ارایه الگوی مدیریت مگاپروژه‌های پیچیده در صنعت طراحی و ساخت هواپیما

عبداللهی خوشمردان, سعید; منطقی, منوچهر; خمسه, عباس

doi:10.22105/imos.2021.295335.1140

نوع مقاله : مقاله پژوهشی

نویسندگان

¹ گروه مدیریت صنعتی، دانشکده مدیریت و اقتصاد، واحد علوم و تحقیقات، دانشگاه آزاد اسلامی، تهران،ایران.

² گروه مدیریت، دانشکده مدیریت و مهندسی صنایع، دانشگاه صنعتی مالک اشتر، تهران، ایران.

³ گروه مدیریت صنعتی، واحد کرج، دانشگاه آزاد اسلامی، کرج، ایران.

https://doi.org/10.22105/imos.2021.295335.1140

چکیده

هدف: با بررسی‌های صورت گرفته در خصوص مگاپروژه‌های کشور، یکی از عوامل اصلی عدم موفقیت را می‌توان در مدیریت پروژه آن‌ها جست‌وجو نمود. پروژه‌های طراحی و ساخت هواپیماهای مدرن جزء پروژه‌های پیچیده و به‌عنوان مگاپروژه شناخته می‌شود. در این تحقیق یک الگو برای مدیریت مگاپروژه‌های پیچیده در این صنعت ارایه شده است.
روش‌شناسی پژوهش: این پژوهش از نوع تحقیقات ترکیبی (کیفی-کمی) می‌باشد و برای این منظور ضمن مصاحبه با خبرگان حوزه هوایی، ویژگی‌های مگاپروژه‌های هوایی شناسایی و توسط نرم‌افزار MAXQDA2020 کدگذاری و سپس شاخص‌های شناسایی شده طی پرسشنامه از خبرگان مرتبط با پروژه‌های هوایی و با استفاده از نرم‌افزار SMARTPLS3، دسته‌بندی و رتبه‌بندی مولفه‌ها و شاخص‌ها صورت گرفت.
یافته‌ها: در این رابطه الگوی طراحی شده دارای دو بعد به‌عنوان ویژگی‌ها و مدیریت مگاپروژه و 10 مولفه اصلی و 40 شاخص تقسیم‌بندی و رتبه‌بندی شد. درنهایت مهم‌ترین مولفه اصلی، مدیریت راهبرد شناخته شد.
اصالت/ارزش‌افزوده علمی: در این پژوهش با توجه به اهمیت پروژه‌های هوایی و این که کشور به سمت طراحی و ساخت پرنده‌های بومی رفته و چندین پروژه نیز در این عرصه تعریف و به سرانجام رسیده است، ویژگی‌های مگاپروژه‌های پیچیده در صنعت طراحی و ساخت هواپیما را تعیین و الگویی مناسب برای ارزیابی مدیریت مگاپروژه‌های پیچیده در صنعت طراحی و ساخت هواپیما را برای اولین بار طراحی نموده است.

کلیدواژه‌ها

عنوان مقاله [English]

Providing a pattern for managing complex mega-projects in the aircraft design and construction industry

نویسندگان [English]

Saeed Abdollahi Khoshmardan ¹
Manochehr Manteghi ²
Abbas Khamseh ³

¹ Department of Industrial Management, Faculty of Management and Economics, Science and Research Branch, Islamic Azad University, Tehran, Iran.

² Department of Management, Faculty of Management and Industrial Engineering, Malik Ashtar University of Technology, Tehran, Iran.

³ Department of Industrial Management, Karaj Branch, Islamic Azad University, Karaj, Iran.

چکیده [English]

Purpose: With the research on the country's mega projects, one of the main failure factors in their project management can be sought. Modern aircraft design and construction projects are complex projects known as megaprojects. This research presents a model for managing complex megaprojects in this industry.
Methodology: This research is a type of combined research (qualitative-quantitative), and for this purpose, while interviewing aviation experts, the features of aerial mega projects are identified and coded by MAXQDA2020 software, and then the indicators identified in a questionnaire from experts related to the project. Using SMARTPLS3 software, classification and ranking of components and indicators were performed.
Findings: In this regard, the designed model has two dimensions, features and management of the megaproject, and 10 main components and 40 indicators were classified and ranked. Finally, the most crucial main component was strategy management.
Originality/Value: In this study, considering the importance of aerial projects and the fact that the country has moved towards the design and construction of native birds and several projects in this field have been defined and completed, the characteristics of complex mega projects in the aircraft design and construction industry are determined, and has designed an appropriate model for evaluating the management of complex megaprojects in the aircraft design and construction industry for the first time.

