Development and Validation of a People Involvement & Engagement (I&E) Model for Achieving Superior Results in Management of Large Projects
Author(s)
R. Jayaraman* (Professor, SP Jain Institute of Management and Research, Bhavans Campus, Mumbai, Maharashtra, India), *Corresponding author's Email
Citation
Jayaraman, R. (2017), “Development and Validation of a People Involvement & Engagement (I&E) Model for Achieving Superior Results in Management of Large Projects”, MERC Global’s International Journal of Management, Vol. 5, Issue 3, pp. 92-105.
Article history
Submitted: February 01, 2016, Revision received: March 10, 2017, Accepted: March 30, 2017
Project Management (PM) is more of an art than science. Especially so in large projects. In view of the size and complexity of large projects, the magnified size of issues calls for extra efforts from the project management team. While whatever is applicable for small and medium projects is also applicable for large ones, there are significant differences. One is trust between team members. Another is the use of formal processes to ensure that team members work in a co-ordinated manner for mutual benefit. We have developed a model for managing people in large projects, called “the I&E (involvement and engagement) model for large projects management for superior results”, which will deliver superior performance by involving and engaging the people working on the project. Essentially the model is a methodology of how to generate the best efforts out of a group of people to achieve a common purpose. We use a case study – the cold rolling mill project of Tata Steel, classified as a “world class” project in project management literature – to illustrate how to apply this model in practice and obtain the desired “world class” superior results and thus validate the model.
Christensen, Clayton M.; Marx, Matt and Stevenson, Howard H. (2006), “The tools of co-operation and change”, Chapter 18, Op Cit, pp. 139-142.
Dell’Isola, Micheal D. (2002), “Impact of delivery systems on cost management”, AACE Transactions, PM. 03, pp. 1- 8.
Deng, Michael Z. M. and Hung, Y. F. (1998), “Integrated cost and schedule control: Hong Kong perspective”, Project Management Journal, Vol. 29, Number 4, December, pp. 43-49.
Elton, Jeffrey and Roe, Justin (1998), “Bringing discipline to project management”, Harvard Business Review, March-April.
Gent, Laura; Parry, Arthur E. and Parry, Mark E. (1998), “The high-cooperation hospital project team”, Team Performance Management: An International Journal, Vol. 4, Iss. 6, pp. 253-268.
Goldratt, Eliyahu (1997), The critical chain, The North River Press.
Hormozi, Amir M. and Dube, Leon F. (1999), “Establishing project control: schedule, cost and quality”, SAM Advanced Management Journal, Autumn, pp. 31-38.
Jager, Francois (2006), “Novo Nordisk Engineering: running for fast-track project execution”, Case study, IMD, Switzerland, IMD 422, June, pp. 1-11.
Jayaraman, R. (1999a), “Planning and Construction of the cold rolling mill complex of Tata Steel at Jamshedpur”, Tata Search, pp. 233-242.
Jayaraman, R. (2003), “Business Success through Business Excellence”, Tata Search.
Jayaraman, R. (2016), “Project cost control: a new method to plan and control costs in large projects”, Business Process Management Journal, Vol. 22, Iss. 6, pp. 1247-1268.
Jayaraman, R.; Dasgupta, S. and Muthuraman, B. (1998), “Investment analysis for a cold rolling mill complex”, Tata Search, pp. 96-101.
Jayaraman, R.; Rao, Y. M.; Chatterji, A.; Babu, Ramesh; Ghosh, A. K. and Das, K. (1999b), “Project planning, monitoring and control – cold rolling mill experience”, Tata Search, pp. 223-232.
Jim, Zhan (1998), “A project cost control model”, Cost Engineering, Vol. 40, Number 12, December, pp. 31-34.
Katzenbach, Jon R. and Douglas, K. Smith (2012), “Discipline of teams”, Chapter 8, op cit, pp. 107-110.
Kloppenborg, T. J. and Laning, L. J. (2012), “Strategic leadership of portfolio and project management”, Chapter 5, “Listening to customers, employees and processes: a Chief Projects Officer’s role”, pp. 109-136.
Lavingia, Dr Nick, J. (2003), “Improve profitability through effective project management and total cost management”, Cost Engineering, Vol. 45, Number 11, November, pp. 22-25.
Leung, Mei-yung; Yu, Jingyu and Chan, Yee Shan (2014), “Focus Group Study to Explore Critical Factors of Public Engagement Process for Mega Development Projects”, JCEM, March, Vol. 140, Issue 3, pp. 1-11.
Longworth, Scott R. (2002), “Evolving project control practices”, AACE International Transactions, CSC. 09, pp. 1-9.
Magne, Emhjellen; Kjetl, Emjhellen and Petter, Osmundsen (2003), “Cost estimation overruns in the North Sea”, Project Management Journal, March, Vol. 34, Number 1, pp. 23-29.
Matta, Nadim F. and Ashkenas, Ronald N. (2003), “Why good projects fail anyway”, Chapter 15, Op Cit, pp. 123-126.
Muthuraman, B. and Jayaraman, R. (2014), “Driving business strategies through BSC in large corporations”, Vikalpa, Jan.-March, 2014, pp. 1-20.
Muthuraman, B.; Singh, R. P. and Jayaraman, R (2015), “The cold rolling mill complex of Tata Steel at Jamshedpur”, Metallurgical Plant and Technology, Issue 2, pp. 84-92.
Narayanan, V. G. and Chaturvedi, Saloni (2012), “Delhi Metrorail Corporation”, Case Study, Harvard Business School, Reprint Number 0-112-013, April 22, 2012.
Pinto, Jeffrey K. (2013), “Lies, damned lies and project plans: recurring human errors that can ruin the project planning process”, Business Horizons, pp. 643-653.
Roper, Kathy O. and Deborah, R. Phillips (2007), “Integrating self-managed work teams into project management”, Journal of Facilities Management, Vol. 5, Issue 1, pp. 22-36.
Scott-Young, Christina and Samson, Danny (2009), “Team management for fast projects: an empirical study of process industries”, International Journal of Operations & Production Management, Vol. 29, Iss. 6, pp. 612-635.
Shenhar, Aaron J. and Dvir, Dov (2007), “Reinventing project management: the diamond approach to successful growth and innovation”, Chapter 11, “Reinventing project management for your organisation”, Harvard Business School Publishing Corporation, pp. 2-12.
Shenhar, Aaron J. and Dvir, Dov (2007a), Reinventing project management: the diamond approach to successful growth and innovation”, Chapter 9, Harvard Business School Publishing Corporation, pp. 2-30.
Shenhar, Aaron J. and Dvir, Dov (2007b), “Why your business success depends on projects”, Harvard Business Press, Massachusetts, Chapter 1 (excerpted from the book “Reinventing project management: the diamond approach to growth and innovation”).
Singh, R. P. and Jayaraman, R. (2001), “Best practices in project management”, Tata Search, 2001, pp. 26-35.
Webber, Sheila S. and Webber, David S. (2015), “Launching and leading intense teams”, Business Horizon, 58, pp. 449-457.