Employee Profile

Erling S Andersen

Professor Emeritus

Department of Leadership and Organizational Behaviour

Room number A3Y-030
Phone +4790281471
E-mail erling.s.andersen@bi.no

Area of Expertise

Project Management

Publications

Shows 5 of 36 publication(s)

Article Jon Skriubakken, Leif Skiftenes Flak, Erling S. Andersen (2020)

Gevinstrealisering i digitaliseringsprosjekter

Magma forskning og viten 23(0720) p. 70-78

Artikkelen tar for seg problematikken rundt gevinstrealiseringen ved fragmenterte tidsgevinster. Det er tidsgevinster som for en organisasjon samlet sett er store, men som må realiseres ved at mange medarbeidere må endre sin arbeidshverdag og dermed spare litt tid hver. Hvordan bør en organisasjon håndtere slike fragmenterte tidsgevinster? Hvordan bør ledelsen følge opp at de potensielle gevinstene blir realisert? Vi belyser spørsmålene gjennom et digitaliseringsprosjekt i videregående skoler i Telemark fylkeskommune. Det er en lovpålagt oppgave å utarbeide skriftlige varsler til elev og foresatte hvis det er tvil om hvorvidt eleven kan få karakter i et fag eller dårlig karakter i orden og oppførsel. I løpet av ett år ble det i Telemark produsert ca. 14 000 slike varsler. Prosessen med å produsere, sende ut og arkivere varslene tok mye tid. En digital tjenesteplattform ble innført for å redusere lærernes tidsbruk. Frigjort tid skulle brukes til økt elevoppfølging. Medarbeidere på ulike nivåer ble intervjuet for å undersøke gevinstrealiseringen. Den kvalitative casestudien viste at til tross for at man ikke slavisk fulgte metodene for gevinstrealisering, ble planlagte gevinster realisert. Til tross for fravær av detaljoppfølging benyttet lærerne den sparte tiden til det som var målet med gevinstrealiseringen – økt elevoppfølging. Studien viste at målforståelse – lærernes oppriktige ønske om at elevene skal lykkes, og ønsket om en enklere administrativ hverdag – var de viktigste driverne for realiseringen. Resultatene fra Telemark gjør at vi foreslår å forenkle metodene for gevinstrealisering for denne typen gevinster. Tydelig kommunikasjon om gevinstene bør erstatte et omfattende byråkrati med kvantitativ oppfølging.

Article Erling S. Andersen, Kristoffer V. Grude (2018)

Our tribute to Rodney – And the importance of Goal Directed Project Management

International Journal of Project Management 36(1) p. 227-230 Doi: https://doi.org/10.1016/j.ijproman.2017.09.005

The book “Goal Directed Project Management” has had great success over the years and contributed to the development of project management scholarship. However, the story behind the first English edition of the book is also important in explaining the role Rodney Turner has come to play in the project management community and his decision to choose an academic career in this field. Below, we trace these events and outline the main ideas at the heart of the book.

Article Pernille Eskerod, Karyne Ang, Erling S. Andersen (2018)

Increasing project benefits by project opportunity exploitation

International Journal of Managing Projects in Business 11(1) p. 35-52 Doi: https://doi.org/10.1108/IJMPB-07-2017-0089

Purpose: Exploitation of project opportunities may bring more benefits than stipulated in the initial business case, and even stakeholder benefits that nobody thought of at the project initiation. The purpose of this paper is to suggest a new research area for megaprojects, i.e. the phenomenon of project opportunity exploitation as a means to increase the project benefits. Design/methodology/approach: This is a single case study of an infrastructure megaproject, i.e. the construction and operation of a 50+ years old American bridge. Data cover information regarding 60+ years old historical documents, newspaper articles, interviews and video-recordings. Findings: The findings of this paper are as follows: exploiting all opportunities created by the project and increasing project benefits require involvement from many categories of stakeholders; stakeholders get more involved in exploiting the opportunities created by the project when they are proud of the project; for some of the project-related opportunities, it might take a long time before they can be exploited (and related benefits achieved); and celebrating achievements of the project stimulate stakeholders to exploit opportunities created by the project and contribute to further project benefits. Research limitations/implications: Only few interviews were conducted. Interviewees were biased as all were very proud of the bridge. This is a single case study of a “rare species”, not representing most megaprojects. Practical implications: To enhance project opportunity exploitation and increased benefits, the project owner (team) must continuously communicate about the project, also after project execution. Originality/value: This study contributes to a gap within the literature on the phenomenon “project opportunity exploitation”. This is a very rich case study and of a “rare species”.

