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Mega-Projects Cross Case Analysis Group B Jonas, Nina, Abdul, Paul in Cooperation with George.

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Presentation on theme: "Mega-Projects Cross Case Analysis Group B Jonas, Nina, Abdul, Paul in Cooperation with George."— Presentation transcript:

1 Mega-Projects Cross Case Analysis Group B Jonas, Nina, Abdul, Paul in Cooperation with George

2 Overview 1. Research Question 2. Methodology 3. Results 4. Answers to Research Questions

3 Starting Point 1.RQ: Why do Megaprojects perform like they do? 2.RQ: What can we do to make them perform better? 1. Research Question

4 Approach for Working Plan 1. 2. 3. 4. 5. 6. 7. 8. Eisenhard’s Multi Case Study Process: 8 Steps already completed Getting started Selecting Cases Crafting Instruments and Protocols Entering the field Analysing data Shaping Hypothesis Enfolding Literature Reaching Closure to be done in future Group Work Analysing data Within-case analysis Cross-case pattern search using divergent techniques Analysing data Within-case analysis Cross-case pattern search using divergent techniques Shaping Hypothesis Iterative tabulation for each construct Replication logic across cases Search evidence for “why” behind relationships Shaping Hypothesis Iterative tabulation for each construct Replication logic across cases Search evidence for “why” behind relationships 2. Methodology

5 Working Plan and outcomes 1. 2. 3. 4. Initial thoughts on dimensions of performance Get familiar with cases (1-2 per person) Test, expand, reduce number of themes/patterns by analysing more cases Identify common themes/patterns Definition of performance as factors influencing: a) goals, b) outcomes and c) outputs (time, cost, quality) ~ 25% of cases covered Check themes/patterns across the first sample Saturation Hypothesis Saturation Hypothesis WORKING STEPS OUTCOMES inductive Conclude answers to RQ 1 Derive recommendations answer RQ 2 Analysing data Shaping Hypothesis deductive/ inductive 2. Methodology

6 Working Plan and outcomes 2. Methodology

7 Performance indicators 1. Initial thoughts on dimensions of performance 3. Results Basic Model which Rodney refers to: Technical perspective on project delivery: (Time, Cost, Quality) Is the project/product used in the way it was developed for Is the origin purpose reached by/through the project?

8 First Cases analysed 2. 3. Results Cases covered: Get familiar with cases (1-2 per person) CaseProject CategoryTeam Member Anholt Offshore Wind FarmEnergyNina Kraftwerk LuenenEnergyPaul Kraftwerk MoorburgEnergyPaul Norra LankenTransportationJonas Oasis ClassMiscellaneousAbdul

9 First collection of themes from cases 3. 3. Results Themes from first case sample: Identify common themes Theme/Pattern/Hypotheses (Influencing Factor) Theme/Pattern/Hypotheses Category Impacted Perform-ance Indicator(s) Direction of Statement Congruency between political goals (e.g. change in environm. law) and project goalsStrategic Mgmt.Goalspositive Congruency between needs (e.g. needs of community) and project goalsStrategic Mgmt.Goalspositive Increasing prices of equipment/technology impact costEconomic Environm.Costnegative Tendering process/conditions impact costProject ProcessesCostnegative Uncertainty related to technology/application has impact on costTech. EnvironmentCostnegative Environmentalist groups delay projects and have impact on costExt. StakeholdersCostnegative Additional requirements of authorities increase costsExt. Stakeholders ?Costnegative Fixed price prevent cost increaseProject ProcessesCostpositive If the owner of the project is public it has a negative impact on performanceInt. Stakeholders Outcomenegative Good stakeholder management has a postive impact on performanceExt. Stakeholders Outcomepositive Good time management has a postive impact on performanceProject ProcessesTimepositive Bankrupcy of supplier caused delay in time scaleInt. StakeholdersTimenegative Successful managememt of claims has positive impact on timeProject ProcessesTimepositive Checking supplier deliverables on suppliers production locationProject ProcessesQualitypositive Different levels of quality check (e.g. contractor, classification society, customer)Project ProcessesQualitypositive Good procurement contract designs have positive influence on performanceProject Processes positive High experience of project manager(s) has a positive influence performanceInt. Stakeholders positive