کلیدواژه‌ها [English]

Megaproject
Complexity
Project management
Megaproject management

مراجع

[1] Pitsis, A., Clegg, S., Freeder, D., Sankaran, S., & Burdon, S. (2018). Megaprojects redefined – complexity vs cost and social imperatives. International journal of managing projects in business, 11(1), 7–34. DOI:10.1108/IJMPB-07-2017-0080

[2] Hair, J. F., Ringle, C. M., & Sarstedt, M. (2011). PLS-SEM: Indeed a silver bullet. Journal of marketing theory and practice, 19(2), 139–152. DOI:10.2753/MTP1069-6679190202

[3] Alberti, J. (2019). Planning and appraisal recommendations for megaproject success (Vol. 661). Inter-American Development Bank.

[4] Naghizadeh, M., Manteghi, M., & Nouri, F. (2019). Key success factors affecting joint design and commercialization projects in aviation industry. Technology development management, 6(4), 31-54. (In Persian). https://jtdm.irost.ir/article_781.html%0Ahttps://jtdm.irost.ir/article_781_52f1b838a792e54777d9e5e1d8754978.pdf

[5] Project Management Institute. (2017). Project management body of knowledge. https://www.cs.bilkent.edu.tr/~cagatay/cs413/PMBOK.pdf

[6] Office of Government Commerce. (1996). Prince 2 projects in controlled environments. https://www.kornev-online.net/ITIL/Office of Government Commerce_Prince2_3E_2002.pdf

[7] International Project Management. (2006). ICB--IPMA competence baseline. https://lagant.nl/certificering/ipma/?_categorie_sidebar=training&gad_source=1&gclid=CjwKCAiAi6uvBhADE
iwAWiyRdsjLpGZX85UVzVlI-Jdy7hIA_U5X8YjuNy3QVsU4SMuGpjEO1ZVsoxoCgWoQAvD_BwE

[8] Pollack, J., Biesenthal, C., Sankaran, S., & Clegg, S. (2018). Classics in megaproject management: A structured analysis of three major works. International journal of project management, 36(2), 372–384.

[9] Hatefi, M. A., & Wahhabi, M. M. (2018). Identifying the guidelines for management of the oil industry mega-projects, using the assessment of success factors. Quarterly journal of public organzations, 6(2), 45-58. (In Persian). https://ipom.journals.pnu.ac.ir/article_4576_3599442a48cf12d388155ea17dbdf16f.pdf

[10] Flyvbjerg, B. (2011). Over budget, over time, over and over again: managing major projects. In The oxford handbook of project management (pp. 321–344). Oxford University Press.

[11] Flyvbjerg, B. (2014). What you should know about megaprojects and why: An overview. Project management journal, 45(2), 6–19. DOI:10.1002/pmj.21409

[12] Flyvbjerg, B. (2017). Introduction: the iron law of megaproject management. In The oxford handbook of megaproject management (pp. 1–18). Oxford University Press.

[13] Shenhar, A., & Holzmann, V. (2017). The three secrets of megaproject success: clear strategic vision, total alignment, and adapting to complexity. Project management journal, 48(6), 29–46.

[14] Jergeas, G. (2008). Analysis of the front-end loading of alberta mega oil sands projects. Project management journal, 39(4), 95–104. DOI:10.1002/pmj.20080

[15] Dedehayir, O., Nokelainen, T., & Mäkinen, S. J. (2014). Disruptive innovations in complex product systems industries: A case study. Journal of engineering and technology management, 33, 174–192.

[16] Safdari Ranjbar, M., Gheidar Kheljani, J., Tahmasbi, S., & Tavakoli, G. R. (2016). Key capabilities required for innovation and development of defense complex products and systems. Scientific journal management system, 4(1), 133-158. (In Persian). https://jtdm.irost.ir/article_536.html?lang=en

[17] Geraldi, J., & Adlbrecht, G. (2008). On faith, fact, and interaction in projects. IEEE engineering management review, 36(2), 35–49. DOI:10.1109/EMR.2008.4534318

[18] Brockmann, C., & Girmscheid, G. (2007). Complexity of megaprojects. CIB world building congress (pp. 219–230). CIB.

[19] De Bruijn, H., & Leijten, M. (2008). Management characteristics of mega-projects. In Decision-making on mega-projects: cost-benefit analysis, planning and innovation (pp. 23–39). Edward Elgar.

