment capability than the company with the ‘essential’ IT strategy. Although this conclusion may not be surprising, it provides further evidence for the statement that a more ‘progressive’ IT strategy pairs with a better alignment of business and IT.
Abstract: A key success factor for a successful company in a dynamic environment is effective and efficient information technology (IT) supporting business strategies and processes. In recent surveys however it is concluded that in most companies IT is not aligned with business strategy. The alignment between business needs and IT capabilities is therefore still a prominent area of concern. What is striking about these surveys is that they investigate the concerns of IT executives. The logic of business & IT alignment (BIA) however requires both IT and business executives to share this concern. Other research shows that business executives do not rank business & IT alignment very high in their concerns. This result raises the question whether BIA is an IT issue? And also: Do business executives perceive business & IT alignment differently than their IT colleagues?
This paper investigates the difference in perception of BIA between business executives and IT executives. The paper presents an brief overview of the theory on BIA and reports an assessment of BIA maturity by business managers and IT managers in five Dutch firms.
Abstract: The relation between IT and value is a complex and disputed one. Many studies are not decisive in their results. This paper presents an overview of approaches to the ‘quest for value’ and identifies the qualities of and issues with each approach. It adds several new insights, including what’s missing from most approaches: taking into account the nature of the investment. From this notion a conceptual model to select the most appropriate valuation approach is developed.
Abstract: This paper describes a study into the expected development of the competences op the project manager in the year 2027. The study was performed amongst the members of IPMA-Netherlands during the summer of 2007. In the study the 46 competences of the International Competence Baseline 3 (ICB 3) were tested against the expectations of the respondents for the development of project management. Based on four scenarios for the future of Europe, the members indicated which of the competences are expected to become more important, equally important or less important than today.
The aim of the study was to provide insight in the expected future development of the project management competences. This goal is relevant for both practitioners and educators.
The conclusions are that the study shows indications that project management is developing from an ‘occupation’ into a true ‘profession’. Part of this development is a broader orientation of the project manager in which especially the competences related to the relationship of the project with its environment grow strongly in importance.
Abstract: The relation between IT and value is a complex and disputed one. Many studies are not decisive in their results. This paper presents an overview of approaches to the ‘quest for value’ and identifies the qualities of and issues with each approach. It adds several new insights, including what’s missing from most approaches: taking into account the nature of the investment. From this notion a conceptual model to select the most appropriate valuation approach is developed.
Abstract: Aligning IT to business needs is still one of the most important concerns for senior management. The message of Business & IT Alignment (BIA) is logical and undisputed, but implementation apparently difficult. As part of a research program on the differences between the theory and practice of BIA this paper explores the impact of (national) cultures on the maturity of BIA. The paper relies on Hofstede’s framework of cultural dimensions (Hofstede, 1980) to understand the concept of culture. We present a compact literature review on the influence of culture on IT that leads to the conclusion that there is an influence and that it is likely that also alignment of business and IT will be affected by cultural aspects. After a brief introduction we than analyze this influence by conceptually assessing the potential impact of Hofstede’s cultural dimensions on the variables of BIA maturity.
Abstract: Aligning IT to business needs is still one of the most important challenges for many organizations. In a recent survey amongst European IT managers, 78% indicate that their IT is not aligned with business strategy. Another recent survey shows similar results. The message of Business & IT Alignment is logical and undisputed. But if this message is so clear, how can practice be so difficult?
To explore the issues with and approaches to BITA in practice, a focused group discussion was organized with IT managers and CIOs of medium sized and large organizations in the Netherlands. In total 23 participants from trade, manufacturing and financial companies joined the discussions.
This paper explores the practice of Business & IT Alignment in mult-business-companies. The parenting theory for the role of the corporate center is used to explain the different practical approaches that the participants in the focused groups took.
Abstract: A key success factor for a successful company in a dynamic environment is effective and efficient information technology (IT) supporting business strategies and processes. In recent surveys however it is concluded that in most companies IT is not aligned with business strategy. The alignment between business needs and IT capabilities is therefore still a prominent area of concern. This paper reports the first stages of a research program exploring the differences of Business & IT Alignment (BIA) in theory and in practice. The paper presents an overview of the development of theory on BIA and reports the issues with aligning IT to business in practice based on a number of focus-group discussions with CIOs and IT managers. In line with the practical approach to BIA that the CIOs and IT managers in the focus-groups took, the last part of the paper builds upon Luftman?s BIA maturity model and reports the application of the model to 12 Dutch firms.
Abstract: Aligning IT to business needs is still one of the most important challenges for many organizations. The message of Business & IT Alignment is logical and undisputed. But if this message is so clear, how can practice be so difficult?
This paper explores the theory and practice of Business & IT Alignment in multinational companies. To explore the specific issues with and approaches to BIA in multinational companies, a focused group discussion was organized with IT managers and CIOs of medium sized and large organizations in the Netherlands. The focused groups were aimed at exploring the following questions.