10 Identify more themes across cases 3. 3. Results Themes from first case sample: Identify common themes Theme/Pattern/Hypotheses (Influencing Factor) Congruency between political goals (e.g. change in environmental law) and project goals Congruency between needs (e.g. needs of community) and project goals Increasing prices of equipment/technology impact cost Tendering process/conditions impact cost Uncertainty related to technology/application has impact on cost Environmentalist groups delay projects and have impact on cost Additional requirements of authorities increase costs Fixed price prevent cost increase If the owner of the project is public it has a negative impact on performance Good stakeholder management has a postive impact on performance Good time management has a postive impact on performance Bankrupcy of supplier caused delay in time scale Successful managememt of claims has positive impact on time Checking supplier deliverables on suppliers production location Different levels of quality check (e.g. contractor, classification society, customer) Good procurement contract designs have positive influence on performance High experience of project manager(s) has a positive influence performance Analysing further cases: total 11 Checking each theme through each of the cases: Additional requirements of authorities has negative impact on time scheduleExt. Stakeholders ?Timenegative Change in main stakeholder (e.g. financier) has negative impact on timeInt. StakeholdersTimenegative High support of project by national/local government has positive impact on performanceExt. Stakeholders positive Bad or no risk management increases costProject ProcessesCostnegative If the owner of the project is equal to the contractor it has a negative impact on performanceInt. Stakeholdersnegative Additional themes:

11 Hypothesis support by cases 4. 3. Results yes (support to hypothesis/ theme) No (no support to hypothesis/th eme) yes % of total no. of cases analysed no % of total no. of cases analysed 1Congruency between political goals (e.g. change in environmental law) and project goals8073%0% 2Congruency between needs (e.g. needs of community) and project goals6055%0% 3Increasing prices of equipment/technology impact cost6155%9% 4Tendering process/conditions impact cost119% 5Uncertainty related to technology/application has impact on cost4036%0% 6Environmentalist groups delay projects and have impact on cost5145%9% 7Additional requirements of authorities increase costs5045%0% 8Fixed price prevent cost increase2018%0% 9If the owner of the project is public it has a negative impact on performance139%27% 10Good stakeholder management has a positive impact on performance4136%9% 11Good time management has a positive impact on performance2018%0% 12Bankruptcy of supplier caused delay in time scale129%18% 13Successful management of claims has positive impact on time2018%0% 14 Checking supplier deliverables on suppliers production location has positive impact on time, cost and quality109%0% 15Different levels of quality check (e.g. contractor, classification society, customer)2018%0% 16Good procurement contract designs have positive influence on performance2018%0% 17High experience of project manager(s) has a positive influence performance3027%0% 18Additional requirements of authorities has negative impact on time schedule2018%0% 19Change in main stakeholder (e.g. financier) has negative impact on time109%0% 20High support of project by national/local government has positive impact on performance2018%0% 21Bad or no risk management increases cost109%0% 22 If the owner of the project is equal to the contractor it has a negative impact on performance109%0% Green: > 40%; Yellow: 20% 40% Test, expand, reduce number of themes/patterns by analysing more cases Attention: rethink the No’s

12 Conclude answers for RQ 1: 4. Answers to Research Questions Conclude answers to RQ. 1 Themes/patterns/hypothesis Direction of statement Congruency between political goals (e.g. change in environmental law) and project goalspositive Congruency between needs (e.g. needs of community) and project goalspositive Increasing prices of equipment/technology impact costnegative Uncertainty related to technology/application has impact on costnegative Environmentalist groups delay projects and have impact on costnegative Additional requirements of authorities increase costsnegative Good stakeholder management has a positive impact on performancepositive High experience of project manager(s) has a positive influence performancepositive From negative direction of statements 1. RQ: Why do Megaprojects perform like they do?

13 Conclude answers for RQ 1: Conclude answers to RQ. 1 From negative direction of statements 1. RQ: Why do Megaprojects perform like they do? Increasing prices of equipment/technology impact cost Uncertainty related to technology/application has impact on cost Environmentalist groups delay projects and have impact on cost Additional requirements of authorities increase costs 4. Answers to Research Questions Prices increase during project duration Use of complex and innovative technology Strong negative influence by environmentalists group Regulations change during project duration

14 Conclude answers for RQ 1: Conclude answers to RQ. 2 Themes/patterns/hypothesis Direction of statement Congruency between political goals (e.g. change in environmental law) and project goalspositive Congruency between needs (e.g. needs of community) and project goalspositive Increasing prices of equipment/technology impact costnegative Uncertainty related to technology/application has impact on costnegative Environmentalist groups delay projects and have impact on costnegative Additional requirements of authorities increase costsnegative Good stakeholder management has a positive impact on performancepositive High experience of project manager(s) has a positive influence performancepositive From positive direction of statements 1. RQ: What can we do to make them perform better? 4. Answers to Research Questions

15 Conclude answers for RQ 2: Derive recommendations answer RQ 2 Good stakeholder management has a positive impact on performance High experience of project manager(s) has a positive influence performance Congruency between political goals (e.g. change in environm. law) and project goals Congruency between needs (e.g. needs of community) and project goals 4. Answers to Research Questions From positve direction of statements

16 Next steps: 4. Discussion Steps to improve results: Analyse rest of cases Rethink “no’s”


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