nach oben

Erschienen in:

2019 | OriginalPaper | Buchkapitel

6. Exploring the Use of Soft Systems Methodology (SSM) in Front-Ending Public-Funded Rural Bridge Construction Projects in Bangladesh

verfasst von : Shah Saadi, Gary Bell

Erschienen in: Problem Structuring Approaches for the Management of Projects

Verlag: Springer International Publishing

Einloggen

Aktivieren Sie unsere intelligente Suche, um passende Fachinhalte oder Patente zu finden.

search-config

KI-gestützte Suche

Aus

Abstract

This chapter highlights some limitations of traditional project management through examples of unsuccessful rural bridge projects in Bangladesh. Many of the causes can be linked with poor front-end practice, and provides further evidence to support the Management of Projects paradigm. The three distinctive Management of Project levels (i.e., technical core, strategic envelope, and institutional context) are outlined. We discuss the public value idea, value creation concept, soft systems methodology, and a project strategy framework which have connectivity with project front-ending. Moreover, project front-ending is an integral component of the strategic envelope. Soft systems methodology is applied to improving the approach to commissioning of rural bridges. It guides “learning our way” to developing an agreed purposeful process, which may facilitate projects that consistently achieve project success.

Sie haben noch keine Lizenz? Dann Informieren Sie sich jetzt über unsere Produkte:

Springer Professional "Wirtschaft+Technik"

Online-Abonnement

Mit Springer Professional "Wirtschaft+Technik" erhalten Sie Zugriff auf:

über 102.000 Bücher
über 537 Zeitschriften

aus folgenden Fachgebieten:

Automobil + Motoren
Bauwesen + Immobilien
Business IT + Informatik
Elektrotechnik + Elektronik
Energie + Nachhaltigkeit
Finance + Banking
Management + Führung
Marketing + Vertrieb
Maschinenbau + Werkstoffe
Versicherung + Risiko

Jetzt Wissensvorsprung sichern!

Jetzt informieren

Springer Professional "Wirtschaft"

Online-Abonnement

Mit Springer Professional "Wirtschaft" erhalten Sie Zugriff auf:

über 67.000 Bücher
über 340 Zeitschriften

aus folgenden Fachgebieten:

Bauwesen + Immobilien
Business IT + Informatik
Finance + Banking
Management + Führung
Marketing + Vertrieb
Versicherung + Risiko

Jetzt Wissensvorsprung sichern!

Jetzt informieren

Vorheriges Kapitel Delivering Better Outcomes Through Customer-Led Project Management: The Case of the Major Project BT 21st Century Network in the UK

Nächstes Kapitel Managing Context: Lessons from a Large-Scale Science Project

Project Management Institute.

Department of Disaster Management (Bangladesh).

Upazila (Sub-District) Nirbahi (Chief Executive) Officer.

Ackoff, R. L. (1979). The Future of Operational Research Is Past. The Journal of the Operational Society, 30(2), 93–104.CrossRef

APM (Association for Project Management). (2006). APM Body of Knowledge (5th ed.). Buckinghamshire: Association for Project Management.

Artto, K., Kujala, J., Dietrich, P., & Martinsuo, M. (2008). What Is Project Strategy? International Journal of Project Management, 26(2008), 4–12.CrossRef

Artto, K., Ahola, T., & Vartiainen, V. (2016). From the Front End of Projects to the Back End of Operations: Managing Projects for Value Creation Throughout the System Lifecycle. International Journal of Project Management., 34, 258–270.CrossRef

Ashmore, C. (1997). BPRC Focus Group: Project Management, the Motivations and Conditions for Change. http://bprc.warwick.ac.uk/focus12html. Accessed 31 Oct 2001.

Atkinson, R. (1999). Project Management: Cost, Time and Quality, Two Best Guesses and a Phenomenon, It’s Time to Accept Other Success Criteria. International Journal of Project Management, 17(6), 337–342.CrossRef

Badewi, A. (2016). The Impact of Project Management (PM) and Benefits Management (BM) Practices on Project Success: Towards Developing a Project Benefits Governance Framework. International Journal of Project Management, 34(4), 761–778.CrossRef

bdnews24.com. (2017). Tk 6m Bridge Breaks Down Before Inauguration in Chittagong. Available from: http://bdnews24.com/bangladesh/2017/07/10/tk-6mn-bridge-breaks-down-before-inauguration-in-chittagong. Accessed 15 July 2017.

Bell, G. A., Cooper, M. A., & Qureshi (2002). The Holon Framework and Software Process Improvement: A Radiotherapy Project Case Study. Available from: http://onlinelibrary.wiley.com.ezproxy.sussex.ac.uk/doi/10.1002/spip.155/epdf. Accessed 11 July 2017.

