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Managing Dependencies and Uncertainties in Multi-Project Organizations Using Management Control Systems: A Case Study at Saab Combat Systems
KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Management.
KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Management.
2016 (English)Independent thesis Advanced level (degree of Master (Two Years)), 20 credits / 30 HE creditsStudent thesisAlternative title
Hantering av Beroenden och Osäkerheter i MultiprojektorganisationerGenom Användning av Management Control Systems : Fallstudie på Saab Combat Systems (Swedish)
Abstract [sv]

Detta Examensarbete utfördes som en fallstudie Saab Combat Systems, som är och undersöker utmaningar i form av beroenden och osäkerheter som uppstår i Multiprojekt-Organisationer. Dessa utmaningar verkar orsaka konflikter och tvetydigheter i Multiprojekt-Organisationer gällande exempelvis, kommunikation, resursallokering, produktutveckling samt maktstrukturer mellan olika roller (Engwall & Jerbant, 2003; Dahlgren & Söderlund, 2010).

Detta Examensarbete behandlar dessa utmaningar genom att undersöka och besvara följande forskningsfrågor:

Vilka utmaningar i form av beroenden och osäkerheter existerar på Saab Combat Systems? Hur kan dessa utmaningar hanteras?

Våra resultat visar att tre olika typer av beroenden uppstår i Multiprojekt-Organisationer som utvecklar komplexa produkter och system; organisatoriska beroenden, tekniska beroenden och resursberoenden. Dessa tre beroenden verkar påverka varandra och resultera i osäkerheter när flera projekt hanteras samtidigt. Dessutom ökar nivån av osäkerhet i projekt på grund av osäkerheter i relation till maktstrukturer samt utveckling av komplexa produkter och system. De tre identifierade beroende inkluderar projektosäkerheter samt projektberoenden.

Vi har valt ut tre stycken olika typer av Management Control Systems; Projektkontor, Projektportföljhantering samt Programhantering och drar slutsatsen att de kan användas för att hantera de tre identifierade beroendena Multiprojekt-Organisationer. Vi har dock upptäckt att dessa Management Control Systems har både fördelar och nackdelar gällande hantering av de tre olika typer av beroenden. Alla identifierade beroenden och osäkerheter kan följaktligen hanteras genom att kombinera olika Management Control Systems.

Dessutom har vi kompletterat en redan utvecklad modell av Dahlgren & Söderlund (2010) genom att kartlägga de tre beroendena, som tar hänsyn till projektosäkerheter och projektberoenden, samt vilken typ av Management Control Systems som är mest lämplig för att hantera dessa beroenden.

Abstract [en]

This Master Thesis was conducted as a case study at Saab Combat Systems investigating challenges in form of dependencies and uncertainties that emerge in Multi-Project Organizations. These challenges seem to cause conflicts and ambiguity in Multi-Project Organizations regarding for instance; communication, human resources allocation, product development and power structures between different roles (Engwall & Jerbant, 2003; Dahlgren & Söderlund, 2010). Thereby, this Master Thesis addresses these challenges by investigating and answering the following research questions:

What challenges in form of dependencies and uncertainties exist at Saab Combat Systems?

How can these challenges be addressed?

Our Results display that three different types of dependencies exists in Multi-Project Organizations developing Complex Products and Systems; organizational dependencies, technical dependencies and resources dependencies. These three dependencies seem to be connected, and therefore result in uncertainties when managing multiple projects. Additionally, uncertainties in relation to the power structure as well as development of Complex Products and Systems tend to increase the level of project uncertainty. The three identified dependencies include both project uncertainties and project dependencies.

We have chosen three different Management Control Systems; Project Management Office, Project Portfolio Management and Programme Management and conclude that they can be utilized in order to address the three identified dependencies in Multi-Project Organizations. However, we have found that these Management Control Systems have benefits as well as shortcomings when addressing different types of dependencies. Consequently, by combining them, all of the identified dependencies and uncertainties can be addressed.

Furthermore, we have complemented an already developed model by Dahlgren & Söderlund (2010) by mapping the three identified dependencies, which consider project uncertainties and project dependencies, as well as which Management Control System is most appropriate when addressing these three dependencies.

Place, publisher, year, edition, pages
2016. , 93 p.
Keyword [en]
Multi-Project Organization, Multi-Project Management, Management Control System, Project Management Office, Project Portfolio Management, Programme Management, Complex Products and Systems, Human Resource Allocation, Communication.
Keyword [sv]
Multi-Project Organization, Multi-Project Management, Management Control System, Project Management Office, Project Portfolio Management, Programme Management, Complex Products and Systems, Human Resource Allocation, Communication
National Category
Economics and Business
Identifiers
URN: urn:nbn:se:kth:diva-191292OAI: oai:DiVA.org:kth-191292DiVA: diva2:955881
Supervisors
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Available from: 2016-08-31 Created: 2016-08-26 Last updated: 2016-08-31Bibliographically approved

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