Chapter Ralf Müller, Erling S. Andersen, Ole Jonny Klakegg, Gro Holst Volden (2016)

Governance institutions

Governance and Governmentality for Projects: Enablers, Practices and Consequences p. 51-66

Article Ralf Müller, Rodney J. Turner, Erling S. Andersen, Jingting Shao, Øyvind Kvalnes (2016)

Governance and Ethics in Temporary Organizations: The Mediating Role of Corporate Governance

Project Management Journal 47(6) p. 7-23 Doi: https://doi.org/10.1177/875697281604700602

The impact of multilevel level governance on the frequency of ethical issues in temporary organizations (TOs) is investigated. A structural equation model, based on a global survey, showed that behavior control, as a governance mechanism at the temporary organization (TO) level, reduces the frequency of ethical issues. This relationship is partly mediated through corporate governance, which controls ethical issues by following good governance principles. Using institutional and agency theory, we identify a substitution effect, where micro level (TO) governance substitutes for ‘holes’ in the macro level (corporate) governance. Situational contingencies for the synchronization of governance efforts across macro and micro levels are discussed.

Article Erling S. Andersen (2016)

Do project managers have different perspectives on project management?

International Journal of Project Management 34(1) p. 58-65 Doi: https://doi.org/10.1016/j.ijproman.2015.09.007

Article Erling S. Andersen (2014)

Value creation using the mission breakdown structure

International Journal of Project Management 32(5) p. 885-892 Doi: https://doi.org/10.1016/j.ijproman.2013.11.003

The modern concept of project success includes the project contributing to the value creation of its base organization. We need tools to discuss what the project itself and the base organization should do to enhance this value creation. The Mission Breakdown Structure tool helps a company set up a project with a clearly defined mission and secures an effective interplay between the base organization and its project. This article presents the tool in principle and use an illustrative real-life case. The case looks like an IT project at the outset, but when using the Mission Breakdown Structure tool, we recognise that it is much more than that and that different stakeholders need to be involved to secure a successful project. Advice on how to use the Mission Breakdown Structure tool is also provided.

Article Erling S. Andersen (2014)

Skap verdi gjennom prosjekter

BI Leadership Magazine p. 26-27

Chapter Erling S. Andersen (2014)

Two Perspectives on Project management

Advancing Research on Projects and Temporary Organizations p. 140-149

Article Ralf Müller, Rodney Turner, Erling S. Andersen, Jingting Shao, Øyvind Kvalnes (2014)

Ethics, Trust, and Governance in Temporary Organziations

Project Management Journal 45(4) p. 39-54 Doi: https://doi.org/10.1002/pmj.21432

Article Erling S. Andersen (2013)

Prosjekteieren bidrar til suksess

BI Leadership Magazine 2013/2014 p. 24-25

Article Ralf Müller, Erling S. Andersen, Øyvind Kvalnes, Jingting Shao, Shankar Sankaran, Rodney Turner, Christopher Biesenthal, Derek H.T. Walker, Siegfried Gudergan (2013)

The Interrelationship of Governance,Trust, and Ethics in Temporary Organizations

Project Management Journal 44(4) p. 26-44 Doi: https://doi.org/10.1002/pmj.21350

This study investigates the variety of ethical decisions of project managers and their impact from corporate governance and project governance structures. The roles of personal trust and system trust as a mechanism to steer ethical decision making in different governance settings is explored. Nine qualitative case studies in Europe, Asia, and Australia show that ethical decision making is contingent on trust, which in turn is contingent on the fulfillment of personal expectations within a given governance structure. The findings show the prerequisites for ethical decision making and the consequences of lack of trust. Further managerial and theoretical implications are discussed.

