IRNOP 2017 A Sponsor’s Framework of Engagement and Motivation for Project Success: A Grounded Theory Study Dr. Radhia Benalia Dr. Khalid Ahmad Khan Paper #
Authors Dr. Khalid Khan Dr. Radhia Benalia, PMP Radhia is a Doctor in strategy, • Khalid is a PhD Advisor at program, and project SKEMA Business School. He is management earned at Skema a strategy consultant who works Business School. A trilingual primarily in development, pracademic with many years in advising governments and teaching and training, she is a multi-lateral agencies (World passionate of using Grounded Bank, USAID, GIZ) in improving Theory for performing academic the designing, implementation research. Dr. Benalia is now the and monitoring of public sector Director of Training and project. He has diverse Development at Advisors. She experience . Dr. Khan holds a has been teaching and training in Ph.D from SKEMA Business Canada, Lebanon, UAE, Turkey, School. and Algeria. Khalidahmad.khan@skema.edu IRNOP Radhia.benalia@advisors.co 2017@ 2
Agenda • Background • Definitions • Literature Review • Justifying the Use of Grounded Theory (GT) and Classic Grounded Theory (CGT) • Research Design • Research Roadmap • Comparison with Extant Literature • Research Outcomes • Contributions • Limitations and Recommendations for Further Research IRNOP 2017@ 3
Background Motivation: 1- Professional Motivation: I sponsored projects but also reported to several Project Sponsors. 2- Academic Motivation: Interest in the substantive area of Project Sponsorship at large as it is sponsorship is a project-bound leadership position. 3- The central role of the project sponsor for project success has been recognized by researchers. In fact, project success is unachievable without an excellent level of support from Top Management. (Young & Poon, 2013). Top Management can be interchangeably used at times with Project IRNOP Sponsorship.as done by Basu (1994). 2017@ 4
Definitions • “The sponsor is often an executive or an individual from Top Management levels who champions the project” (Pinto & Patanakul, 2015). • According to Gemunden (2014), project sponsors are in charge of providing resources and are the ultimate accountability points for delivering results • A Success framework is “a basic structure, underlying system, or context that supports the project life cycle to meet the project’s success criteria” (Joslin & Muller, 2016, p.4). IRNOP 2017@ 5
LiteratureReview The literature has clearly neglected the perspective of Project Sponsors. A plea for new research questions and a more differentiated view of the “success factors” in Senior Management involvement.” (Gemunden, 2014) Boonstra (2013) urges for an understanding of what is really going on- almost a direct call to Grounded Theory. IRNOP 2017@ 6
Success Factors & Criteria According to Kloppenborg et al. (2007), there is a general agreement existing between executive sponsors and project managers on global features of project success. In project management, Success Factors are taken into account when planning comprehensively and choosing an approach (Muller & Joslin, 2016). Through an extensive literature review, Khan (2012) identified a list of 70 Success Factors Variables. There is a number of factors directly or indirectly related to the project sponsor. IRNOP 2017@ 7
Justifying the Use of Grounded Theory (GT) Methodology The relevance of grounded theory is earned, rather than preconceived (Glaser, 1978, 1992, 2003). • No a priori theory “Grounded theory is appropriate when no theory exists (..) (Suddaby, 2006, p. 636). • Significant gap in Literature review on the substantive area • GT is the study of a concept. “Concepts are precursors of constructs in making sense of the organizational world” ( Gioia, 2013, p. 16). IRNOP 2017@ 8
Benefits of Grounded Theory Grounded Theory Freedom from Shackles of previous theories. No bias but genuine query. Bridge between the rigor of academia and the pressing demands of the practitioner’s world Celebrate Innovation but Comply with Academic Rigor Appropriate method for analyzing managerial behavior (Locke, 2001) Capturing the complexity of the phenomenon, adding some “enlivenment” to existing theories Rooting itself in the conceptual accounts of people who live the social phenomenon (Glaser, 1992) Research questions and problem emerge and are not forced IRNOP “The most interesting research starts from Pull not Push” (Mintzberg, 2004, p. 402). 2017@ 9
