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Systems Consulting and Engineering G...

Nehme, Joseph.

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Systems Consulting and Engineering Game of Innovation: Changes to the project definition and scope.

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
正題名/作者:	Systems Consulting and Engineering Game of Innovation: Changes to the project definition and scope./
作者:	Nehme, Joseph.
面頁冊數:	266 p.
附註:	Source: Dissertation Abstracts International, Volume: 69-03, Section: B, page: 1874.
Contained By:	Dissertation Abstracts International69-03B.
標題:	Engineering, Industrial. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=NR37134
ISBN:	9780494371343

Systems Consulting and Engineering Game of Innovation: Changes to the project definition and scope.
Nehme, Joseph.

Systems Consulting and Engineering Game of Innovation: Changes to the project definition and scope. - 266 p.

Source: Dissertation Abstracts International, Volume: 69-03, Section: B, page: 1874.

Thesis (Ph.D.)--Ecole Polytechnique, Montreal (Canada), 2008.

This research falls within the global MINE program where the concept of Games of Innovation has been developed. The concept of Games of Innovation rejects the global prescription model of innovation that applies to all companies and industries. It stipulates that there are diverse patterns by which firms innovate. This is based on different contextual variables that determine the Game in which firms play in and compete.

ISBN: 9780494371343Subjects--Topical Terms:

626639
Engineering, Industrial.

Systems Consulting and Engineering Game of Innovation: Changes to the project definition and scope.
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245 1 0 $a Systems Consulting and Engineering Game of Innovation: Changes to the project definition and scope.
300 $a 266 p.
500 $a Source: Dissertation Abstracts International, Volume: 69-03, Section: B, page: 1874.
502 $a Thesis (Ph.D.)--Ecole Polytechnique, Montreal (Canada), 2008.
520 $a This research falls within the global MINE program where the concept of Games of Innovation has been developed. The concept of Games of Innovation rejects the global prescription model of innovation that applies to all companies and industries. It stipulates that there are diverse patterns by which firms innovate. This is based on different contextual variables that determine the Game in which firms play in and compete.
520 $a This research focuses on the System Consulting and Engineering services Game of Innovation which is characterized by high market dynamics and strong interdependence among several partners and actors. Innovation in this Game happens through projects where multiple players cooperate to reach a common client's objective. Innovative projects are becoming part of all consulting firm's service offerings and managing large IT innovative projects is a challenging task for most managers. Success for most IT projects tends to be measured or determined based on the initial objective and initial scope. Literature hardly addresses dynamic project definition and evolving scope. Most literature acknowledges the time and schedule evolution. This doesn't address scope evolution which often drives the remaining project elements and requires a new baseline for the time and cost elements. Some literature addressed project definition and scope evolution only in the front end of the solution's implementation phase and not throughout the latter phase. This led us to focus our research on changes that occur all through the implementation of a solution.
520 $a Consequently, our research objective was to understanding how project definition which is composed of five main elements (scope, organization, quality, cost and time) evolves throughout the implementation lifecycle of a large proprietary innovative IT solution. The main hypotheses supported in this research are the following: H1: Changes to the project definition and project scope occur all through the implementation lifecycle of an innovative project. H2: Project definition and scope are shaped by multiple influences exogenous to the project boundaries as well as by emergent uncertainties endogenous to the project boundaries. H3: Highly innovative solutions are triggered by both exogenous and endogenous changes while less innovative solutions are mainly triggered by endogenous changes.
520 $a This research was conducted in five phases that spanned over 3 years. The approach is inspired by the grounded theory where theory is built from qualitative data then validated again through a field study. Below is a recapitulation of the main five phases of this research. The five phases are: (1) Exploratory research to understand the SEC dynamics and the player's characteristics. This covered interviews of 12 senior managers from seven top consulting firms in Europe, (2) Exploratory research to understand large IT solutions and their corresponding ecosystem. This covered interviews of 23 managers working on 10 IT projects in North America, (3) Qualitative analysis of five (5) large innovative proprietary IT projects undertaken by major financial institutions and generation of a conceptual model, (4) Detailed analysis of more than 500 change requests (CR) and the evolution of project definition and scope within the five previously mentioned projects (5) large innovative proprietary IT projects undertaken by major financial institutions. Three projects were selected as high innovative and two as medium to low innovative, (5) Exploration of the different solutions and approaches used by SCE firms and clients to address the project definition and scope evolutions. Twenty one (21) senior managers coming from seven (7) top Indian system integration firms were interviewed for a period of one to two hours each.
520 $a A detailed analysis of more than 500 CRs supported the above stated hypotheses. Each CR was analyzed in detail and mapped to the conceptual model. The independent variables represented the exogenous and endogenous elements that led to generating a CR while the dependent variables consisted of the five project definition elements. This also led to two new findings summarized in what follows: the first states that changes with high impact on the project definition mainly originate from the exogenous multiple influences group. While Changes with medium to low impact on the project definition come from both the exogenous multiple influences group and the endogenous emergent uncertainty group. Secondly, despite the fact that changes are logged all through the implementation phase we observed that the impact of the CRs on the project definition tends to decline with time. This assumes that projects are properly managed. (Abstract shortened by UMI.)
590 $a School code: 1105.
650 4 $a Engineering, Industrial. $3 626639
650 4 $a Engineering, System Science. $3 1018128
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710 2 $a Ecole Polytechnique, Montreal (Canada). $3 1018606
773 0 $t Dissertation Abstracts International $g 69-03B.
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791 $a Ph.D.
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