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Working time in multi-project settings: How project workers manage work overload International Journal of Project Management XXXXXXXXXX–428 Contents lists available at ScienceDirect International...

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Working time in multi-project settings: How project workers manage work overload
International Journal of Project Management XXXXXXXXXX–428
Contents lists available at ScienceDirect
International Journal of Project Management
journal homepage: www.elsevier.com/locate/ijproman
Working time in multi-project settings: How project workers manage work
overload
Julie Delisle
ESG UQAM, 315 Sainte-Catherine East, H2X 3X2, Montreal, Canada
a r t i c l e i n f o
Keywords:
Multi-project management
Project management
Work overload
Work intensification
Practices
a b s t r a c t
Multi-project management is increasing as an organizing mode in the workplace. However, it leads to multiple
issues for project workers, such as intense pressure and work overload. This paper explores how project workers
experience work overload in a multi-project context, especially regarding practices that contribute to maintaining
or preventing it. It builds on a case study of a financial institution in which employees are assigned to many
projects at the same time. Findings uncover four practices related to working time (extending working hours and
managing boundaries) and prioritization (prioritizing emergencies and negotiating work and deadlines). This
paper exposes how issues such as work overload are both, framed by a larger context driving work intensification
and sustained through practices. It also displays the power and agency of individuals, who are not passive toward
work overload. As such, it contributes to extending perspectives and advancing understanding of project work.
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. Introduction
“It cannot continue like this for long, ” told me a portfolio manager,
efe
ing to the high pressure and work overload in his department.
hen asked how long this had been going on, he looked surprised by
he question, or maybe shocked by the answer he was to give: “I have
een here for eight years. It has been like this for eight years. ”
More than fifteen years ago, Engwall and Je
ant XXXXXXXXXXargued
hat allocation of people on projects was the main issue of multi-project
ettings. Other studies have illustrated the high pressure on workers in
ulti-project settings (e.g. Cicmil, Hodgson, Lindgren & Packendorff,
009 , XXXXXXXXXXBut years have passed, and the situation seems to be the
ame. How, and why, are things not changing? The persistence of work
verload in project settings makes it a relevant topic for project man-
gement research since it represents a major shortcoming of this mode
f organization. But we need to go further to better understand the sub-
leties of this situation. Accordingly, this paper pays attention to prac-
ices leading toward work overload; and the research question guiding
his study is: How do project workers manage work overload in multi-
oject settings?
Multi-project organization, defined as “an organizational unit that
xecutes a substantial share of its operations as projects ” ( Engwall &
e
ant, 2003 , p. 403), implies that several projects, drawing at least
ome resources from a common resource pool, are executed simulta-
eously. Multi-project organization
ings unique challenges, but sur-
isingly, despite the complexity associated with the management of
ultiple projects, traditional project management literature has mainly
E-mail address: XXXXXXXXXX
ttps:
doi.org/10.1016/j.ijproman XXXXXXXXXX
eceived 31 May 2019; Received in revised form 30 March 2020; Accepted 3 April 2
vailable online 14 June 2020
XXXXXXXXXX/© 2020 Elsevier Ltd, APM and IPMA. All rights reserved.
ocused on the execution of a single project, ove
iding the difficulties
hat occur when managing a multi-project setting ( Je
ant, XXXXXXXXXXPut
nother way, there is a need to expand the research on “project man-
gement ” to research on “projects ” and to pay attention to multi-project
ontexts, on which too little attention has been devoted so far ( Geraldi
Söderlund, XXXXXXXXXXThis is especially relevant since this kind of setting
as many consequences. In the study by Engwall and Je
ant (2003) ,
he central issue was the lack of resources, and the allocation of them,
esulting in a firefighting behavior and short-term problem solving.
ika-Viktorsson, Sundström and Engwall XXXXXXXXXXalso depict challenges
elated to multi-project organization, such as lack of opportunities fo
ecuperation, inadequate routines, scarce time resources, and a large
umber of simultaneous projects leading to project overload.
In order to understand these issues, a case study was conducted of a
arge financial institution co
esponding to a multi-project organization
n which employees were assigned to a large number of projects. Small to
edium-sized projects increase the problem of employee well-being and
ntensity of work in organizations undertaking them ( Turner, Huemann
Keegan, 2008 ), which adds to the relevance of studying the actuality
f project workers in such a setting. A practice lens ( Nicolini, XXXXXXXXXXhas
een applied for this study, building on Whittington XXXXXXXXXXcore con-
epts of praxis, practices and practitioners and adopting a structuration
erspective.
