Entreprenørvirksomhedernes interne udfordringer - ledelse og styring af multi-projektorganisationen

Abstract

Ledelse og styring af multi-projekt organisationer og videndeling ved videnledelse, er nogle af de udfordringer som nutiden danske entreprenørvirksomheder kæmper med i hverdagen. Dette speciale omhandler derfor forslag og løsninger til hvorledes entreprenørvirksomhederne kan effektivisere deres produktion ved en mere kvalitativ ressourcestyring af projektorganisationerne, samt en mere effektiv videnledelse af organisationens videnskompetencer. I størstedelen af de danske entreprenørvirksomheder er ledelsessystemerne til at ressourcestyre, altså bemande projekterne med de rigtige funktionærer, med de rigtige kompetencer og på det rigtige tidspunkt, på nuværende tidspunkt ineffektive. Virksomhedernes ledere over-committer organisationens kapacitet ved at tage flere projekter ind, end der er kapacitet til at håndtere. Dette understøttes af den videnskabelige artikel ”The ressource allocation syndrome” samt en spørgeskemaundersøgelse i blandt ledere i entreprenørvirksomheder, som projektgruppen har udført i forbindelse med dette speciale. Som et resultat af at der accepteres flere projekter end der er ressourcer til, underbemandes de enkelte projekter og hvert projekt må kæmpe om de få tilgængelige ressourcer der er i organisationen. Problemerne i at ressourcestyre i en multi-projekt organisation er dog mangfoldige og i dette speciale er det forsøgt og belyse, samt løse disse problemer. Videndeling ved videnledelse er endnu et område som mange danske entreprenørvirksomheder kæmper med i den daglige ledelse af virksomhedens forretning. Ofte begrænses brug af videnledelse og deraf videndeling til kun at omfatte digitale databaser der kun i ringe grad opfylder sit formål. Entreprenørvirksomhederne er derfor meget udfordret når det handler om at få viden til at flyde frit i organisationen. Dette gælder specielt i mellem basisorganisationen og de enkelte projektorganisationer, som er to fysisk adskilte grupper. Denne organisationsstruktur der opdeler virksomhedernes medarbejdere i to overordnede grupper der sjældent mødes fysisk, har tilsyneladende væsentlig indflydelse på videndelingens succes. Ydermere har virksomhederne svært ved at opsamle den viden der generes ude i projektorganisationer af de enkelte medarbejdere og få den lagret og formidlet ud til den øvrige organisation, både basis- og projektorganisationen. Dette bevirker at andre medarbejdere vil gentage de samme fejl som der tidligere er begået andre steder i organisationen og som følge deraf, vil udgifterne til fejl-korrigering stige. Problemerne i videnledelse er ligeledes mangfoldige som for ressourcestyring i multi-projekt organisationer og derfor er det ligeledes forsøgt og belyse, samt løse de problemer indenfor dette område. Løsning Som en løsning til entreprenørvirksomhedernes interne udfordringer indenfor ledelse og styring af multi-projektorganisationer, samt videndeling ved videnledelse, gennemgås i dette speciale hvorledes et Project Management Office kan udformes og implementeres i organisationen. Denne enhed kan blandt andet hjælpe ledelsen i at implementere og styre organisationens projekt metodologi og derved sikre en ensartethed i den måde som alle projektorganisationerne styres på. Dette gælder både indenfor ressourcestyring og videnledelse. Ydermere er det fundet relevant og gennemgå hvorledes en entreprenørvirksomhed kan opretholde den mest optimale organisering samt virksomhedskultur med henblik på en effektiv ledelse og styring af virksomheden. I forlængelse af den optimale organisering for virksomheden, har det været en mulighed og implementere projekt-teams som selvstændige enheder der opererer på tværs af organisation, altså et team der både har medlemmer fra basisorganisationen og projektorganisationen. Dette team vil i fællesskab gennemløbe den proces som en entreprenørvirksomheds produktionsapparat består af. Herved vil flere grænseflader internt i virksomheden kunne minimeres og med bedre service overfor kunden til følge. Specialet er afsluttet med en konklusion som opsummerer løsningerne til de enkelte problemstillinger og svarer på problemformuleringens spørgsmål.

Management of multi-project organizations and knowledge sharing in order to utilize own experiences, are some of the challenges that present Danish construction companies are struggling with. This thesis therefore addresses suggestions and solutions for how construction companies can streamline their production by a more qualitative resource management of project organizations and more effective knowledge management of the organization's expertise. In the majority of the Danish construction companies, the management systems to manage resources, i.e. staffing projects with the right staff, with the right skills and at the right time, are currently ineffective. Resource management in multi-project organizations are often difficult to execute because of the environment in which they operate. This is caused by the several ongoing projects at the same time and therefore the available resources must be divided between these projects. Furthermore the discontinuous supply of new orders is complicating the resource management by the constantly different need of resources in ongoing projects. Hereby it is at great challenge to manage the staffing of various projects. Among other problems related to resource management is the trend of corporate manager’s over-commit capabilities of the organization by taking on more projects than there are capacity to handle. This is supported by the scientific article "The resource allocation syndrome" and a questionnaire survey among managers of the construction companies that the project team has done in this thesis. As a result of having accepted more projects than there are available resources, each project is running with understaffing and each project must compete for the few available resources in the organization. The problems of resource management in a multi-project organization are diverse and in this thesis it is tried to illuminate and overcome these problems. Knowledge sharing is another area that many Danish construction companies are struggling with in the daily management of the company. Often use of knowledge management and knowledge sharing is limited to digital databases that poorly serves its purpose. Construction companies are therefore most challenged when it comes to information flowing freely within the organization. This is especially applicable between the basic organization and the individual project organizations, which are two physically distinct groups. This organizational structure that divides the companies' employees into two general groups that rarely meet in person seems to have a significant impact on the success of knowledge sharing. Furthermore, companies have difficulty in collecting the knowledge generated in the project organization by each employee and how to store and disseminate it with the rest of the organization, both basic- and project organization. This means that other people will repeat the same mistakes that were previously committed elsewhere within the organization and consequently, the cost of error correction increases. The problems of knowledge sharing and knowledge management are equally diverse as for resource management in multi-project organizations and therefore it is also tried to illuminate and overcome the problems in this area. Solution As a solution for construction companies' internal challenges in management of multi-project organizations and knowledge sharing, it is discussed in this paper how a Project Management Office can be designed and implemented into the organization. This unit can, among other things, help managers to implement and manage the organization's project methodology and thereby ensure a consistency in the way that all project organizations are managed. This applies both in resource management and knowledge management. Furthermore, it is considered appropriate and relevant to review how a construction company can build and maintain the optimal organization and corporate culture for effective leadership and management of the company. As an extension of the optimal organization of the company, it has been a solution to implement project teams as independent entities, representing a team of which both members of the basic organization and project organization are represented. This team will jointly run through the process that a construction company's production facilities consist of. This will allow multiple interfaces within the company to be minimized with better service to the customer to follow. The thesis is completed with a conclusion that summarizes the solutions to individual problems and responding to problem formulation issues.

A master thesis from Aalborg University

Entreprenørvirksomhedernes interne udfordringer - ledelse og styring af multi-projektorganisationen

[Construction Companies internal challenges - management of the multi-project organization]