IDEAS home Printed from https://ideas.repec.org/p/zbw/simata/0917031.html
   My bibliography  Save this paper

Project management practice in interreg projects: Reflective analysis and recommendations

Author

Listed:
  • Marx, Susanne

Abstract

Drawing on experiences of the author in Interreg co-operation projects, this paper relates project management practice in two case study projects to selected key topics of project management theory, resulting into a series of recommendations primarily based on personal reflection. The case study projects were both funded by the South Baltic Cross-border Co-operation Programme 2007 - 2013. This paper presents the strategic environment of the case study projects. The framework of public requirements, the geographic distribution of the project team and the concept of a multi-organisational project set-up, lead to increased complexity. In assessing this specific project environment, the paper evaluates the relative importance of the project management knowledge areas of the PMBOK® and in doing so, putting a focus on project sustainability management as a significant area for further efforts towards enhancing project management standards and indeed, long-term project success. The balanced matrix of the multi-organisational structure required management awareness of the lead partner for enacting non-formal authority and empowerment, resulting in the importance of building trust. Since stakeholder influence and needs were critical for project success, this paper presents a process for analyzing stakeholders to prioritize and develop individual strategies. The concept of the project lifecycle is established in the PM standards of the PMI® and APM. In transferring these standard project lifecycles to the considered Interreg-projects, a major distinction noted, is the timespan between an application for funding and (in case of success) the start of project implementation. This period can take several months, in which the project risks to lose momentum. Another critical, yet largely neglected phase is after the project closure, a time when promised benefits for stakeholders potentially materialize. This paper recommends strengthening the role of the 'program' in terms of project management qualification, continuous improvement and cross-project learning. Finally, the project management maturity is assessed, recommending the following areas for further development: Benefit, Stake-holder and Risk Management.

Suggested Citation

  • Marx, Susanne, 2017. "Project management practice in interreg projects: Reflective analysis and recommendations," SIMAT Arbeitspapiere 09-17-031, Hochschule Stralsund, Stralsund Information Management Team (SIMAT).
    • Handle: RePEc:zbw:simata:0917031
    as

    Download full text from publisher

    File URL: https://www.econstor.eu/bitstream/10419/173343/1/1011579790.pdf
    Download Restriction: no
    ---><---

    References listed on IDEAS

    as
    1. Lundin, Rolf A. & Söderholm, Anders, 1995. "A theory of the temporary organization," Scandinavian Journal of Management, Elsevier, vol. 11(4), pages 437-455, December.
    2. Klotz, Michael, 2015. "Projektmanagement-Normen und -Standards," SIMAT Arbeitspapiere 07-15-029, Hochschule Stralsund, Stralsund Information Management Team (SIMAT).
    Full references (including those not matched with items on IDEAS)

    Citations

    Citations are extracted by the CitEc Project, subscribe to its RSS feed for this item.
    as


    Cited by:

    1. Marx, Susanne, 2018. "Knowledge management in Interreg cross-border cooperation: A project perspective," SIMAT Arbeitspapiere 10-18-032, Hochschule Stralsund, Stralsund Information Management Team (SIMAT).