Four practices related to two areas (working time and prioritization)
ere identified: extending working hours, managing boundaries, pri-
itizing emergencies and negotiating work and deadlines. The results
evealed that work overload has a ripple effect on individuals, projects
020
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J. Delisle International Journal of Project Management XXXXXXXXXX–428
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nd the organization. Because it leads to individual exhaustion, workers
end to make more mistakes, leading to future issues in projects. Further-
ore, people under pressure tend to neglect some important tasks that
e not urgent, leading to a crisis mentality where workers always focus
n what has eventually become an emergency.
This research contributes to enlightening long-term issues of work
verload in projects. By depicting past and future of projects, it con-
ibutes to a better understanding of temporality in multi-project orga-
ization, as projects have impacts beyond their life cycles. But this has
ot been much explored and represents an opportunity for project re-
earch, since the theorization of time and how to relate the temporary
o the more permanent are important avenues to advance literature on
emporary organizing ( Bakker, DeFillippi, Schwab & Sydow, 2016 ).
This paper departs from a rationalistic assumption regarding multi-
oject management and offers an alternative view that follows re-
ent calls that have been made ( Clegg, Killen, Biesenthal & Sankaran,
018 ; Martinsuo, XXXXXXXXXXGiven that more and more organizations adopt
oject organization as a mode of operation ( Bakker, 2010 ), and because
his mode implies time pressure, a better understanding of how people
xperience and manage the situation is essential. The next section pro-
ides a literature review covering the practice lens, work intensification,
nd studies on projects and multi-project organization selected for thei
elevance to the topic of work overload.
. Theoretical background
.1. Practice lens and structuration theory
Authors studying practices may adopt different theoretical perspec-
ives. Seidl and Whittington XXXXXXXXXXpresent perspectives depending on
heir ontologies (flat or tall) and empirical focus (sayings or doings).
ne perspective presented, relating to a tall ontology that focuses on
oings, is the structuration theory ( Giddens, XXXXXXXXXXAccording to struc-
uration theory, neither micro nor macro analysis alone is sufficient; ac-
ors produce and reproduce the institutionalized social structures that
ersist over time and that play a role in framing action ( Giddens, 1984 ).
arzabkowski XXXXXXXXXXpresents three contributions of structuration to
actice:
First, practice is institutionalized in social structures that persist
across time and space. Second, institutional social structures are in-
corporated in the daily practices that constitute action. Third, struc-
tures persist through the tacit knowledge and practical consciousness
of actors who choose familiar patterns because it provides them with
‘ontological security’ ( Jarzabkowski, 2004 , pp. 531,532).
In this vein, Jarzabkowski XXXXXXXXXXoffers a structuration theory frame-
ork integrating both micro and macro explanations and treats strategy
haping as socially dynamic. Structural context is defined as the admin-
strative procedures and systems, such as planning, resource allocation,
nd monitoring and control systems, which are also relevant for the
tudy of projects. In the same way, this paper posits that projects are
ocially dynamic: structures such as plans and resource allocations are
onstructed by individuals and influence their action at the same time.
Also adopting the structuration theory to study strategy-as-
actice, Whittington XXXXXXXXXXpresents three key components of prac-
ice studies: practitioners (actors performing the practices), praxis (what
actitioners actually do) and practices (what practitioners typically
aw on in their praxis). In the strategy-as-practice literature, strategy
s seen as a profession “like law, medicine or journalism… it is an occu-
ational group with a collective identity and a set of connections that
oes far beyond particular organizations ( Whittington, 2007 , p. 1580).
In the same way, project could be conceived as a profession, rep-
esenting a group with a collective identity which relies on specific
actices extending beyond the ones of a particular organization. Just
s strategy practitioners encompass a
oader range of actors than the
enior executives, to include others performing strategy work, such as
420
trategic planners, middle managers, advisors and consultants, this pa-
er proposes to adopt such a
oad perspective for project practitioners,
o include actors implied in project work other than project managers,
uch as project workers and functional managers in matrix organizations
through the allocation of their employees). This contributes to extend-
ng the scope of project management research to include actors othe
han the project managers, who have been far less researched ( Hällgren
Söderholm, 2011 ).
It is recognized in project management research that the actuality of
ojects’ and practitioners’ lived experience of projects needs to be bet-
er understood ( Cicmil, Williams, Thomas & Hodgson, XXXXXXXXXXFollow-
ng the turn seen in other areas of management, project-as-practice has
tarted to gain some attention and momentum in project management
esearch ( Blomquist, Hällgren, Nilsson & Söderholm, 2010 ; Hällgren &
öderholm, XXXXXXXXXXBlomquist et al XXXXXXXXXXpropose a project-as-practice
pproach to increase the relevance of project management research fo
oject practitioners in particular.
