Ansattprofil

Erling S Andersen

Professor emeritus

Institutt for ledelse og organisasjon

Romnummer A3Y-030
Telefon +4790281471
E-post erling.s.andersen@bi.no

Ekspertområder

Prosjektledelse

Publikasjoner

Viser 5 av 36 publikasjon(er)

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

Gevinstrealisering i digitaliseringsprosjekter

Magma forskning og viten 23(0720) s. 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.

Artikkel 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) s. 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.

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

Increasing project benefits by project opportunity exploitation

International Journal of Managing Projects in Business 11(1) s. 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”.

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

Governance institutions

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

Artikkel 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) s. 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.

Artikkel Erling S. Andersen (2016)

Do project managers have different perspectives on project management?

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

Artikkel Erling S. Andersen (2014)

Value creation using the mission breakdown structure

International Journal of Project Management 32(5) s. 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.

Artikkel Erling S. Andersen (2014)

Skap verdi gjennom prosjekter

BI Leadership Magazine s. 26-27

Kapittel Erling S. Andersen (2014)

Two Perspectives on Project management

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

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

Ethics, Trust, and Governance in Temporary Organziations

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

Artikkel Erling S. Andersen (2013)

Prosjekteieren bidrar til suksess

BI Leadership Magazine 2013/2014 s. 24-25

Artikkel 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) s. 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.

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

Tillit i prosjekter

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

Artikkel Erling S. Andersen (2012)

Illuminating the role of the project owner

International Journal of Managing Projects in Business 5(1) s. 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

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

Tillit i prosjektledelse

BI Leadership Magazine

Artikkel 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) s. 121-139

Artikkel Erling S. Andersen (2010)

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

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

Artikkel Erling S. Andersen (2010)

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

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

Artikkel Erling S. Andersen (2010)

Prosjektet som en temporær organisasjon

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

Artikkel 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) s. 19-27 Doi: https://doi.org/10.1002/pmj.20096

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

Organizational Rationality and Project Management

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

Artikkel 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)

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

On task evolvement in renewal projects

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

Kapittel Erling S. Andersen (2006)

X-modellen i et teoretisk perspektiv

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

Artikkel Erling S. Andersen (2006)

Toward a Project Management Theory for Renewal Projects

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

Kapittel Erling S. Andersen (2006)

IT Projects and the X Model

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

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

Exploring Project Success

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

Artikkel 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) s. 699-709

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

Project Maturity in Organizations

International Journal of Project Management 21 s. 457-462

Artikkel Erling S. Andersen (2003)

Prosjektmodenhet - en strategisk fordel

? s. 42-44

Artikkel Erling S. Andersen (2003)

Understanding your project organization’s character

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

Kapittel 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

Artikkel 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 s. 601-609

Artikkel 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) s. 5-11

Artikkel 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 s. 601-609

Artikkel Erling S. Andersen (1999)

Nye muligheter med prosjektarbeidsformen!

Viser 5 av 66 publikasjon(er)

Fagbok Erling S. Andersen, Eva Schwencke (2020)

Prosjektarbeid. En veiledning for studenter 5. utgave

Fagbokforlaget

Artikkel Erling S. Andersen (2019)

Bli bedre med X-modellen

BI Leadership Magazine

Foredrag Pernille Eskerod, Erling S. Andersen (2017)

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

IRNOP

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

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

EURAM

Bok Erling S. Andersen, Pernille Eskerod (2017)

Projektsucces - Hvad enhver leder bør vide om projekter og projektledelse

Jurist- og Økonomforbundets Forlag

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

Vellykket forbedringsarbeid med X- og Y-modellene

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

Artikkel Erling S. Andersen (2017)

Operasuksessen ingen regnet med

BI Leadership Magazine s. 36-37

Bok Erling S. Andersen (2016)

Prosjektledelse - Dette må alle ledere vite

NKI Forlaget

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

Målrettet prosjektstyring. 7. utgave

NKI Forlaget

Konferanseforedrag 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)

Konferanseforedrag 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

Konferanseforedrag 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

Konferanseforedrag 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)

Lærebok Erling S. Andersen, Eva Schwencke (2013)

Projektarbete: En vägledning för studenter

Studentlitteratur

Artikkel Erling S. Andersen (2013)

Forskjellige prosjektperspektiver

Prosjektledelse s. 22-23

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

Målinriktad projektstyrning, 4. upplagan

Studentlitteratur

Konferanseforedrag 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

Lærebok Erling S. Andersen, Eva Schwencke (2012)

Prosjektarbeid : en veiledning for studenter

NKI Forlaget

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

På sporet av tillit i prosjektledelse

BI Leadership Magazine 2011/2012

Konferanseforedrag Erling S. Andersen (2010)

The two perspectives of project management

The first Business Project Workshop

Artikkel Erling S. Andersen (2010)

Forskningsprosjekt om prosjekteierrollen

Prosjektledelse s. 8-10

Konferanseforedrag Erling S. Andersen (2010)

Illuminating the role of the project owner

Asian Pacific Research Conference on Project Management

Konferanseforedrag Erling S. Andersen (2010)

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

PMI Research and Education Conference 2010

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

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

Kogan page

Konferanseforedrag Erling S. Andersen (2009)

Illuminating the role of the project owner

NEON

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

Målrettet prosjekstyring, 6. utgave

NKI Forlaget

Konferanseforedrag Erling S. Andersen (2009)

Describing and assessing projects: The X model

23rd IPMA World Congress

Konferanseforedrag Erling S. Andersen (2009)