Article Kristian Alm, Erling S. Andersen, Øyvind Kvalnes (2013)

Tillit i prosjekter

Magma forskning og viten 16(3) p. 26-33

Article Erling S. Andersen (2012)

Illuminating the role of the project owner

International Journal of Managing Projects in Business 5(1) p. 67-85 Doi: https://doi.org/10.1108/17538371211192900

Purpose – The purpose of this paper is to present the findings from a research project in Norway on the role of the project owner. The research was carried out in order to gain a better understanding of how project owners are handling their tasks, to identify areas for improvement and focus on challenges facing those being in this position. The research also studied which factors involving project owners could significantly improve project success. Design/methodology/approach – Empirical studies of the current situation were carried out, aiming at getting a picture of common and best practice. Data on the current situation of project owners were first collected through a survey, giving representative results of all projects. Second, the project carried out in-depth interviews with very experienced project owners and project managers. The second part of the research was based on the results from the current situation. It studied if changing negative aspects of project owner behaviour could improve project performance. A questionnaire survey was conducted. Findings – The research was based on a certain perspective on the role of the project owner. It focused on the relationships between the base organization and the project and argued that the project owner should take an active role as they are responsible for establishing the project and securing the deliveries of the project to actually create vital changes to the receiving organization. The first survey showed that common practice was not living up to the author's perspective. Interviews with the most professional people showed that they were doing better than the average. The final survey showed that project success could be enhanced when the project owner takes an active part in the socialization activities of the project, directed by implemented project management work guidelines. Project success may also be strengthened by a project management governance structure consisting of close cooperation between project owner and project manager throughout all phases of project work

Article Øyvind Kvalnes, Erling S. Andersen, Ralf Müller (2011)

Tillit i prosjektledelse

BI Leadership Magazine

Article Erling S. Andersen, Jonas Søderlund, Anne-Live Vaagaasar (2010)

Projects and politics: exploring the duality between action and politics in complex projects

International Journal of Management and Decision Making 11(2) p. 121-139

Article Erling S. Andersen (2010)

Are We Getting Any Better? Comparing Project Management in the Years 2000 and 2008

Project Management Journal 41(4) p. 4-16 Doi: https://doi.org/10.1002/pmj.20197

Article Erling S. Andersen (2010)

The X model - a tool for describing and assessing individual projects

International Journal of Managing Projects in Business 3(3) p. 369-386

Article Erling S. Andersen (2010)

Prosjektet som en temporær organisasjon

Magma forskning og viten 13(2) p. 18-26

Article Erling S. Andersen, Anne-Live Vaagaasar (2009)

Project Management Improvement Efforts-Creating Project Management Value By Uniqueness or Mainstream Thinking?

Project Management Journal 40(1) p. 19-27 Doi: https://doi.org/10.1002/pmj.20096

Article Erling S. Andersen, Anders Dysvik, Anne-Live Vaagaasar (2009)

Organizational Rationality and Project Management

International Journal of Managing Projects in Business 2(4) p. 479-498

Article Jonas Söderlund, Anne-Live Vaagaasar, Erling S. Andersen (2008)

Relating, reflecting and routinizing: Developing project competence in cooperation with others. International Journal of Project Management

International Journal of Project Management 26(5)

Article Anne-Live Vaagaasar, Erling S. Andersen (2007)

On task evolvement in renewal projects

International Journal of Project Management 25(4) p. 346-353

Chapter Erling S. Andersen (2006)

X-modellen i et teoretisk perspektiv

Ingeborg Baustad og Åge Sørsveen (red): X-modellen. Et universalverktøy for ledere og organisasjonsutviklere

Article Erling S. Andersen (2006)

Toward a Project Management Theory for Renewal Projects

Project Management Journal 37(4) p. 15-30

Chapter Erling S. Andersen (2006)

IT Projects and the X Model

Ingeborg Baustad og Åge Sørsveen (red): X-modellen: Et universalverktøy for ledere og organisasjonsutviklere

Article Erling S. Andersen, David Birchall, Svein Arne Jessen, Arthur H. Money (2006)

Exploring Project Success

Baltic Journal of Management 1(2) p. 127-147

Article Mark Winter, Erling S. Andersen, Roger Elvin, Ralph Levene (2006)

Focusing on Business Projects as an Area for Future Research: An Exploratory Discussion of Four Different Perspectives

International Journal of Project Management 24(8) p. 699-709

Article Erling S. Andersen, Svein Arne Jessen (2003)

Project Maturity in Organizations

International Journal of Project Management 21 p. 457-462

Article Erling S. Andersen (2003)