[20] Kardes, I., Ozturk, A., Cavusgil, S. T., & Cavusgil, E. (2013). Managing global megaprojects: Complexity and risk management. International business review, 22(6), 905–917. DOI:10.1016/j.ibusrev.2013.01.003

[21] Kipp, A., Riemer, K., & Wiemann, S. (2008). IT mega projects - what they are and why they are special [presentation]. 16th European conference on information systems, ecis 2008. https://aisel.aisnet.org/cgi/viewcontent.cgi?article=1149&context=ecis2008

[22] Azim, S. W. (2010). Understanding and managing project complexity (Doctoral Dissertation, University of Manchester). https://pure.manchester.ac.uk/ws/portalfiles/portal/54506349/FULL_TEXT.PDF.

[23] Bosch-Rekveldt, M., & Mooi, H. (2008). Research into project complexity classification methods. IPMA 22nd world congress (pp. 104–108). Animp Servizi Srl.

[24] Williams, J. (2018). An exploration of the extent to which project management practices mediate the relationship between project complexity and project outcomes (Doctoral Dissertation, Capella University). https://www.proquest.com/openview/611b79b28e25308b56eec20a05d6e9a7/1?pq-origsite=gscholar&cbl=18750.

[25] Denicol, J., Davies, A., & Krystallis, I. (2020). What are the causes and cures of poor megaproject performance? a systematic literature review and research Agenda. Project management journal, 51(3), 328–345.

[26] Patah, L. A. (2021). The challenge of managing megaprojects. International journal of advanced engineering research and science, 8, 152-157.

[27] Svejvig, P., & Andersen, P. (2015). Rethinking project management: A structured literature review with a critical look at the brave new world. International journal of project management, 33(2), 278–290.

[28] Biesenthal, C., Clegg, S., Mahalingam, A., & Sankaran, S. (2018). Applying institutional theories to managing megaprojects. International journal of project management, 36(1), 43–54. DOI:10.1016/j.ijproman.2017.06.006

[29] Mir, F. A., & Pinnington, A. H. (2014). Exploring the value of project management: linking project management performance and project success. International journal of project management, 32(2), 202–217. DOI:10.1016/j.ijproman.2013.05.012

[30] Corbin, J. (2021). Strauss’s grounded theory‏. In Developing grounded theory (pp. 25–44). Routledge.

[31] Strauss, A., & Corbin, J. M. (2021). Basic of qualitative research: techniques and procedures for grounded theory. Nashr Ney Publications.

[32] Saldaña, J. (2014). Coding and analysis strategies. In The oxford handbook of qualitative research (pp. 580–598). Oxford University Press. DOI: 10.1093/oxfordhb/9780199811755.013.001

[33] Renjith, V., Yesodharan, R., Noronha, J., Ladd, E., & George, A. (2021). Qualitative methods in health care research. International journal of preventive medicine, 12(1), 20. DOI:10.4103/ijpvm.IJPVM_321_19

[34] Corbin, J., & Strauss, A. (2008). Techniques and procedures for developing grounded theory. Sage Publications.

[35] Sandelowski, M., Barroso, J., & Voils, C. I. (2007). Using qualitative metasummary to synthesize qualitative and quantitative descriptive findings. Research in nursing and health, 30(1), 99–111. DOI:10.1002/nur.20176

[36] Akter, S., Fosso Wamba, S., & Dewan, S. (2017). Why PLS-SEM is suitable for complex modelling? An empirical illustration in big data analytics quality. Production planning and control, 28(11–12), 1011–1021.

[37] Benitez, J., Henseler, J., Castillo, A., & Schuberth, F. (2020). How to perform and report an impactful analysis using partial least squares: Guidelines for confirmatory and explanatory IS research. Information and management, 57(2), 103168. DOI:10.1016/j.im.2019.05.003

[38] Hair, J. F. (2018). Multivariate data analysis. Cengage.

مدیریت نوآوری و راهبردهای عملیاتی

ارایه الگوی مدیریت مگاپروژه‌های پیچیده در صنعت طراحی و ساخت هواپیما

مراجع

مراجع

دوره 4، شماره 4
دی 1402
صفحه 321-336

ارایه الگوی مدیریت مگاپروژه‌های پیچیده در صنعت طراحی و ساخت هواپیما

مراجع

مراجع

دوره 4، شماره 4دی 1402صفحه 321-336

دوره 4، شماره 4
دی 1402
صفحه 321-336