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  • 1.
    Andersson, Carin E.
    et al.
    Karlstad University, Faculty of Economic Sciences, Communication and IT, Department of Information Systems and Project Management.
    Ljung, Lennart
    Karlstad University, Faculty of Economic Sciences, Communication and IT, Department of Information Systems and Project Management.
    A Master Program in Project Management: Experiences from combining hard and soft skills2011In: Nordic Academy of Management conference 2011, 2011Conference paper (Refereed)
    Abstract [en]

    Project management skills are needed in a growing number of areas, all with specific requirements regarding technical and social competencies. Still, the majority of project management training is focusing on technical tools and techniques, emphasized in standards suggested by global professional project management associations. Uncertainties and unique social settings require a managerial approach different from the linear, rational and analytical view of the world provided by international standards such as the PMBOK Guide. A new approach to project management education is needed that deals with the complexity of today’s project environments. This paper describes a one year master program in project management at theKarlstadUniversityinSweden. The program is general and focuses on issues regardless of business area or project type, and mix both technical and social skills. The program was initiated in 2002 and more than 200 students have until today been part of the program. In addition to the mandatory courses in the program, several students have, on voluntary basis, passed the IPMA D-level certification. The paper also presents the results from two different types of evaluations showing that the majority of the students have great use of their education in their current employment.

  • 2.
    Andersson, Carin.E
    et al.
    Karlstad University, Faculty of Economic Sciences, Communication and IT, Department of Information Systems and Project Management.
    Ljung, Lennart
    Karlstad University, Faculty of Arts and Social Sciences (starting 2013), Karlstad Business School.
    A Master Program in Project Management: Experiences from combining hard and soft skills2011In: Nordic Academy of Management (NFF) 2011 Conference, 2011Conference paper (Other academic)
    Abstract [en]

    Project management skills are needed in a growing number of areas, all with specific requirements regarding technical and social competencies. Still, the majority of project management training is focusing on technical tools and techniques, emphasized in standards suggested by global professional project management associations. Uncertainties and unique social settings require a managerial approach different from the linear, rational and analytical view of the world provided by international standards such as the PMBOK Guide. A new approach to project management education is needed that deals with the complexity of today’s project environments. This paper describes a one year master program in project management at the KarlstadUniversity in Sweden. The program is general and focuses on issues regardless of business area or project type, and mix both technical and social skills. The program was initiated in 2002 and more than 200 students have until today been part of the program. In addition to the mandatory courses in the program, several students have, on voluntary basis, passed the IPMA D-level certification. The paper also presents the results from two different types of evaluations showing that the majority of the students have great use of their education in their current employment.

    Keywords: project management education; project management knowledge; soft skills; hard skills; pedagogic

  • 3.
    Fredriksson, Odd
    et al.
    Karlstad University, Faculty of Economic Sciences, Communication and IT, Department of Information Systems and Project Management.
    Ljung, Lennart
    Karlstad University, Faculty of Economic Sciences, Communication and IT, Department of Information Systems and Project Management.
    Critical Success Conditions for Enterprise Systems Change Projects2010Conference paper (Refereed)
    Abstract

    Enterprise systems are configurable and customized computer-based information systems, claiming to provide a total, integrated solution to firms' information-processing needs. 'Management support', 'User Involvement', and 'Project Management Experience' are considered as three of the most important critical success conditions for Enterprise systems change projects. The main purpose of this paper is to identify and discuss new preconditions for established critical success conditions in Enterprise systems change projects. Traditional Enterprise systems technology and traditional plan-driven project management methods are not in an effective way supporting the established critical success conditions for Enterprise systems change projects. Supported by the findings from one case study, we propose that new preconditions, such as modern Enterprise systems technology, more narrowly defined projects and agile methods are matching each other. We also propose that this combination of new preconditions is more appropriate for supporting the realization of critical success conditions for Enterprise systems change projects

  • 4.
    Fredriksson, Odd
    et al.
    Karlstad University, Faculty of Economic Sciences, Communication and IT, Department of Information Systems and Project Management.
    Ljung, Lennart
    Karlstad University, Faculty of Economic Sciences, Communication and IT, Department of Information Systems and Project Management.
    Modern Enterprise Systems as Enablers of Agile Development2010In: / [ed] Wei Song, WW, Xu, S, Wan C, Zhong, Y, Wojtkowski, W, Wojtkowski, G and Linger, H, New York: Springer , 2010Conference paper (Refereed)
    Abstract