Benington, J., & Hartley J. (2001). Pilots, Paradigms and Paradoxes: Changes in Public Sector Governance and Management. In Hartley, J. (2005). Innovation in Governance and Public Services: Past and Present. Public Money Management, 25(1), 27–34.

Benington, J., & Moore, M. (Eds.). (2011). Public Value: Theory and Practice. Basingstoke: Macmillan.

Benington, J., & Turbitt, I. (2007). Policing the Drumcree Demonstrations in Northern Ireland: Testing Leadership Theory in Practice. Leadership, 3(4), 371–395.CrossRef

Bovaird, T., & Loeffler, E. (2012). From Engagement to Co-production: The Contribution of Users and Communities to Outcomes and Public Value. International Journal of Voluntary and Nonprofit Organizations, 23(4), 1119–1138.CrossRef

Bradley, G. (2010). Benefit Realization Management (2nd ed.). New York: Routledge.

Bryson, J. M., Barbara, C. C., & Bloomberg, L. (Eds.). (2015). Creating Public Value in Practice. Boca Raton: CRC Press.

Buzan, T., & Buzan, B. (2010). The Mind Map Book: Unlock Your Creativity, Boost Your Memory, Change Your Life (1st ed.). Essex: Pearson Education Limited.

Checkland, P. (1981). Systems Thinking, Systems Practice. Chichester: Wiley.

Checkland, P. (2000). Soft System Methodology: A Thirty Year Retrospective. Systems Research and Behavioral Science, 17, 11–58.CrossRef

Checkland, P., & Poulter, J. (2006). Learning for Action. Chichester: John Wiley & Sons Ltd.

Checkland, P., & Winter, M. (2006). Process and Content: Two Ways of Using SSM. Journal of Operational Research Society, 57, 1435–1441.CrossRef

Chih, Y., & Zwikael, O. (2015). Project Benefit Management: A Conceptual Framework of Target Benefit Formulation. Internal Journal of Project Management, 33, 352–362.

Cooke-Davies, T. (2009). Front-End Alignment of Projects – Doing the Right Project. In T. Williams, K. Sunnevag, & K. Samset (Eds.), Making Essential Choices with Scant Information (pp. 106–124). Hampshire: Palgrave Macmillan.CrossRef

Cooke-Davies. (2010). Project Success. In P. Morris & J. Pinto (Eds.), The Wiley Guide to Project, Program and Portfolio Management. Hoboken: Wiley and Sons.

DDM (Department of Disaster Management). (2016). Construction of 12 Meter Bridges on Rural Roads (3rd Phase). Available from: http://ddm.portal.gov.bd/sites/default/files/files/ddm.portal.gov.bd/page/b4ffbd83_c019_4bb7_bcbc_2d354bb28cc8/bridge_culvert1.pdf. Accessed 15 Apr 2017.

Dillman, D. A., Smyth, J. D., & Christian, L. M. (2014). Surveys: The Tailored Design Method (4th ed.). Hoboken: John Wiley.

Dunsire, A. (1997). Rethinking Public Policy-Making: Questioning Assumptions, Challenging Beliefs. Essay in Honour of Sir Geoffrey Vickers on His Centenary. Public Administration, 75(Autumn, 1997), 587–600.

Duxbury, J. (1994). The Development and Testing of a Model Relevant to the Decision Making Process Concerning the Provision of Health Care in Morecambe Bay, M.Sc. Dissertation. Lancaster University, UK. In Ckeckland (2000). Soft Systems Methodology: A Thirty Year Retrospective. Systems Research and Behavioural Science, 17, S11–S58.

Edkins, A., Geraldi, J., Morris, P., & Smith, A. (2013). Exploring the Front-End of Project Management. The Engineering Project Organization Journal, 3(2), 71–85.CrossRef

Flyvbjerg, B., Bruzelius, N., & Rothengatter, W. (2003). Megaprojects and Risk: An Anatomy of Ambition. Cambridge: Cambridge University Press.CrossRef

Heifetz, R. (1994). Leadership Without Easy Answer. Cambridge, MA: Harvard University Press.CrossRef

Johnson, G. (1992). Managing Strategic Change- Strategy, Culture and Action. Long Range Planning, 25, 28–36.CrossRef

Klakegg, O., Williams, T., & Magnussen, O. (2009). Governance Framework for Public Sector Project Development and Estimation. Newtown Square: Project Management Institute.

Kotter, J. (1990). What Leaders Really Do. Harvard Business Review., 68(3), 103–111.

Laursen, M., & Svejvig, P. (2016). Taking Stock of Project Value Creation: A Structured Literature Review with Future Directions for Research and Practice. International Journal of Project Management., 34, 736–747.CrossRef

Meier, S. R. (2008). Best project management and systems engineering practices in the preacquisition phase for federal intelligence and defense agencies. Project Management Journal, 39(1), 59–71.CrossRef

Miller, R., & Lessard, D. R. (2001). The Strategic Management of Large Engineering Projects. Cambridge, MA: MIT Press.CrossRef

Mintzberg, H. (1987). Crafting Strategy. Harvard Business Review, 65(4), 66–75.

