Accelerating time to impact

Deconstructing practices to achieve project value

Per Svejvig*, Joana Geraldi, Sara Grex

*Corresponding author for this work

Research output: Contribution to journalJournal articleResearchpeer-review

Abstract

Accelerating time to impact is a serious and important challenge for today's organizations. This paper combines the literatures of project acceleration and benefit management to inquire into the possibilities of accelerating time to impact. Specifically, it explores a practitioner-driven Danish initiative targeted at increasing the speed at which project benefits are attained, and it analyzes why some projects were able to achieve benefits faster than others. The initiative functions as a major social experiment, where the same project methodology was implemented in several Danish project-based organizations. We analyze five of these organizations. We identified reasons for the differences and grouped them in a conceptual model: the ‘house of time to impact’ with three areas: valuing speed, owning speed and entraining speed in the organization. The paper's contribution is the bridge between the literatures on benefit and time management, bringing two pressing issues together. The contribution to practice lies in the considerations and stories of other organizations attempting to reconcile the increasing need for effectiveness.

Original languageEnglish
JournalInternational Journal of Project Management
Volume37
Issue number5
Pages (from-to)784-801
ISSN0263-7863
DOIs
Publication statusPublished - 2019

Cite this

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title = "Accelerating time to impact: Deconstructing practices to achieve project value",
abstract = "Accelerating time to impact is a serious and important challenge for today's organizations. This paper combines the literatures of project acceleration and benefit management to inquire into the possibilities of accelerating time to impact. Specifically, it explores a practitioner-driven Danish initiative targeted at increasing the speed at which project benefits are attained, and it analyzes why some projects were able to achieve benefits faster than others. The initiative functions as a major social experiment, where the same project methodology was implemented in several Danish project-based organizations. We analyze five of these organizations. We identified reasons for the differences and grouped them in a conceptual model: the ‘house of time to impact’ with three areas: valuing speed, owning speed and entraining speed in the organization. The paper's contribution is the bridge between the literatures on benefit and time management, bringing two pressing issues together. The contribution to practice lies in the considerations and stories of other organizations attempting to reconcile the increasing need for effectiveness.",
author = "Per Svejvig and Joana Geraldi and Sara Grex",
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Accelerating time to impact : Deconstructing practices to achieve project value. / Svejvig, Per; Geraldi, Joana; Grex, Sara.

In: International Journal of Project Management, Vol. 37, No. 5, 2019, p. 784-801.

Research output: Contribution to journalJournal articleResearchpeer-review

TY - JOUR

T1 - Accelerating time to impact

T2 - Deconstructing practices to achieve project value

AU - Svejvig, Per

AU - Geraldi, Joana

AU - Grex, Sara

PY - 2019

Y1 - 2019

N2 - Accelerating time to impact is a serious and important challenge for today's organizations. This paper combines the literatures of project acceleration and benefit management to inquire into the possibilities of accelerating time to impact. Specifically, it explores a practitioner-driven Danish initiative targeted at increasing the speed at which project benefits are attained, and it analyzes why some projects were able to achieve benefits faster than others. The initiative functions as a major social experiment, where the same project methodology was implemented in several Danish project-based organizations. We analyze five of these organizations. We identified reasons for the differences and grouped them in a conceptual model: the ‘house of time to impact’ with three areas: valuing speed, owning speed and entraining speed in the organization. The paper's contribution is the bridge between the literatures on benefit and time management, bringing two pressing issues together. The contribution to practice lies in the considerations and stories of other organizations attempting to reconcile the increasing need for effectiveness.

AB - Accelerating time to impact is a serious and important challenge for today's organizations. This paper combines the literatures of project acceleration and benefit management to inquire into the possibilities of accelerating time to impact. Specifically, it explores a practitioner-driven Danish initiative targeted at increasing the speed at which project benefits are attained, and it analyzes why some projects were able to achieve benefits faster than others. The initiative functions as a major social experiment, where the same project methodology was implemented in several Danish project-based organizations. We analyze five of these organizations. We identified reasons for the differences and grouped them in a conceptual model: the ‘house of time to impact’ with three areas: valuing speed, owning speed and entraining speed in the organization. The paper's contribution is the bridge between the literatures on benefit and time management, bringing two pressing issues together. The contribution to practice lies in the considerations and stories of other organizations attempting to reconcile the increasing need for effectiveness.

U2 - 10.1016/j.ijproman.2018.12.003

DO - 10.1016/j.ijproman.2018.12.003

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JO - International Journal of Project Management

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