Prosjektmodenhet - en strategisk fordel

? p. 42-44

Article Erling S. Andersen (2003)

Understanding your project organization’s character

Project Management Journal 34(4) p. 4-11

Chapter Erling S. Andersen, Åge Sørsveen (2003)

IT Projects and the X Model

Bo Sundgren, Pär Mårtensson, Magnus Mähring, Kristina Nilsson (eds.): Exploring Patterns in Information Management

Article Erling S. Andersen, Qinli Xiao Dyrhaug, Svein Arne Jessen (2002)

Evaluation of Chinese Projects and Comparison with Norwegian Projects

International Journal of Project Management 20 p. 601-609

Article Jan T. Karlsen, Petter Gottschalk, Erling S. Andersen (2002)

External or Internal Focus? A Comparison of IT Executive and IT Project Manager Roles

Engineering Management Journal (EMJ) 14(2) p. 5-11

Article Erling S. Andersen, Qinli Xiao Dyrhaug, Svein Arne Jessen (2002)

Evaluation of Chinese Projects and Comparison with Norwegian Projects

International Journal of Project Management 20 p. 601-609

Article Erling S. Andersen (1999)

Nye muligheter med prosjektarbeidsformen!

Shows 5 of 66 publication(s)

Book Erling S. Andersen, Eva Schwencke (2020)

Prosjektarbeid. En veiledning for studenter 5. utgave

Fagbokforlaget

Article Erling S. Andersen (2019)

Bli bedre med X-modellen

BI Leadership Magazine

Lecture Pernille Eskerod, Erling S. Andersen (2017)

Addressing the Who-Question within Project Opportunity Exploitation - A Concern for the Modern Project

IRNOP

Conference lecture Pernille Eskerod, Karyne Ang, Erling S. Andersen (2017)

Increasing Project Benefits by Project Opportunity Exploitation – Investigating a Landmark Megaproject

EURAM

Book Erling S. Andersen, Pernille Eskerod (2017)

Projektsucces - Hvad enhver leder bør vide om projekter og projektledelse

Jurist- og Økonomforbundets Forlag

Book chapter Erling S. Andersen, Ingeborg Baustad, Åge Sørsveen (2017)

Vellykket forbedringsarbeid med X- og Y-modellene

Vekst og utvikling : Ledelse på norsk 25 år p. 65-92

Article Erling S. Andersen (2017)

Operasuksessen ingen regnet med

BI Leadership Magazine p. 36-37

Book Erling S. Andersen (2016)

Prosjektledelse - Dette må alle ledere vite

NKI Forlaget

Textbook Erling S. Andersen, Tor Haug, Kristoffer V. Grude (2016)

Målrettet prosjektstyring. 7. utgave

NKI Forlaget

Conference lecture Ralf Müller, J. R. Turner, Erling S. Andersen, Jingting Shao, Øyvind Kvalnes (2015)

Governance and ethics in temporary organizations: how corporate governance influences the temporary organization

IRNOP Conference (International Research Network for Organizing by Projects)

Conference lecture Petter Gottschalk, Erling S. Andersen (2015)

White-Collar Criminals and their Lawyers as Knowledge Workers: A Principal-Agent Contemplation

International Conference on Organization and Management

Conference lecture Ralf Müller, Rodney J. Turner, Erling S. Andersen, Jingting Shao, Øyvind Kvalnes (2014)

Governance, trust and ethics in temporary organizations: how corporate governance influences the temporary organization

EGOS Colloquium

Conference lecture Ralf Müller, Rodney J. Turner, Erling S. Andersen, Jingting Shao, Øyvind Kvalnes (2013)

Ethics, Trust and Governance in Temporary Organizations: Building trust through the governance paradigm

IRNOP XI Conference (International Research Network for Organizing by Projects)

Textbook Erling S. Andersen, Eva Schwencke (2013)

Projektarbete: En vägledning för studenter

Studentlitteratur

Article Erling S. Andersen (2013)

Forskjellige prosjektperspektiver

Prosjektledelse p. 22-23

Textbook Erling S. Andersen, Kristoffer V. Grude, Tor Haug (2013)

Målinriktad projektstyrning, 4. upplagan

Studentlitteratur

Conference lecture Ralf Müller, Erling S. Andersen, Øyvind Kvalnes, Jingting Shao, Sankaran Shankar, Rodney J. Turner, Chris Biesenthal, Derek H.T. Walker, Siegfried Gudergan (2012)