Many research topics in project studies could benefit from the prac-
ice lens, such as the one explored in this paper. Project work is known
o exert pressure on people, and the experience and practices of project
orkers in that context deserve attention, as claimed by these authors:
The realization of a project involves many tasks, such as ensuring
sufficient funds, preparing plans, writing reports, and meeting with
contractors and steering committees. The amount of work can place
a significant amount of stress on the people involved, which can
lead to burn-out, family problems, or simply long hours at work.
The everyday work of project members, including managers, engi-
neers, steering committee members, project contractors, and clients,
deserves serious attention but has not been the subject of a great deal
of research to date. ( Hällgren & Söderholm, 2011 , p. 500)
An
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Solution

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Performance management and Project Based Operations    2
INTERNATIONAL JOURNAL OF PROJECT MANAGEMENT: HOW PERFORMANCE MEASUREMENT MAY HELP PROJECT-BASED OPERATIONS SUCCEED
Table of Contents
Abstract    3
1. Introduction    4
2. Literature review    6
3. Methodology    11
4. Empirical illustrations    16
5. Conclusions    18
References    20
Abstract
The connection between the thoughts of project management success and organizational success is analysed in this examination, as well as any holes in the relationship. By taking a gander at three innovation project cases, including a savvy city project with minimal organizational success-driven execution estimation, an item improvement project with excessively aggressive project management goals however sure by and large organizational effect, and a Research and development project with for all intents and purposes no project management execution estimation in light of the fact that organizational success was considered to be fundamental, we fa
icate a hypothetical structure of the ideas and expound on it. In these circumstances, execution estimation as far as its a
angement or misalignment with success fills in as our logical unit. We add to the collection of information by looking at the connection between organizational success and project execution models, showing the inte
elationships, strength, and utilization of explicit project execution estimates in project success assurance, and giving a structure to grasping how execution estimation can uphold success in project-based tasks.
1. Introduction
Since characterizing what "success" suggests isn't generally obvious, joining project management success with more extensive organizational success isn't without challenges. This is somewhat because of the way that success and execution are not equivalent; a project's management can come up short, however partners might in any case see it as a success eventually; on the other hand, a project might be very much overseen regarding expected time and cost, yet neglect to accomplish more
oad goals are mean quite a bit to its partners. Understanding a project's commitment to more extensive organizational success is a really difficult issue, regardless of whether project management success is regularly characterized as the satisfaction of a project as indicated by specific laid out benchmarks. Generally speaking, functional activities that are established on and maintain organizational missions and values give long haul execution, which might be interpreted logically as organizational success (Volden & Welde, 2022).
By and large, the project management Literature that is cu
ently accessible doesn't adequately address how execution appraisal could progressively help project management from the joined perspective of project management success and more extensive organizational success in the innovation climate. To fathom the ideas of project success, organizational success, and the connections between the two with regards to innovation, doing a field research is fundamental. Late review proposes that there might be innovation projects that are present moment powerful (i.e., project management success is high) however flop over the long run (i.e., organizational success is low). This study expects to give a crisp comprehension of the elements of project management success and organizational success by first giving a structure to organizational and project success and afterward utilizing exact guides to make sense of something very similar.
Also, the unique connection among project and organizational successes is researched by seeing three experimentally upheld instances of projects from both the project management success and the organizational success viewpoints; this explains the elements of success with regards to innovation projects. The consequences of this study show how a few project execution measures (foreordained, project management, and posthumous) are powerfully connected and how their general loads in deciding if a project is successful vary (Varajao et al., 2022). While not an idiot proof a
angement, this concentrate likewise recommends execution checking as a plausible method for blending different test levels. The ongoing review has really made various commitments. With the guide of observational contextual analyses that uncover different viewpoints, time aspects, and clashes connected with the two points of view, it initially adds to the Literature on execution and success in project management by looking at the unique linkage between organizational success and project execution rules.
Second, the outcomes likewise add to the Literature on innovation project success and execution since they show how certain project execution measurements prevail in deciding if a project can be portrayed as a success or disappointment, subsequently revealing insight into how project success aspects cooperate with each other. This further proposes that the utilization of execution estimations in project-based tasks must be given more thought. Third, the system made in this study is a helpful device for the two scholastics and specialists to fathom the accomplishments of different project types, offering a truly necessary design for ex-post assessment of the project success factors (Zwikael & Meredith, 2021). The rest of this exposition is coordinated as follows: the accompanying segment assesses the exploration on project execution and success, permitting us to make a structure for both project and organizational success. The examination technique is introduced in the part that follows, and afterward three contextual analyses are utilized to show how project management success and organizational success associate. The examination closes with a part on discussion and conclusions.
