Download - Mega-Projects Cross Case Analysis
Mega-ProjectsCross Case Analysis
Group BJonas, Nina, Abdul, Paul
in Cooperation with George
Overview1. Research Question2. Methodology3. Results4. Answers to Research Questions
Starting Point1. RQ: Why do Megaprojects perform like they do?
2. RQ: What can we do to make them perform better?
1. Research Question
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
Shaping Hypothesis• Iterative tabulation for each construct• Replication logic across cases• Search evidence for “why” behind
relationships
2. Methodology
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
WORKING STEPS OUTCOMES
inductive
Conclude answers to RQ 1 Derive recommendations answer RQ 2
Anal
ysin
g da
taSh
apin
g Hy
poth
esis
deductive/inductive
2. Methodology
Working Plan and outcomes2. Methodology
Performance indicators1. 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?
First Cases analysed2.
3. Results
Cases covered:
Get familiar with cases (1-2 per person)
Case Project Category Team Member
Anholt Offshore Wind Farm Energy Nina
Kraftwerk Luenen Energy Paul
Kraftwerk Moorburg Energy Paul
Norra Lanken Transportation Jonas
Oasis Class Miscellaneous Abdul
First collection of themes from cases3.
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 goals Strategic Mgmt. Goals positiveCongruency between needs (e.g. needs of community) and project goals Strategic Mgmt. Goals positiveIncreasing prices of equipment/technology impact cost Economic Environm. Cost negativeTendering process/conditions impact cost Project Processes Cost negativeUncertainty related to technology/application has impact on cost Tech. Environment Cost negativeEnvironmentalist groups delay projects and have impact on cost Ext. Stakeholders Cost negativeAdditional requirements of authorities increase costs Ext. Stakeholders ? Cost negativeFixed price prevent cost increase Project Processes Cost positiveIf the owner of the project is public it has a negative impact on performance Int. Stakeholders Outcome negativeGood stakeholder management has a postive impact on performance Ext. Stakeholders Outcome positiveGood time management has a postive impact on performance Project Processes Time positiveBankrupcy of supplier caused delay in time scale Int. Stakeholders Time negativeSuccessful managememt of claims has positive impact on time Project Processes Time positiveChecking supplier deliverables on suppliers production location Project Processes Quality positiveDifferent levels of quality check (e.g. contractor, classification society, customer) Project Processes Quality positiveGood procurement contract designs have positive influence on performance Project Processes positiveHigh experience of project manager(s) has a positive influence performance Int. Stakeholders positive
Identify more themes across cases3.
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 costTendering process/conditions impact costUncertainty related to technology/application has impact on costEnvironmentalist groups delay projects and have impact on costAdditional requirements of authorities increase costsFixed price prevent cost increaseIf the owner of the project is public it has a negative impact on performanceGood stakeholder management has a postive impact on performance Good time management has a postive impact on performanceBankrupcy of supplier caused delay in time scaleSuccessful managememt of claims has positive impact on timeChecking supplier deliverables on suppliers production locationDifferent levels of quality check (e.g. contractor, classification society, customer)Good procurement contract designs have positive influence on performanceHigh 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 schedule Ext. Stakeholders ? Time negativeChange in main stakeholder (e.g. financier) has negative impact on time Int. Stakeholders Time negativeHigh support of project by national/local government has positive impact on performance Ext. Stakeholders positiveBad or no risk management increases cost Project Processes Cost negativeIf the owner of the project is equal to the contractor it has a negative impact on performance Int. Stakeholders negativeAddi
tiona
l th
emes
:
Hypothesis support by cases4.
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
1 Congruency between political goals (e.g. change in environmental law) and project goals 8 0 73% 0%2 Congruency between needs (e.g. needs of community) and project goals 6 0 55% 0%3 Increasing prices of equipment/technology impact cost 6 1 55% 9%4 Tendering process/conditions impact cost 1 1 9% 9%5 Uncertainty related to technology/application has impact on cost 4 0 36% 0%6 Environmentalist groups delay projects and have impact on cost 5 1 45% 9%7 Additional requirements of authorities increase costs 5 0 45% 0%8 Fixed price prevent cost increase 2 0 18% 0%9 If the owner of the project is public it has a negative impact on performance 1 3 9% 27%10 Good stakeholder management has a positive impact on performance 4 1 36% 9%11 Good time management has a positive impact on performance 2 0 18% 0%12 Bankruptcy of supplier caused delay in time scale 1 2 9% 18%13 Successful management of claims has positive impact on time 2 0 18% 0%
14Checking supplier deliverables on suppliers production location has positive impact on time, cost and quality 1 0 9% 0%
15 Different levels of quality check (e.g. contractor, classification society, customer) 2 0 18% 0%16 Good procurement contract designs have positive influence on performance 2 0 18% 0%17 High experience of project manager(s) has a positive influence performance 3 0 27% 0%18 Additional requirements of authorities has negative impact on time schedule 2 0 18% 0%19 Change in main stakeholder (e.g. financier) has negative impact on time 1 0 9% 0%20 High support of project by national/local government has positive impact on performance 2 0 18% 0%21 Bad or no risk management increases cost 1 0 9% 0%
22 If the owner of the project is equal to the contractor it has a negative impact on performance 1 0 9% 0%
Green: > 40%; Yellow: 20% <x> 40%
Test, expand, reduce number of themes/patterns by analysing more cases
Attention: rethink the No’s
Conclude answers for RQ 1:4. Answers to Research Questions
Conclude answers to RQ. 1
Themes/patterns/hypothesisDirection of statement
Congruency between political goals (e.g. change in environmental law) and project goals positive
Congruency between needs (e.g. needs of community) and project goals positive
Increasing prices of equipment/technology impact cost negative
Uncertainty related to technology/application has impact on cost negative
Environmentalist groups delay projects and have impact on cost negative
Additional requirements of authorities increase costs negative
Good stakeholder management has a positive impact on performance positive
High experience of project manager(s) has a positive influence performance positive
From negative direction of statements
1. RQ: Why do Megaprojects perform like they do?
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
Conclude answers for RQ 1:
Conclude answers to RQ. 2
Themes/patterns/hypothesisDirection of statement
Congruency between political goals (e.g. change in environmental law) and project goals positive
Congruency between needs (e.g. needs of community) and project goals positive
Increasing prices of equipment/technology impact cost negative
Uncertainty related to technology/application has impact on cost negative
Environmentalist groups delay projects and have impact on cost negative
Additional requirements of authorities increase costs negative
Good stakeholder management has a positive impact on performance positive
High experience of project manager(s) has a positive influence performance positive
From positive direction of statements
1. RQ: What can we do to make them perform better?
4. Answers to Research Questions
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 performanceCongruency 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
Next steps:4. Discussion
Steps to improve results:• Analyse rest of cases• Rethink “no’s”