same frequency band until the operation of the current VHF systems has phased out. In order to allow for a gradual in-band transition from the current to a future ATC communication system the B-VHF system uses an overlay concept, i.e., the B-VHF system coexists with the current VHF communication systems in the. We contribute to the literature by (1) examining the linkage between organizational success and project performance criteria, (2) exhibiting the interrelations, dominance, and use of certain project performance measures in determining whether a project is successful, and (3) offering a framework for understanding how performance measurement can support success in project-based operations.Ī promising approach for future air traffic control (ATC) is the multi-carrier based broadband communication system B-VHF operated in the very high frequency (VHF) band. Our unit of analysis in these cases is performance measurement in terms of its alignment or misalignment of success. We build a theoretical framework of the concepts and elaborate on it by examining three innovation project cases-a smart-city project with little organizational success-driven performance measurement, a product development project with overly ambitious project management goals but an overall positive organizational impact, and an R&D project involving practically no project management performance measurement since organizational success was considered paramount. This paper investigates the existing and missing connections between the concepts of project management success and organizational success. We identify how various types of reciprocal interdependencies in complex projects such as Crossrail – at the system and system of systems levels – require ongoing monitoring and control, and the mutual adjustment of tasks. The balancing act of stability and change manifests during critical periods of the project life cycle as various interdependent systems evolve with different degrees of maturity. We examine the dynamics of systems integration through a case-study of Crossrail, the construction of London's new urban railway system, which will be called the Elizabeth Line when it opens for service. This paper builds on the concept of “disciplined flexibility” to describe how systems integration can be conceived as a dynamic process of maintaining stability, while responding flexibly to changing conditions. Systems integration is essential for the design and execution of large, complex projects, but relatively little is known about how this task develops over time during the life cycle of a project.

Experience Points by N.A. Melamed