    Traditional ES technology and traditional project management methods are supporting and matching each other. But they are not in an effective way sup-porting the critical success conditions for ES development. Although the findings from one case study of a successful modern ES change project is not strong empirical evidence, we carefully propose that the new modern ES technology is sup-porting and matching agile project management methods. In other words, it pro-vides the required flexibility which makes it possible to put into practice the agile way of running projects, both for the system supplier and for the customer. In addition, we propose that the combination of modern ES technology and agile project management methods are more appropriate for supporting the realization of critical success conditions for ES development. The main purpose of this paper is to compare critical success conditions for modern enterprise systems development projects with critical success conditions for agile information systems development projects

  • 5.
    Jansson, Tomas
    et al.
    Karlstad University, Faculty of Economic Sciences, Communication and IT, Department of Information Systems and Project Management.
    Ljung, Lennart
    Karlstad University, Faculty of Economic Sciences, Communication and IT, Department of Information Systems and Project Management.
    Hemligheten med projektledning2009Book (Refereed)
  • 6.
    Jansson, Tomas
    et al.
    Karlstad University, Faculty of Economic Sciences, Communication and IT, Department of Information Systems and Project Management.
    Ljung, Lennart
    Karlstad University, Faculty of Economic Sciences, Communication and IT, Department of Information Systems and Project Management.
    Individer, grupper och ledarskap i projekt2011 (ed. 1:1)Book (Other (popular science, discussion, etc.))
    Abstract [sv]

    Att arbeta i projektform har i många organisationer blivit ett vanligt arbetssätt. Att kunna samarbeta med människor från andra delar av organisationen, med olika kompetenser, mål och förutsättningar har därför blivit en viktig framgångsfaktor.Litteratur om hur människor i samarbete fungerar brukar inte ha projekt och tillfälliga arbetsgrupper som utgångspunkt. Detsamma gäller också för en stor del av forskningen om individer, grupper och ledarskap. Den här boken ändrar på det.Med projektet som utgångspunkt beskrivs vad som händer i det första mötet med andra och hur samarbetsnormer och lärstilar skapar en gruppdynamik som leder gruppen framåt. Boken skapar förståelse för hur konflikter uppstår och hanteras samt ger perspektiv på spelet i mötet mellan olika människor. Vidare behandlas hur samarbete i arbetsgrupper förändras över tid, hur man gör för att kunna ta upp och reagera på varandras beteende och hur man leder andra. Texten illustreras med många exempelsituationer från verkligheten.På bokens webbplats www.studentlitteratur.se/janssonochljung finns ett omfattande digitalt material med bland annat övningar, lästips och bildmaterial från boken.

  • 7.
    Jansson, Tomas
    et al.
    Karlstad University, Faculty of Economic Sciences, Communication and IT, Department of Information Systems and Project Management.
    Ljung, Lennart
    Karlstad University, Faculty of Economic Sciences, Communication and IT, Department of Information Systems and Project Management.
    Introduktion till projektledning: ABC i projektledningsmetodik och organisationens projektmiljö2003Book (Refereed)
    Abstract [sv]

    Den här boken är en lärobok, en introduktion till projektledning. Bokens fokus ligger inom området Projektledningsmetodik. Övriga direkt projektledningsrelaterade områden Projektledarskap och Organisationens projektmiljö berörs kortfattat för att ge den referensram som behövs för att kunna ta del av bokens huvudbudskap. Boken är indelad i fyra huvudavsnitt:



    I avsnittet Projektledningsbegrepp diskuterar vi begrepp som är grundläggande i projektsammanhang, som t ex projekt, projektarbetsform och projektledare. Vi diskuterar också i vilka sammanhang och i vilka typer av projekt det är meningsfullt att tala om yrkesmässig projektledning.



    I Organisationens projektmiljö diskuterar vi projektens roll i förhållande till verksamhetsprocesser och till linjeorganisationen i den verksamhet där projektet genomförs. Vi går också igenom de aspekter som projektmodeller vanligen omfattar: roller, faser, affärsbeslut och ledningsdokument i projekt.



    Avsnittet Projektledarskap diskuterar vilka situationer projektledare typiskt ställs inför när de leder människor i projekt.



    Avsnittet Projektledningsmetodik är bokens huvuddel. Där beskriver vi grundläggande tekniker som används för att definiera, avgränsa, planera, organisera, leda, överlämna och avsluta ett projekt. Dessa tekniker är projektledarens verktygslåda.