    Most related items

    These are the items that most often cite the same works as this one and are cited by the same works as this one.
    1. Kjell Tryggestad, 2012. "Perspectives on Projects," Construction Management and Economics, Taylor & Francis Journals, vol. 30(5), pages 416-420, February.
    2. Kuebart, Andreas & Ibert, Oliver, 2019. "Beyond territorial conceptions of entrepreneurial ecosystems: The dynamic spatiality of knowledge brokering in seed accelerators," EconStor Open Access Articles and Book Chapters, ZBW - Leibniz Information Centre for Economics, vol. 63(2-4), pages 118-133.
    3. Yildiz, H. Emre & Murtic, Adis & Zander, Udo, 2024. "Re-conceptualizing absorptive capacity: The importance of teams as a meso-level context," Technological Forecasting and Social Change, Elsevier, vol. 199(C).
    4. Ping Yung, 2015. "A new institutional economic theory of project management," Journal of Business Economics and Management, Taylor & Francis Journals, vol. 16(1), pages 228-243, February.
    5. Mähring, Magnus, 2002. "IT Project Governance: A Process-Oriented Study of Organizational Control and Executive Involvement," SSE/EFI Working Paper Series in Business Administration 2002:15, Stockholm School of Economics.
    6. Dario Blanco-Fernandez & Stephan Leitner & Alexandra Rausch, 2022. "Interactions between the individual and the group level in organizations: The case of learning and autonomous group adaptation," Papers 2203.09162, arXiv.org.
    7. Bell, Emma & Taylor, Scott, 2011. "Beyond letting go and moving on: New perspectives on organizational death, loss and grief," Scandinavian Journal of Management, Elsevier, vol. 27(1), pages 1-10, March.
    8. Peter B. Doeringer & Pacey Foster & Stephan Manning & David Terkla, 2013. "Project-based industries and craft-like production: structure, location and performance," Chapters, in: Frank Giarratani & Geoffrey J.D. Hewings & Philip McCann (ed.), Handbook of Industry Studies and Economic Geography, chapter 4, pages 99-151, Edward Elgar Publishing.
    9. Marco Furlotti & Giuseppe Soda, 2018. "Fit for the Task: Complementarity, Asymmetry, and Partner Selection in Alliances," Organization Science, INFORMS, vol. 29(5), pages 837-854, October.
    10. Lars Frederiksen & Silvia Rita Sedita, 2005. "Embodied Knowledge Transfer Comparing inter-firm labor mobility in the music industry and manufacturing industries," DRUID Working Papers 05-14, DRUID, Copenhagen Business School, Department of Industrial Economics and Strategy/Aalborg University, Department of Business Studies.
    11. Gernot Grabher, 2002. "The Project Ecology of Advertising: Tasks, Talents and Teams," Regional Studies, Taylor & Francis Journals, vol. 36(3), pages 245-262.
    12. Edison Atencio & Guillermo Bustos & Mauro Mancini, 2022. "Enterprise Architecture Approach for Project Management and Project-Based Organizations: A Review," Sustainability, MDPI, vol. 14(16), pages 1-25, August.
    13. Kuebart, Andreas Sebastian Carl & Ibert, Oliver, 2020. "Choreographies of entrepreneurship: How different formats of co-presence are combined to facilitate knowledge creation in seed accelerator programs [Choreographien von Unternehmensgründungen: Wie v," EconStor Open Access Articles and Book Chapters, ZBW - Leibniz Information Centre for Economics, vol. 78(1), pages 35-51.
    14. Jan Hayes & Stéphanie Tillement, 2022. "Contracting and Safety," Post-Print hal-03702115, HAL.
    15. Romain Beaume & Rémi Maniak & Christophe Midler, 2009. "Crossing innovation and product projects management: comparative analysis in the automotive industry," Post-Print halshs-00402389, HAL.
    16. Vincent Salaun, 2014. "Organisation virtuelle éphémère, quelle place pour le management logistique ? Le cas des festivals musicaux," Post-Print hal-01309975, HAL.
    17. Nässén, Jonas & Sprei, Frances & Holmberg, John, 2008. "Stagnating energy efficiency in the Swedish building sector--Economic and organisational explanations," Energy Policy, Elsevier, vol. 36(10), pages 3814-3822, October.
    18. Gernot Grabher, 2002. "Cool Projects, Boring Institutions: Temporary Collaboration in Social Context," Regional Studies, Taylor & Francis Journals, vol. 36(3), pages 205-214.
    19. Yavuz Korkmazyurek, 2022. "Does Project Citizenship Behavior Leads Network Expansion? Gender-Based Comparison," SAGE Open, , vol. 12(2), pages 21582440221, April.
    20. Ibert, Oliver, 2004. "Projects and firms as discordant complements: organisational learning in the Munich software ecology," Research Policy, Elsevier, vol. 33(10), pages 1529-1546, December.

    More about this item

    NEP fields

    This paper has been announced in the following NEP Reports:

    Statistics

    Access and download statistics

    Corrections

    All material on this site has been provided by the respective publishers and authors. You can help correct errors and omissions. When requesting a correction, please mention this item's handle: RePEc:zbw:simata:0917031. See general information about how to correct material in RePEc.

    If you have authored this item and are not yet registered with RePEc, we encourage you to do it here. This allows to link your profile to this item. It also allows you to accept potential citations to this item that we are uncertain about.

    If CitEc recognized a bibliographic reference but did not link an item in RePEc to it, you can help with this form .

    If you know of missing items citing this one, you can help us creating those links by adding the relevant references in the same way as above, for each refering item. If you are a registered author of this item, you may also want to check the "citations" tab in your RePEc Author Service profile, as there may be some citations waiting for confirmation.

    For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: ZBW - Leibniz Information Centre for Economics (email available below). General contact details of provider: https://edirc.repec.org/data/fwfstde.html .

    Please note that corrections may take a couple of weeks to filter through the various RePEc services.

    IDEAS is a RePEc service. RePEc uses bibliographic data supplied by the respective publishers.