A network approach to project business analysis

Abstract

Purpose Based upon previous models and the extant literature, the purpose of this paper is to present a network approach to describing and analyzing inter‐organizational relationships in project business. The framework provides a better understanding of the dynamic processes and critical interfaces in a network context, and advocates the use of the tools of agile supply‐demand networks (ASDN) and design structure matrix (DSM). Design/methodology/approach This conceptual paper uses a network approach to understand inter‐organizational business relationships in resource management. This approach is useful for understanding relationships in project business, which usually involves a wide array of actors or stakeholders who provide resources or have an interest in project outcomes. Findings The paper concludes that a network‐based framework provides a solid basis for a rich description and analysis of a multi‐actor project business, as well as assisting in understanding important interpersonal relationship factors that affect project success‐such as trust, commitment, and adaptation. Research limitations/implications Models of the type discussed here have been implemented in larger multinational corporations, but they might not be applicable in smaller enterprises that do not have overall control of a network. Practical implications The paper presents useful practical tools for understanding the dynamic processes of networks in project‐based business, and for identifying the actors, activities and resource interdependencies involved. Originality/value This paper extends upon previous approaches to project business and presents practical tools that can be used to analyze project‐business networks.