    Vi delar upp avsnittet i dels hur man arbetar fram en bra projektplan och dels hur man använder planerna under projektgenomförandet. Vi visar tolv logiska steg för att skapa en bra projektplan, och för projektgenomförandet tekniker för att leda projektet, lämna över resultatet och avsluta projekt

  • 8.
    Jansson, Tomas
    et al.
    Karlstad University, Faculty of Economic Sciences, Communication and IT, Department of Information Systems and Project Management.
    Ljung, Lennart
    Karlstad University, Faculty of Economic Sciences, Communication and IT, Department of Information Systems and Project Management.
    New times, new projects, new tools required2010Conference paper (Other (popular science, discussion, etc.))
    Abstract

    Today, it is almost impossible to find organisations without any ongoing projects. Projects seem to play an increasingly important role in most organisations. Projects are nowadays often small, frequent and a normal way of organising work. Most project managers are working in arenas quite different compared with those where the standard toolbox was originally developed, i.e. large construction and development projects. During the last two decades, several researchers have stressed the necessity of adapting leadership style and usage of techniques, e.g. for project planning, to meet the specific requirements of each project type. In this paper we move one step further, and suggest that the choice of project management methods and techniques must be based on the characteristics of each individual project. If there would be only one common tool in the toolbox for every project manager it ought to be an analysis model or method to create an understanding of the actual projects characteristics. Supported by three comprehensive case studies in three different organisations, carried out through an action research methodology during 5 years (2004-2009), this paper presents two models for such project analysis. The first model is a suggested project typology consisting of five project archetypes derived from a strategic management perspective. The second is a project diagnosis, featuring 15 questions formulated to reveal important project characteristics with relevance for the required leadership. We argue that these two models can serve as useful tools for project management and business oriented steering, since they are aiming at guiding leaders towards effectively focusing their attention to the areas most critical for project success

  • 9.
    Jansson, Tomas
    et al.
    Karlstad University, Faculty of Economic Sciences, Communication and IT, Department of Information Systems and Project Management.
    Ljung, Lennart
    Karlstad University, Faculty of Economic Sciences, Communication and IT, Department of Information Systems and Project Management.
    Projektledningsmetodik2004Book (Refereed)
    Abstract [sv]

    Projektledning är numera en yrkesroll i många privata och offentliga professionella verksamheter. Man leder förstås människor i projekt på ungefär samma sätt som människor i andra sammanhang. Men planering och ledarskap i projekt har också vissa särdrag som är gemensamma för alla projekt, men som inte är lika relevanta utanför projekten. Det gör att man kan tala om projekt-ledning, projekt-ledningsmetodik och projekt-ledarskap som begrepp.



    Projekt genomförs i samspel med en omgivande organisation, vars särdrag har stort inflytande på hur projektet kan ledas. Den här boken gör organisationens projektmiljö begriplig genom att ge ett språk för de viktigaste faktorerna, som t.ex. generella projektroller, affärsbeslut i projekt och projektets indelning i faser, och genom att visa på viktiga skillnader mellan olika typer av projekt.



    Bokens huvuddel behandlar sedan ingående projektledarens verktyg och tekniker för att definiera, avgränsa, planera, organisera, leda, överlämna och avsluta projektuppgiften. Den förenar de övergripande sammanhangen med praktiskt tillämpbara tekniker som hjälper människor att lyckas med projekt.



    Projektledningsmetodik är i första hand en lärobok för universitetsstudier och en handbok för den aktive projektledaren, men den passar också för chefer och andra ledare med roller i och kring projekt eller för den som ska delta i projekt-planeringsarbete

  • 10.
    Jansson, Tomas
    et al.
    Karlstad University, Faculty of Arts and Social Sciences (starting 2013), Karlstad Business School.
    Ljung, Lennart
    Karlstad University, Faculty of Arts and Social Sciences (starting 2013), Karlstad Business School.
    Strategic Project Archetypes for Effective Project Steering2013In: Selected papers from the 26th IPMA (international project managment association) world congress, Elsevier, 2013, p. 112-122Conference paper (Refereed)
    Abstract [en]

    The ability to use the project work form tends to be increasingly important for long-term profitability in most organizations, thus, strategic management nowadays normally comprises management of projects and project portfolios. Many significant decisions concerning the organization's vision, goals and operations origins from a few basic questions in a strategic perspective. Some of these are related to developing a strategic position: Which products should we offer? How can we retain old customers and attract new ones? How can we increase our internal efficiency? The answers to these questions often results in decisions to initiate projects for product development, marketing campaigns or internal improvements. Other projects are related to operating from an established strategic position: delivering customer orders and producing events. The purpose of this paper is to describe and discuss a project typology, derived from a strategic management perspective. The typology consists of five project archetypes: Product development projects, Marketing projects, Internal improvement projects, Customer order projects, and Event projects. The typology highlights distinctive characteristics in the result perspective, i.e. variations in project deliverables, goals and intended effects, which have significant consequences for business oriented project steering in practice. Variations between project archetypes are described focusing on business decision processes, the purpose and content of project phases, progress control/follow-up, and organizational principles. The typology represents one of three analysis models in a framework for Structured Project Analysis (the SPA framework) developed during a doctoral study 2004-2009. (C) 2013 The Authors. Published by Elsevier Ltd.