2. Literature review
2.1. Project success
Projects frequently expect to help specific strategic organizational goals by using exercises and assets to deliver unmistakable and immaterial project yields that fulfil partners' needs. As parts that add to add up to project success, "project management success" and "item success" are both looked for. While organizational success and project success are many times co
esponded in certain projects, particularly those with gradual turn of events, the possible dangers and compensations in different projects, similar to adventures or revolutionary innovation, might be higher however less clear, a peculiarity that is recognized in any event, during the project a
anging stage (Pinto et al., 2021). The way to organizational success will probably be more troublesome under such conditions. At the point when a project doesn't prevail on the two counts, it can turn into an exo
itant illustration to be learnt, however the association actually gains something from it since it presents opportunities for figuring out how to work on the probability of success in later drives.
In any of these circumstances, it very well may be trying to grasp how not entirely set in stone and, all the more essentially, when this assurance ought to be made. A contextualized dynamic circumstance will decide whether unacceptable execution in a particular project can be seen all the more extensively as a test or an open door (Pinto et al., 2022). It is pivotal to fathom how project execution and project success are associated to a
ive at elevated degrees of project management and organizational success. Be that as it may, there is little exploration on really overseeing execution in project circumstances.
2.2. Ambiguity of success at the organizational and project levels
The projects whose success has been considered muddled are analyzed in this part. We talk about the provokes in relating project execution to project or organizational success in specific convincing circumstances recently analyzed in examinations. It ought to be stressed that we don't expect to sum up each piece of prior research in the field; rather, we search for enlightening examples. We center around drives first that were successful in quite a while of project management however didn't
ing about more extensive organizational benefits. The overall communication network Motorola Iridium (Martinsuo & Huemann, 2021). Albeit the project was finished by plan in this example, the business failed to think about the financial and specialized environmental elements and progressions. Not long after the organization's commencement, liquidation papers were recorded.
As far as its view of what was happening around it, one could contend that the drive was nearsighted. Nearsightedness (the capacity to see very close however not far away) and hyperopia (the capacity to see far away yet not very close) are terms we utilize in this examination since they give helpful relationships to understanding astigmatism and farsightedness in project management. As indicated by Carlsson-Wall et al. (2021), a mechanical technology project that tried to present another robot part was successful as far as specialized details and the designated cost level however missed the mark regarding giving the organization its ideal mechanical administrative role on the lookout. Furthermore, customer reviews recommended that the robot parts made by an alternate business may be ideal. The project, which had been successfully dealt with, was eventually deserted. One might contend that nearsightedness played a part in this present circumstance too. As per Zwikael and Meredith (2021), the Los Angeles Red Line Metro project was successful as far as project management since it was finished early and without going over budget.
2.3. Ambiguity of the performance of innovation projects
It is profoundly possible for an innovation project to be successful concerning time, cash, and quality yet bomb with regards to methodology, as indicated by concentrates on that have expressly investigated these drives. This implies that some performance models might prevail over others. Then again, a few drives could be strategically successful yet miss the mark concerning their goals for single-project performance. This shows that executing innovation projects really requires looking at different elements, including project adequacy, influence on purchasers, influence on organization, and future capability of the deliverable, or innovation on the lookout (Pesamaa et al., 2020).
In spite of the ambiguity encompassing the success of innovation projects, it is pivotal to have performance markers set up to assist with projecting management across different organizational designs. In this sense, the objective ought to be to (a) support project execution and the organizational results that are connected with it through performance measurement, which would then, at that point (b)
ing about both being seen as successful, at last yielding higher consumer loyalty and organizational performance.
Consequently, for project management to ultimately give this organizational performance, or to prevail from a bigger perspective, it is crucial to all the more likely comprehend how different innovation projects inside an innovation project portfolio cooperate to produce in general organizational performance (Martinsuo & Ahola, 2022). Luckily, the project management Literature isn't the only one searching for replies to the measurement ambiguity issue. A greater theory of performance measurement is canvassed in the following segment.
2.4. Working with the achievement of success through performance measurement
The most ordinarily acknowledged objective of performance measurement, which likewise applies to the models for performance management, is system execution....
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