Moore, M. (1995). Creating Public Value: Strategic Management in Government. Cambridge, MA: Harvard University Press.

Moore, M. (2003). The Public Value Scorecard: A Rejoinder and an Alternative to “Strategic Performance Measurement and Management in Non-Profit Organizations” by Robert Kaplan. Cambridge, MA: Kennedy School of Government, Harvard.

Moore, M. (2013). Recognizing Public Value. Cambridge, MA: Harvard University Press.CrossRef

Moore, M. H., & Hartley, J. (2008). Innovation in Governance. Public Management Review, 10(1), 3–20.CrossRef

Morris, P. W. G. (1994). The Management of Projects. London: Thomas Telford.CrossRef

Morris, P. W. G. (2002). Science, Objective Knowledge and the Theory of Project Management. Proceedings of the Institution of Civil Engineers, ICE Civil Engineering, 50(2), 82–89.CrossRef

Morris, P. W. G. (2009). Implementing Strategy Through Project Management: The Importance of Managing the Project Front-End. In T. Williams, K. Sunnevag, & K. Samset (Eds.), Making Essential Choices with Scant Information (pp. 39–63). Hampshire: Palgrave Macmillan.CrossRef

Morris, P. W. G. (2013). Reconstructing Project Management (1st ed.). Chichester: John Wiley & Sons Ltd.CrossRef

Morris, P. W. G., & Geraldi, J. (2011, December). Managing the Institutional Context for Projects. Project Management Journal, 42(6), 20–32.

Morris, P. W. G., & Hough, G. H. (1987). The Anatomy of Major Projects. Chichester: Wiley and Sons.

Morris, P. W. G., & Jamieson, A. (2005). Moving from Corporate Strategy to Project Strategy. Project Management Journal, 36(4), 5–18.CrossRef

Morris, P. W. G., Pinto, J. K., & Soderlund, J. (Eds.). (2012). The Oxford Handbook of Project Management. Oxford: Oxford University Press.

Mulgan, G. (2009). The Art of Public Strategy: Mobilizing Power and Knowledge for the Common Good. Oxford: Oxford University Press.

Norman, R. (2007). Managing Outcomes While Accounting for Output: Redefining “Public Value” in New Zealand’s Performance Management System. Public Performance and Management Review, 30(4), 536–549.CrossRef

Normann, R., & Ramirez, R. (1993). From Value Chain to Value Constellation: Designing Interactive Strategy. Harvard Business Review, July–August, 1993.

OGC. (2007). Managing Successful Programs. Norwich: The Stationery Office.

Patanakul, P., & Shenhar, A. J. (2012). What Project Strategy Really Is: The Fundamental Building Block in Strategic Project Management. Project Management Journal, 43(1), 4–20.CrossRef

Pinto, J., & Slevin, D. (1988). Critical Success Factors Across the Project Life Cycle. Project Management Journal, 19(3), 67–75.

PMI (Project Management Institute). (2006). The Standard for Program Management. Newtown Square: Project Management Institute.

PMI (Project Management Institute). (2013). A Guide to the Project Management Body of Knowledge (PMBOK Guide) (5th ed.). Pennsylvania: Project Management Institute.

Porter, M. E. (1980). Competitive Advantage: Creating Sustainable Superior Performance (2nd ed.). New York: The Free Press.

Porter, M. E. (1985). Competitive Strategy: Techniques for Analyzing Industries and Competitors. New York: Free Press.

Porter, M. E. (1996). What Is Strategy? Harvard Business Review, 74(6), 61–79.

Reiss, G., Anthony, M., Chapman, J., Leigh, G., Pyne, A., & Rayner, P. (2006). The Gower Handbook of Program Management. Aldershot: Gower.

Rosenhead, J., & Mingers, J. (Eds.). (2001). Rational Analysis for a Problematical World Revisited: Problem Structuring Methods for Complexity, Uncertainty and Conflict (2nd ed.). Chichester: John Wiley & Sons, Ltd.

Saunders, M., Lewis, P., & Thornhill, A. (2016). Research Methods for Business Students (7th ed.). Harlow: Pearson Education Limited.

Sawhney, M., Wolcott, R.C., & Inigo, A. (2006). The 12 Different Ways for Companies to Innovate. MIT Sloan Management Review, 47(3, Spring), 75–81.

Schon, D. A. (1987). The Reflective Practitioner: How Professionals Think in Action. New York: BasicBooks.