Two perspectives of project management

EURAM 2009

Fagbok Erling S. Andersen (2008)

Rethinking Project Management - An Organizational Perspective

Prentice-Hall

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

Explaining Different Project Perspectives

EURAM Annual Conference 2008 Ljubljana

Fagbok Erling S. Andersen (2005)

Prosjektledelse - et organisasjonsperspektiv

NIK Forlaget

Konferanseforedrag 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

Konferanseforedrag 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

Konferanseforedrag Erling S. Andersen (2003)

IS Professional Commitment – Influencing Factors

ACIS (Australasian Conference on Information Systems)

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

Oil Development Projects in Norway - Some Lessons Learned

PMI Conference

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

Oil Development Projects in Norway - Some Lessons Learned

PMI Conference

Konferanseforedrag Erling S. Andersen, Asbjørn Rolstadås (2002)

Norwegian Center for Project Management - A National Research Initiative

pm days ’02 – research conference

Konferanseforedrag Erling S. Andersen (2002)

Describing and assessing projects – the X model

PMI Research Conference 2002

Konferanseforedrag 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)

Konferanseforedrag Erling S. Andersen (2002)

Purpose Breakdown Structure – Increased focus on value creation

Nordnet 2002

Konferanseforedrag Erling S. Andersen, Asbjørn Rolstadås (2002)

Norwegian Center for Project Management - A National Research Initiative

pm days �02 � research conference

Konferanseforedrag Erling S. Andersen, Asbjørn Rolstadås (2002)

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

pm days ’02

Konferanseforedrag 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

Konferanseforedrag Erling S. Andersen, Svein Arne Jessen (2002)

Project maturity in organisations

Irnop 5 (International Research Network on Organizing by Projects)

Konferanseforedrag Erling S. Andersen, Asbjørn Rolstadås (2002)

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

pm days �02

Lærebok Erling S. Andersen, Eva Schwencke (2001)

Prosjektarbeid : en veiledning for studenter

NKI forlag

Bokanmeldelse Erling S. Andersen (2001)

PEVS? Prosjektevalueringsskjemaet

Prosjektledelse

Lærebok Erling S. Andersen, Eva Schwencke (2001)

Projektarbejde : en vejledning for studerende

Studentlitteratur

Fagbok Erling S. Andersen, Petter Gottschalk (2001)

Information technology management

Scandinavian University Press

Rapport Erling S. Andersen (1999)

Systemutvikling i Solveig Bjørnestad: "Introduksjon til informasjonsvitensap"

Universitetet i Bergen

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

Målrettet prosjektstyring

NKI Forlaget

Lærebok Erling S. Andersen, Eva Schwencke (1998)

Prosjektarbete - en vägledning for studenter

Studentlitteratur

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

Supporting IS Architecture Work: Progress Report from the RAISA Project

Department of Information Science

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

A metamodel for is-architecture representation

UiB-SV: Institutt for informasjonsvitenskap

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

Goal directed project management (2nd. edition)

Kogan Page, London

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

Systemutvikling'95 - Rapport fra et forskerutdanningsseminar i systemutvikling

Universitetet i Bergen

Rapport 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

Rapport 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]

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

IS architecture assessment for requirements engineering

UiB-SV: Institutt for informasjonsvitenskap

Fagbok Erling S. Andersen (1994)

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

Studentlitteratur, Lund

Fagbok Erling S. Andersen (1994)

Systemutvikling, 2. utgave

NKI Forlaget, Bekkestua

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

Ledelse på norsk. Prinsipper, arbeidsmåter og resultater

Gyldendal Akademisk

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

Data gjennom 40 år - miljøet, faget, foreningen

Gyldendal Akademisk

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

Programmeringsmetoder

[Mangler utgivernavn]

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

Målrettet prosjektstyring. 3. utg

NKI Forlaget

Rapport Erling S. Andersen (1993)

Systemutviklingsfaget gjennom 40 år

[Mangler utgivernavn]

Akademisk grad
År	Akademisk institusjon	Grad
1966	University of Oslo	Master Cand. Oecon

Arbeidserfaring
År	Arbeidsgiver	Tittel
2011 - Present	BI Norwegian Business School	Professor emeritus
1996 - 2011	BI Norwegian Business School	Professor

BI Business Review artikler:

BI Business Review

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Hvordan vi bør tenke om prosjekter for å oppnå mest mulig verdi.
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Oppnå maks gevinst – Fokuser på mål fremfor detaljer

Hvordan best lede prosjekter der gevinsten er fordelt utover i det små på mange?
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En ny måte å tenke prosjektsuksess

Hva er prosjektsuksess? Er det et godt gjennomført prosjekt med leveranser i tide innenfor budsjett? Eller er det effektene og ringvirkningene prosjektet skaper?
$Jobber du med forbedringer? Da kan X-modellen hjelpe deg, mener Erling S. Andersen (illustrasjonsfoto fra id\earbeid).$

BI Business Review

Bli bedre med X-modellen

X-modellen er et Kinderegg for deg som jobber med forbedringer. Den hjelper deg til å få oversikt over nåsituasjonen, identifisere problemer og følge opp med tiltak.
BI Business Review

Operasuksessen ingen hadde regnet med

Operaen har bidratt til å gjøre Oslo mer attraktiv og heve Bjørvika som område i byen. Det hadde ikke Stortinget regnet med.
BI Business Review

Åtte bud for å lykkes med prosjekter

Mange prosjekter mislykkes fordi prosjekteieren ikke involverer seg. Her er åtte bud til ledere som bruker prosjekter.