Paul Gardiner | SKEMA Business School (original) (raw)
Papers by Paul Gardiner
Proceedings of the seventh international conference on 3D Web technology, 2002
The 'benefit pipeline ' approach to the strategic implementation of projects
Construction Conflict Management and Resolution, 2003
Procedia - Social and Behavioral Sciences, 2014
Measuring Business Excellence, 2003
Performance improvement is high on the agenda of many companies around the world and with the gro... more Performance improvement is high on the agenda of many companies around the world and with the growing number of improvement models now available care has to be taken to adopt an approach that will yield the most attractive return on investment. This paper compares and contrasts two widely known and well‐publicized improvement models: Kaplan and Norton’s Balanced Scorecard and the EFQM Excellence Model. Each consists of a non‐prescriptive template offering managers a relatively small number of categories of key performance metrics to focus on. Here, they are examined from a critical perspective with regard to five central issues represented by five questions relating to objectives, strategies and plans, target setting, reward structures and information feedback loops. The analysis conducted reveals that despite having some significant differences both approaches seem to be developed from similar concepts. The paper concludes that it is difficult to find a perfect match between a comp...
The purpose of this article is to bring to light the depth of involvement of industrialists on re... more The purpose of this article is to bring to light the depth of involvement of industrialists on re-thinking their business processes. In a research study within several UK and Brazilian companies, two themes have appeared consistently; namely (1) a basic awareness of the importance of understanding business process flow, and (2) no clear demonstration of how business processes have actually been re-designed, or in some cases of how they have been considered at all. Possible reasons are given why some of ...
Theoretical analysis of current literature on project portfolio management reveals a bottleneck i... more Theoretical analysis of current literature on project portfolio management reveals a bottleneck in the early stages of the process at the strategic (decision making) resource level. This bottleneck is analysed here using Luehrman's option theory, Goldratt's theory of constraints and Lave and Wenger's theory of legitimate peripheral participation. These theories provide a strong foundation for the proposed'benefit pipeline'model, which draws upon the authors' combined experiences and early empirical research data to provide a ...
The increase in globalization and the growing cooperation among organizations around the globe ha... more The increase in globalization and the growing cooperation among organizations around the globe has brought about the need for „global projects‟: projects involving stakeholders in different countries, from diverse cultures, speaking different languages and working in skewed time zones. This paper evaluates the existing literature for success factors that address the challenges created by this evolving paradigm. The analysis draws from literature on colocated projects, virtual teams and virtual project management and ...
International Journal of Project Management, 2000
The Handbook of Project Portfolio Management
Business excellence models are holistic and cover all aspects of organisation management. Success... more Business excellence models are holistic and cover all aspects of organisation management. Successful implementation requires huge effort and investment and involves all levels of an organisation starting from top management. Performance improvement and transformation from one maturity level to a higher level needs to be planned and managed in a consistent and interconnected manner. Many research studies report the importance of managing the maturity journey from one level to another. This paper presents the results of a pilot case study conducted to investigate, how in practice, public sector organisations in the United Arab Emirates (UAE) can benefit from the implementation of Business Excellence Models (BEM) in developing organisational capabilities. The research philosophy is based on the practice turn theory.
ABSTRACT This study explores the project management literature and produces a novel model of succ... more ABSTRACT This study explores the project management literature and produces a novel model of success factors for global project management. Most academic papers provide partial recommendations on how to increase the success of global projects. However, to be effective, these suggestions should be applied in a holistic manner. This is a fundamental characteristic of the model presented in this article. The model is also modular, allowing an independent implementation of success factors, and scalable, able to accommodate newly discovered factors to be tested by future exploratory research studies. A global project management framework (GPMF), previously defi ned and published by the authors, is presented and compared to other studies carried out on the management of global projects. The success factors presented by these papers are used to test the validity and completeness of the GPMF as well as how this can be improved. This results in three new success factor categories and one knowledge area (global risk factors). A model is then created by adding (i) the concept of inputs-process-outputs to the framework as well as (ii) the main challenges of global projects, (iii) the success factors for their management aligned with existing bodies of knowledge and (iv) the benefi ts achieved from successful global project management. This systemic view allows the model to be used in future studies with potential research opportunities identifi ed throughout the paper.
