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- A model to manage cooperative project risks to create knowledge and drive sustainable businessPublication . Nunes, Marco; Abreu, António; Saraiva, CéliaEfficient cooperation between organizations across all the phases of a project lifecycle is a critical factor to increase the chances of project success and drive sustainable business. However, and according to research, despite the large benefits that efficient organizational cooperation provides to organizations, they are still often reluctant to engage in cooperative partnerships. The reviewed literature argues that the major reason for such a trend is due to the lack of efficient and actionable supportive models to manage organizational cooperative risks. In this work we propose a model to efficiently support the management of organizational cooperative risks in project environments. The model, MCPx (management of cooperative projects), was developed based on four critical scientific pillars, (1) project risk management, (2) cooperative networks, (3) social network analysis, and (4) business intelligence architecture, and will analyze in a quantitative way how project cooperative behaviors evolve across a bounded time period, and to which extent they can turn into a cooperative project risk (essentially potential threats). For this matter, the MCPx model will quantitatively analyze five key project cooperative behavioral dimensions, (1) communication, (2) information sharing, (3) trust, (4) problem solving and (5) decision making, which show how dynamic interactions between project stakeholders evolve across time. The implementation and functioning principles of the MCPx model are illustrated with a case study.
- Applying social network analysis to support the management of cooperative project's behavioral risksPublication . Nunes, Marco; Abreu, AntónioAccording to several literature sources and bodies of practices, effective cooperation between organizations in the deliver of projects is a critical success factor for project successful outcome. Nevertheless, it seems that organizations are still reluctant to engage in cooperative networks more than it would be expected. The major reason for this - according to several literature sources - is due to a lack of efficient models to support organizational cooperative networks. This work introduces a model that contributes to the management of organizational cooperative networks, by adressing behavioral risks that usually emerge as organizations engage in cooperative networks to deliver projects. The proposed model was developed based on four key pillars ((1) project management, (2) risk management, (3) cooperative networks, and (4) social network analysis centrality metrics), and will analyze how four critical organizational cooperative informal networks ((1) trust, (2) problem-solving, (3) advice, and (4) communication), emerge and evolve throughout the different phases of a generic project lifecycle. The development and implementation of the proposed model is supported by a case study.