The Interrelationship between Governance, Trust and Ethics in Temporary Organizations

PMI Research & Education Conference

Textbook Erling S. Andersen, Eva Schwencke (2012)

Prosjektarbeid : en veiledning for studenter

NKI Forlaget

Article Øyvind Kvalnes, Erling S. Andersen, Ralf Müller (2012)

På sporet av tillit i prosjektledelse

BI Leadership Magazine 2011/2012

Conference lecture Erling S. Andersen (2010)

The two perspectives of project management

The first Business Project Workshop

Article Erling S. Andersen (2010)

Forskningsprosjekt om prosjekteierrollen

Prosjektledelse p. 8-10

Conference lecture Erling S. Andersen (2010)

Illuminating the role of the project owner

Asian Pacific Research Conference on Project Management

Conference lecture Erling S. Andersen (2010)

Are we getting any better? Comparing project management in the years 2000 and 2008

PMI Research and Education Conference 2010

Textbook Erling S. Andersen, Kristoffer V. Grude, Tor Haug (2009)

Goal Directed Project Management:Effective Techniques and Strategies, 4th Edition

Kogan page

Conference lecture Erling S. Andersen (2009)

Illuminating the role of the project owner

NEON

Textbook Erling S. Andersen, Kristoffer V. Grude, Tor Haug (2009)

Målrettet prosjekstyring, 6. utgave

NKI Forlaget

Conference lecture Erling S. Andersen (2009)

Describing and assessing projects: The X model

23rd IPMA World Congress

Conference lecture Erling S. Andersen (2009)

Two perspectives of project management

EURAM 2009

Book Erling S. Andersen (2008)

Rethinking Project Management - An Organizational Perspective

Prentice-Hall

Conference lecture Erling S. Andersen, Anders Dysvik, Anne Live Vaagaasar (2008)

Explaining Different Project Perspectives

EURAM Annual Conference 2008 Ljubljana

Book Erling S. Andersen (2005)

Prosjektledelse - et organisasjonsperspektiv

NIK Forlaget

Conference lecture Qinli Xiao Dyrhaug, Erling S. Andersen (2003)

A Generalized Critical Success Factor Process Model For Managing Offshore Development Projects In Norway

7-th IPMA World Congress on Project Management

Conference lecture Qinli Xiao Dyrhaug, Erling S. Andersen (2003)

A Generalized Critical Success Factor Process Model For Managing Offshore Development Projects In Norway

7-th IPMA World Congress on Project Management

Conference lecture Erling S. Andersen (2003)

IS Professional Commitment – Influencing Factors

ACIS (Australasian Conference on Information Systems)

Conference lecture Erling S. Andersen, Bjørn Johs. Kolltveit, Asbjørn Rolstadås (2003)

Oil Development Projects in Norway - Some Lessons Learned

PMI Conference

Conference lecture Erling S. Andersen, Bjørn Johs. Kolltveit, Asbjørn Rolstadås (2003)

Oil Development Projects in Norway - Some Lessons Learned

PMI Conference

Conference lecture Erling S. Andersen, Asbjørn Rolstadås (2002)

Norwegian Center for Project Management - A National Research Initiative

pm days ’02 – research conference

Conference lecture Erling S. Andersen (2002)

Describing and assessing projects – the X model

PMI Research Conference 2002

Conference lecture Erling S. Andersen (2002)

“Never the twain shall meet” – Exploring the differences between Japanese and Norwegian IS professionals

ACM SIGCPR (Association for Computing Machinery Special Interest Group on Computer Personnel Research)

Conference lecture Erling S. Andersen (2002)

Purpose Breakdown Structure – Increased focus on value creation

Nordnet 2002

Conference lecture Erling S. Andersen, Asbjørn Rolstadås (2002)

Norwegian Center for Project Management - A National Research Initiative

pm days �02 � research conference

Conference lecture Erling S. Andersen, Asbjørn Rolstadås (2002)

High Attention Norwegian Projects with Substantial Cost/Time Overrun – Lessons to be Learned

pm days ’02

Conference lecture Jan T. Karlsen, Petter Gottschalk, Erling S. Andersen (2002)