Selection of Classic Grounded Theory (CGT) • Martin and Turner (1986) identified the characteristics of the CGT as an effective tool in the study of organizations” (Evans, 2013 ) • No commitment to a pre-conceived set of questions. A commitment to an open mind matched with rigor. • With CGT, the researcher knows there is a truth out there, and wants to discover it without altering it. • Development of conceptual theory and researcher exhibits disciplined restraints. IRNOP 2017@ 10
Research Design Realism works very well with grounded theory as one of its beliefs is that science should be understood as an ongoing process, which can be improved iteratively. Philosophy is Realism Approach is Inductive as instead of confirming theories; a theory is to emerge. Strategy is classical grounded theory (CGT) Time Horizon is Cross- Sectional Techniques and Procedures (Semi-Structured Interviews with Informed Participants are based on Interviews via IRNOP Theoretical Sampling). 2017@ 11
Demographics of Interviewees Visual IRNOP 2017@ 12
Demographics of Interviewees IRNOP 2017@ 13
Demographics of Interviewe es IRNOP 2017@ 14
Research Roadmap • Approaching the Substantive Area • Selecting Methodology • Selecting Participants • Establishing Contact • Conducting Interviews (Collection and Analysis is Iterative and not sequential) • Identifying Core Issue and Main Categories • Combining Categories • Finding Connections and Letting the Data grow • Reaching Theoretical Saturation- Emergence of Theory • Performing Theoretical Integration- Revision of Theory IRNOP 2017@ 15
Coding IRNOP 2017@ 16
Organizing Data IRNOP 2017@ 17
Interview Tables AK Statement Open Code Category Memo The important thing is that (buy-in) occurs that Senior management 2.01 means that we convince that there is value to Buy-in for value Value sees value in project. be presented with this project Team sees value in 2.02 However if action occurred without seeing project. Otherwise, Seeing Value Value value, we will not be able to reach our goals. goals cannot be reached. 2.03 And if people are not engaged, we will not be Engagement for Engaging People Engagement able to reach our goals. reaching goals IRNOP 2017@ 18
Comparison of Codes Trust CLARITY UNDERSTANDING MOTIVATION SIGNIFICANCE COMMUNICATION KNOWLEDGE creating trust and a sense of giving PM guidance and having understanding stakeholders what is the best approach project delivers outputs frequency of communication:it is knowing how to relationship and being a resource check points every now and to manage and motivate that contribute to the very important; it depends on communicate from linker for the project manager then the PM *(understanding) outcomes the program the nature of the location and experience needs to establish a the relationship, and the *(communication) capability or improve a complexity and the capacity of capability of the business; both thePM and the program this delivers benefits managers in that instant people seeing others trust you project identification understanding the influences and it is everyone's job to product is still relevant communicating for expectations; PM has knowledge in and sharing information with you document for clarity the influencer that would influence motivate and inspire all asking PM ho they like to work indusry*(right PM) as a sponsor that stake holder and would stakeholders on the and telling them how I, the influence the delivery and managing project program manager like to work according to expectations. SAW IT and what my style is like SOMEWHERE BEFORE too much information given to the developing work examples for understanding the stake holders, PM motivate the team product we are texting is fit frequemcy of communication; PM has knowledge of PM might make them think there clarity of KPIs where they come from. WHY THEY for purpose*(value) criticality of timeline and level of vendors*(right PM) is no trust WANT WHAT THEY WANT? stakeholders' engagement PS build relationships with people clarifying KPI by applying the what their problems are, what lack of favorite project because explain to senior management being a PM before helps the and establish trust data in real practice and solutions we are trying to deliver, clarity/information lead involved from the inception and middle management what project sponsor; knowing understood how this could be and how it can be integrated within to lack of motivation and we are trying to do what it is like to be a PM measured and monitored and the whole processes and procedures cooperation;anticipatory helped used for continuous *(significance) leadership*(clarity,leader IRNOP improvement ship) 2017@ 19
Development and Combination of Categories IRNOP 2017@ 20
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