  • 11.
    Ljung, Lennart
    Karlstad University, Faculty of Economic Sciences, Communication and IT, Department of Information Systems and Project Management.
    Aktionsforskning - ett sätt att bedriva reflekterande empirisk forskning2001Report (Refereed)
  • 12.
    Ljung, Lennart
    Karlstad University, Faculty of Economic Sciences, Communication and IT, Department of Information Systems and Project Management.
    Organisational Learning through the Usage of Project Models in a Multiproject Environment2002Conference paper (Refereed)
  • 13.
    Ljung, Lennart
    Karlstad University, Faculty of Economic Sciences, Communication and IT, Department of Information Systems and Project Management.
    Projectivity - an Organisation's Ability to use the Project Work Form1998Conference paper (Refereed)
  • 14.
    Ljung, Lennart
    Karlstad University, Faculty of Economic Sciences, Communication and IT, Department of Information Systems and Project Management.
    Särdrag i projekt: utformning av ett ramverk för strukturerad projektanalys2011Doctoral thesis, monograph (Other academic)
    Abstract [en]

    A starting point for the present thesis is the increased application of the project work form, a form that has been growing in usage since the mid 1900s. Today, multiproject environments have become increasingly common, i.e. organisations where projects are a normal part of the working environment and where they are of such great importance that project management and project steering (e.g. evaluation and follow-up) are considered important for the organisation's management. In many organisations where the ability to apply the project work form is critical for survival and profitability, there is a great need to improve the management of projects. The dominating view has long been that all projects are inherently alike, and can be effectively managed and controlled with standardised project management techniques and models. However, more and morere searchers are pointing out that because there are in fact quite distinct differences between different types of projects, project management must be adapted to the distinctive characteristics of the project, which presupposes the possibility of analysing the project in question – of being able to make a "project diagnosis".

    In an attempt to increase knowledge about projects as a type of work form, this doctoral study aims to develop descriptions of distinctive characteristics in projects that are essential for project management in multiproject environments. Three case studies have been performed in three organisations that have developed and implemented a project model to improve their project management. The case studies have been performed using action research methodology. This has made it possible to study project management during an extended period of time, creating nuanced descriptions of the distinctive characteristics in each multiproject environment. From the case studies, project research and personal experience in project environments, a framework for Structured Project Analysis (SPA) has been designed with the aim of increasing the generalisation of the results. The framework, based on three analysis models and three basic perspectives of projects, provides a conceptual model for structured project analysis independent of the case studies.

    The study shows how the various distinctive characteristics of different project types, such as the presence of dual operational logics and varying types of complexity, are crucial for both management of projects and for deciding which improvement measures are most effective in a multiproject environment. A further contribution of the study is the framework that has been designed based on the wide variation presented by different projects through a results perspective. 

  • 15.
    Ljung, Lennart
    Karlstad University, Faculty of Economic Sciences, Communication and IT, Department of Information Systems and Project Management.
    The Development of a Multi Dimensional Projectivity Analysis2001Conference paper (Refereed)
  • 16.
    Ljung, Lennart
    Karlstad University, Faculty of Economic Sciences, Communication and IT, Department of Information Systems and Project Management.
    To Assess the Organization's Ability to Use the Project Work form - a New Approach1999Conference paper (Refereed)
  • 17.
    Ljung, Lennart
    Karlstad University, Faculty of Economic Sciences, Communication and IT, Department of Information Systems and Project Management.
    Utveckling av en projektivitetsmodell: -om organisationers förmåga att tillämpa projektarbetsformen2003Licentiate thesis, monograph (Other academic)
  • 18.
    Ljung, Lennart
    et al.
    Karlstad University, Faculty of Economic Sciences, Communication and IT, Department of Information Systems and Project Management.
    Rönnlund, Peter
    Karlstad University, Faculty of Economic Sciences, Communication and IT, Department of Information Systems and Project Management.
    Jansson, Tomas
    Karlstad University, Faculty of Economic Sciences, Communication and IT, Department of Information Systems and Project Management.
    Relevance found! The result perspective as a basis for practically applicable project typologies.2013In: Procedia - Social and Behavioral Sciences, ISSN 1877-0428, E-ISSN 1877-0428, Vol. 74, p. 101-111Article in journal (Refereed)
1 - 18 of 18
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