InformationTechnology Management Roles: A Comparison of IT executives and IT project managers

Hawaii International Conference on Systems Sciences

Conference lecture Erling S. Andersen, Svein Arne Jessen (2002)

Project maturity in organisations

Irnop 5 (International Research Network on Organizing by Projects)

Conference lecture Erling S. Andersen, Asbjørn Rolstadås (2002)

High Attention Norwegian Projects with Substantial Cost/Time Overrun � Lessons to be Learned

pm days �02

Textbook Erling S. Andersen, Eva Schwencke (2001)

Prosjektarbeid : en veiledning for studenter

NKI forlag

Book review Erling S. Andersen (2001)

PEVS? Prosjektevalueringsskjemaet

Prosjektledelse

Textbook Erling S. Andersen, Eva Schwencke (2001)

Projektarbejde : en vejledning for studerende

Studentlitteratur

Book Erling S. Andersen, Petter Gottschalk (2001)

Information technology management

Scandinavian University Press

Report Erling S. Andersen (1999)

Systemutvikling i Solveig Bjørnestad: "Introduksjon til informasjonsvitensap"

Universitetet i Bergen

Textbook Erling S. Andersen, Kristoffer Grude, Tor Haug (1998)

Målrettet prosjektstyring

NKI Forlaget

Textbook Erling S. Andersen, Eva Schwencke (1998)

Prosjektarbete - en vägledning for studenter

Studentlitteratur

Report Erling S. Andersen, Andreas Lothe Opdahl (1996)

Supporting IS Architecture Work: Progress Report from the RAISA Project

Department of Information Science

Report Erling S. Andersen, Andreas L. Opdahl (1995)

A metamodel for is-architecture representation

UiB-SV: Institutt for informasjonsvitenskap

Book Erling S. Andersen, Kristoffer V. Grude, Tor Haug (1995)

Goal directed project management (2nd. edition)

Kogan Page, London

Report Erling S. Andersen, Andreas L. Opdahl (1995)

Systemutvikling'95 - Rapport fra et forskerutdanningsseminar i systemutvikling

Universitetet i Bergen

Report Erling S. Andersen, Andreas L. Opdahl, Egil Andersen, Nina Bjørnøy, Nikolas Kallas, Nazir G.P. Luenga, Gry Pettersvold, Irene Skrugstad (1995)

RAISA: Representation and assessment of information systems architecture, prosjektstatus 1/9-95

UiB-SV: Institutt for informasjonsvitenskap

Report Erling S. Andersen, Ingeborg Baustad, Åge Sørsveen, Bo Dahlbom (1995)

The concept of information precedence relation. In: The infological equation. Essays in honor of B@ørje Langefors

[Mangler utgivernavn]

Report Erling S. Andersen, Andreas L. Opdahl (1995)

IS architecture assessment for requirements engineering

UiB-SV: Institutt for informasjonsvitenskap

Book Erling S. Andersen (1994)

Systemutveckling. Principer, metoder og tekniker (Orginaltittel: Systemutvikling)

Studentlitteratur, Lund

Book Erling S. Andersen (1994)

Systemutvikling, 2. utgave

NKI Forlaget, Bekkestua

Book Erling S. Andersen, Ingeborg Baustad, Åge Sørseen (1994)

Ledelse på norsk. Prinsipper, arbeidsmåter og resultater

Gyldendal Akademisk

Book Erling S. Andersen, Erik Aurbakken, Eivind Barca, Jan Engebretsen, Helga M. Strømme (1993)

Data gjennom 40 år - miljøet, faget, foreningen

Gyldendal Akademisk

Report Solveig Bjørnestad, Gunnar Soleim, Erling S. Andersen (1993)

Programmeringsmetoder

[Mangler utgivernavn]

Book Erling S. Andersen, Tor Haug, Kristoffer Grunde (1993)

Målrettet prosjektstyring. 3. utg

NKI Forlaget

Report Erling S. Andersen (1993)

Systemutviklingsfaget gjennom 40 år

[Mangler utgivernavn]

Academic Degrees
Year	Academic Department	Degree
1966	University of Oslo	Master Cand. Oecon

Work Experience
Year	Employer	Job Title
2011 - Present	BI Norwegian Business School	Professor emeritus
1996 - 2011	BI Norwegian Business School	Professor