Innovation of Project Management: Translation of the Half-Double methodology into a project practice

Chrastecky, Ondrej

4. term

Techno-Anthropology, Master

2018

2018-09-12

98

Dette speciale undersøger, hvordan projektledelse i dag fornyes i praksis ved at studere de værdiskabende effekter af den nyligt udviklede Half-Double-metodologi i projektmiljøet hos Grundfos, en af verdens største pumpeproducenter. Med udgangspunkt i et igangværende skifte fra klassiske, planstyrede tilgange til mere adaptive måder at arbejde på, spørger studiet, hvordan Half-Doubles koncepter oversættes til projektarbejde i hverdagen, og hvilke gevinster og begrænsninger der viser sig over tid. Undersøgelsen er et induktivt, empirisk casestudie baseret på interviews med projektledere og medlemmer af et tidligt Half-Double-pilotprojekt i Grundfos, suppleret med interviews med to Half-Double-konsulenter og to akademiske forskere med indsigt i metodens udvikling og implementering. Resultaterne peger på, at udvalgte dele af Half-Double tjente som inspiration til at forbedre den eksisterende praksis, men at anvendelsen og resultaterne var stærkt præget af den omgivende organisatoriske kontekst, og at der opstod flere udfordringer i oversættelsen til praksis. Studiet bidrager med nuanceret, praksisnær viden om de betingelser, hvorunder nye projektledelsesmetoder skaber værdi i store organisationer.

This thesis examines how project management is currently being innovated in practice by studying the value-creating effects of the recently developed Half-Double methodology in the project environment of Grundfos, one of the world’s largest pump manufacturers. Positioned within an ongoing shift from classical, plan-driven approaches toward more adaptive ways of working, the study asks how Half-Double’s concepts are translated into day-to-day project practices and what benefits and constraints emerge over time. An inductive, empirical case study was conducted, drawing on interviews with Grundfos project managers and members of an early Half-Double pilot project, supplemented by interviews with two Half-Double consultants and two academic researchers with insight into the methodology’s development and implementation. The findings indicate that selected elements of Half-Double served as inspiration to enhance existing practices, but that adoption and outcomes were strongly shaped by the surrounding organizational context, with several challenges encountered during translation into practice. The study contributes nuanced, practice-based insights into the conditions under which new project management approaches generate value in large organizations.

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