International Journal of Project Management
Construction Management and Economics, 2016
Production Planning & Control
Proceedings of the seventh international conference on 3D Web technology, 2002
The 'benefit pipeline ' approach to the strategic implementation of projects
Construction Conflict Management and Resolution, 2003
Procedia - Social and Behavioral Sciences, 2014
Measuring Business Excellence, 2003
Performance improvement is high on the agenda of many companies around the world and with the gro... more Performance improvement is high on the agenda of many companies around the world and with the growing number of improvement models now available care has to be taken to adopt an approach that will yield the most attractive return on investment. This paper compares and contrasts two widely known and well‐publicized improvement models: Kaplan and Norton’s Balanced Scorecard and the EFQM Excellence Model. Each consists of a non‐prescriptive template offering managers a relatively small number of categories of key performance metrics to focus on. Here, they are examined from a critical perspective with regard to five central issues represented by five questions relating to objectives, strategies and plans, target setting, reward structures and information feedback loops. The analysis conducted reveals that despite having some significant differences both approaches seem to be developed from similar concepts. The paper concludes that it is difficult to find a perfect match between a comp...
The purpose of this article is to bring to light the depth of involvement of industrialists on re... more The purpose of this article is to bring to light the depth of involvement of industrialists on re-thinking their business processes. In a research study within several UK and Brazilian companies, two themes have appeared consistently; namely (1) a basic awareness of the importance of understanding business process flow, and (2) no clear demonstration of how business processes have actually been re-designed, or in some cases of how they have been considered at all. Possible reasons are given why some of ...
Theoretical analysis of current literature on project portfolio management reveals a bottleneck i... more Theoretical analysis of current literature on project portfolio management reveals a bottleneck in the early stages of the process at the strategic (decision making) resource level. This bottleneck is analysed here using Luehrman's option theory, Goldratt's theory of constraints and Lave and Wenger's theory of legitimate peripheral participation. These theories provide a strong foundation for the proposed'benefit pipeline'model, which draws upon the authors' combined experiences and early empirical research data to provide a ...
The increase in globalization and the growing cooperation among organizations around the globe ha... more The increase in globalization and the growing cooperation among organizations around the globe has brought about the need for „global projects‟: projects involving stakeholders in different countries, from diverse cultures, speaking different languages and working in skewed time zones. This paper evaluates the existing literature for success factors that address the challenges created by this evolving paradigm. The analysis draws from literature on colocated projects, virtual teams and virtual project management and ...
International Journal of Project Management, 2000
The Handbook of Project Portfolio Management
Business excellence models are holistic and cover all aspects of organisation management. Success... more Business excellence models are holistic and cover all aspects of organisation management. Successful implementation requires huge effort and investment and involves all levels of an organisation starting from top management. Performance improvement and transformation from one maturity level to a higher level needs to be planned and managed in a consistent and interconnected manner. Many research studies report the importance of managing the maturity journey from one level to another. This paper presents the results of a pilot case study conducted to investigate, how in practice, public sector organisations in the United Arab Emirates (UAE) can benefit from the implementation of Business Excellence Models (BEM) in developing organisational capabilities. The research philosophy is based on the practice turn theory.
ABSTRACT This study explores the project management literature and produces a novel model of succ... more ABSTRACT This study explores the project management literature and produces a novel model of success factors for global project management. Most academic papers provide partial recommendations on how to increase the success of global projects. However, to be effective, these suggestions should be applied in a holistic manner. This is a fundamental characteristic of the model presented in this article. The model is also modular, allowing an independent implementation of success factors, and scalable, able to accommodate newly discovered factors to be tested by future exploratory research studies. A global project management framework (GPMF), previously defi ned and published by the authors, is presented and compared to other studies carried out on the management of global projects. The success factors presented by these papers are used to test the validity and completeness of the GPMF as well as how this can be improved. This results in three new success factor categories and one knowledge area (global risk factors). A model is then created by adding (i) the concept of inputs-process-outputs to the framework as well as (ii) the main challenges of global projects, (iii) the success factors for their management aligned with existing bodies of knowledge and (iv) the benefi ts achieved from successful global project management. This systemic view allows the model to be used in future studies with potential research opportunities identifi ed throughout the paper.
International Journal of Project Management
Construction Management and Economics, 2016
Production Planning & Control