Serra, C. E. M., & Kunc, M. (2015). Benefits Realization and Its Influence on Project Success and on the Execution of Business Strategies. International Journal of Project Management, 33(2015), 53–66.CrossRef

Snowden, D. J., & Boone, E. M. (2007). A Leader’s Framework for Decision Making. Harvard Business Review, 85(11), 68–76.

The Daily Star. (2015a). Bridge Lies Unused for Want of Approach Roads. Available from: http://www.thedailystar.net/country/bridge-lies-unused-want-approach-roads-181663. Accessed 24 May 2017 (SYMP3).

The Daily Star. (2015b). Bridge Lies Unused Due to Lack of Approach Roads. Available from: http://www.thedailystar.net/bridge-lies-unused-due-to-lack-of-approach-road-19034. Accessed 24 May 2017 (SYMP4).

The Daily Star. (2015c). Bridges Lies Useless for Want of Approach Roads. Available from: http://www.thedailystar.net/bridges-lie-useless-for-want-of-approach-roads-53475. Accessed 24 May 2017 (SYMP 5; SYMP 6).

The Daily Star. (2016). Bamboo Ladders Set to Make Bridge Usable! Available from: http://www.thedailystar.net/country/bamboo-ladders-set-make-bridge-usable-1315393. Accessed 18 Feb 2017 (SYMP1).

The Daily Star. (2017). Bridge Without Approach Road. Available from: http://www.thedailystar.net/bridges-lie-useless-for-want-of-approach-roads-53475. Accessed 24 May 2017 (SYMP 7).

The Independent. (2015). Bridge Lies Unused for Want to Approach Road. Available from: http://www.theindependentbd.com/arcprint/details/7985/2015-07-16. Accessed 10 Mar 2017.

Thiry, M. (2004). Program Management: Strategic Decision Management Process. In P. Morris & J. Pinto (Eds.), The Wiley Guide to Managing Projects. Hoboken: Wiley.

Thiry, M. (2010). Value Management: A Group Decision-Making Process to Achieve Stakeholders’ Needs and Expectations in Most Resource-Effective Ways. In P. Morris & J. Pinto (Eds.), The Wiley Guide to Project, Program and Portfolio Management. Hoboken: Wiley and Sons.

Vickers, G. (1965). The Art of Judgement. London: Chapman & Hall.

Vickers, G. (1995). The Art of Judgement: A Study of Policy Making (Centenary Edition). London: SAGE Publications.

Williams, T., & Samset, K. (2010). Issues in Front-End Decision Making on Projects. Project Management Journal., 41(2), 38–49.CrossRef

Williams, I., & Shearer, H. (2011). Appraising Public Value: Past, Present and Future. Public Administration 2011. Available from: http://www.birmingham.ac.uk/Documents/college-social-sciences/social-policy/HSMC/publications/2011/appraising-public-value.pdf. Accessed 7 June 2017.

Winter, M. (2006). Problem Structuring in Project Management: An Application of Soft Systems Methodology (SSM). Journal of Operational Research Society, 57, 802–812.CrossRef

Winter, M. (2009). Using Soft Systems Methodology to Structure Project Definition. In T. Williams, K. Sunnevag, & K. Samset (Eds.), Making Essential Choices with Scant Information (pp. 125–143). Hampshire: Palgrave Macmillan.CrossRef

Winter, M., & Checkland, P. (2003). Soft Systems: A Fresh Perspective for Project Management. Civil Engineering, 56, 187–192.

Winter, M., & Szczepanek. (2008). Projects and Programs as Value Creation Process: A New Perspective and Some Practical Implication. International Journal of Project Management, 26, 95–103.CrossRef

Winter, M., Smith, C., Morris, P., & Cicmil, S. (2006). Directions for Future Research Management: The Main Findings of a UK Government-Funded Research Network. International Journal of Project Management, 24(2006), 638–649.CrossRef

Yin. (2014). Case Study Research: Design and Methods (5th ed.). London: SAGE Publications Inc.

Zwikael, O., & Globerson, S. (2006). From Critical Success Factors to Critical Success Processes. International Journal of Production Research, 44(17), 3433–3449.CrossRef

Zwikael, O., & Smyrk, J. R. (2011). Project Management for the Creation of Organisational Value. London: Springer.CrossRef

Zwikael, O., & Smyrk, J. R. (2012). A General Framework for Gauging the Performance of Initiatives to Enhance Organisational Value. British Journal of Management, 23, S6–S22.CrossRef

Titel: Exploring the Use of Soft Systems Methodology (SSM) in Front-Ending Public-Funded Rural Bridge Construction Projects in Bangladesh
verfasst von: Shah Saadi
Gary Bell
Verlag: Springer International Publishing
Buch: Problem Structuring Approaches for the Management of Projects
Print ISBN: 978-3-319-93262-0

Electronic ISBN: 978-3-319-93263-7

Copyright-Jahr: 2019
DOI: https://doi.org/10.1007/978-3-319-93263-7_6