• Which issues are faced in aligning IT with business requirements in practice in multinational companies?
• Which actions are taken to align IT with business requirements in multinational companies?
Abstract: Aligning IT to business needs is still one of the most important challenges for many organizations. In a recent survey amongst European IT managers, 78% indicate that their IT is not aligned with business strategy. Another recent survey shows similar results. The message of Business & IT Alignment is logical and undisputed. But if this message is so clear, how can practice be so difficult?
The practice of aligning IT to business needs becomes even more challenging in case the ‘business’ can be classified as that of a multi-business-company (MBC). In a MBC IT has to serve different business divisions with different businesses. These business differ in business characteristics, business cycles, market growth, market typology, etc. and therefore differed in their business needs.
To explore the practice of BIA in MBCs a focused discussion group of IT managers and CIOs was formed. In total 18 participants from various industries joined the discussion in three separate groups. The discussions were aimed at exploring the following questions.
• Which issues are faced in aligning IT with business requirements in a MBC?
• Which actions are taken to align IT with business requirements in a MBC?
The input provided by the participants of the discussions made clear that the practical actions of aligning IT to business differ from company to company. In order to understand these differences, the paper explores the parenting theory of the role and added value of the corporate center in these companies. The Business & IT Alignment practices are matched with the three MBC management styles provided by the parenting theory.
Abstract: A key success factor for a successful company in such a dynamic environment is an effective and efficient information technology (IT) supporting business strategies and processes. In a recent survey by Synstar however, 78% of European IT managers indicate that their IT is not aligned with business strategy. The alignment between business needs and IT capabilities is therefore still a prominent area of concern. This paper builds upon Luftman’s business & IT alignment maturity model and reports the application of the model to 15 Dutch firms.
Abstract: In the Netherlands, the need for entrepreneurship education is well recognized. In the yearly GEM survey, the ranking of the Netherlands on entrepreneurial activity is only modest (figure 1). This position inspired both national and local policy makers to initiate several programs aimed at stimulating entrepreneurship. Despite a growing appreciation of the Dutch entrepreneurial environment (Ecorys Netherlands, 2005) the actual entrepreneurial intention still lacks behind that of other European countries (Wennekers, et al. 2005). Especially amongst young people, the choice for entrepreneurship is not so common (Princen, et al. 2006). Therefore several entrepreneurship programs are developed, focused on students and young people. Most of these programs however lack involvement of the private sector.
This paper reports the ‘Utrecht Academy of Entrepreneurship’ (UOA, which is short for ‘Utrechtse Ondernemers Academie’ in Dutch) as a new and innovative regional program for training and coaching young entrepreneurs. The UOA provides a unique cooperation between the private and the public sector in stimulating and supporting successful entrepreneurs.
Abstract: In many Small Business development policies an important role is foreseen for the knowledge transfer between knowledge institutes, like universities or consultants, and Small and Medium Enterprises (SMEs). Despite the importance of this knowledge transfer, little research has been done into the process of knowledge transfer. Which methods of transferring knowledge are most effective? What is the effect of the type of knowledge to be transferred? Etc. Many questions are still open. Questions that are of particular importance to Small Business Development policies in the Netherlands. The fact that the Netherlands combines a highly educated population with relatively low knowledge transfer has become known as ‘the Dutch paradox’. The Chair of Management Consulting at the University of Professional Education Utrecht performs an action research program aimed at better understanding the relationship between different ways and settings of knowledge transfer and the effectiveness of the knowledge transfer. In this program, students together with teachers, perform business-consulting assignments in SMEs.
Abstract: The true value of information technology (IT) is a topic that is cause for a lot of discussion. Following the process approach, the paper describes a useful framework for assessing the organizational impact of IT. Secondly the paper considers the relation between IT impact and organizational performance and reviews the IT investment evaluation methods. The paper is concluded with a proposal for a balanced scorecard based value assessment sheet.
Abstract: Utrecht University of Applied Sciences aspires to offer
high-quality education and to conduct high-quality research.
By doing this we aim to contribute to innovation in professional
practice and the development of individual talents.
In a society like ours, knowledge is not an easy possession.
Knowledge develops fast through learning, research, experiments
and shifts in contexts. The implications of this for a knowledge
community like our University are immense. There is a need for
entrepreneurial and proactive ‘linking-pins’ in the triangle of
education, research and professional practice. The Research
Group Business, ICT and Innovation is one such linking-pin.
We see it as our mission to inspire and innovate education and
business practice. Our domain is the role of information and
communication technology (ICT) in the innovation of market
proposition and management of organizations.
In our work, we need to be in touch with professionals and peers
to exchange knowledge, learn from other projects and measure
the quality of our work to international standards. Publications
play a vital role in these contacts and networks. Therefore it is
with great pride that I present this book to you. It provides an
introduction to our work, research and visions.
With this book we hope to inspire you to develop new ideas
about the application of ICT in your work and even in your life.
We invite you to join us in discovering the future. ICT will mean
business, but probably not as we know it today.
