Development Arena in Project Management - Revision history

Mathildedahl: /* Development Arenas and its elements */

2022-03-20T16:22:34Z

Development Arenas and its elements

← Older revision		Revision as of 16:22, 20 March 2022
Line 25:		Line 25:
	In the following section, the development arena, and the various parts it consists of will be described in more detail.		In the following section, the development arena, and the various parts it consists of will be described in more detail.

	== Development Arenas and ~~its elements~~ ==		== Development Arenas and actor-worlds ==

	A development arena is generally characterized by four different parts;		A development arena is generally characterized by four different parts;

Mathildedahl: /* Abstract */

2022-03-20T16:20:25Z

Abstract

← Older revision		Revision as of 16:20, 20 March 2022
Line 5:		Line 5:
	The development arena is a systematic and analytical framework that can be used as a tool to understand and analyze processes in which companies and other actors try to influence and control technologies, products, and markets <ref> Jørgensen, U., & Sørensen, O. H. (1999). Arenas of development - A space populated by actor-worlds, artefacts, and surprises. Technology Analysis and Strategic Management, 11(3), 409–429. https://doi.org/10.1080/095373299107438 </ref>. Under the auspices of project management, the framework is firstly a unique tool to map the complex network of stakeholders, that the project team enters when working on a new project. Secondly, and most important of the use of the development arena is its ability to identify different stakeholders and their needs and dividing them into common grounds with their relevant activities and interests, which can help project managers to be more aware of the environment they are in and the operations that are involved.		The development arena is a systematic and analytical framework that can be used as a tool to understand and analyze processes in which companies and other actors try to influence and control technologies, products, and markets <ref> Jørgensen, U., & Sørensen, O. H. (1999). Arenas of development - A space populated by actor-worlds, artefacts, and surprises. Technology Analysis and Strategic Management, 11(3), 409–429. https://doi.org/10.1080/095373299107438 </ref>. Under the auspices of project management, the framework is firstly a unique tool to map the complex network of stakeholders, that the project team enters when working on a new project. Secondly, and most important of the use of the development arena is its ability to identify different stakeholders and their needs and dividing them into common grounds with their relevant activities and interests, which can help project managers to be more aware of the environment they are in and the operations that are involved.

	This article will provide an insight into what defines a development arena, what elements the arena consists of, and finally how this framework can be used as a tool within ~~management and more specifically its relation to~~ project~~, program, and portfolio~~ management.		This article will provide an insight into what defines a development arena, what elements the arena consists of, and finally how this framework can be used as a tool to actively create a desired change across the network within project management.

	== Introduction ==		== Introduction ==

Mathildedahl: /* Abstract */

2022-03-20T16:17:45Z

Abstract

← Older revision		Revision as of 16:17, 20 March 2022
Line 1:		Line 1:

	== Abstract ==		== Abstract ==
	Today, project managers face a lot of different problems, when entering a project. These problems are often characterized by their complexity and the challenges of addressing the solution, since the solution is often defined by multiple, sometimes competing, perspectives and stakeholders. Since 1968, this kind of problem has been referred to as the so-called “wicked problem” <ref> Rittel, H. W., & Webber, M. M. (1992). Dilemmas in a General Theory of Planning. Washington Quarterly, 15(1), 157–168. https://doi.org/10.1080/01636609209550084 </ref>. Just as these problems are complex and entangled and difficult to navigate in, likewise are the networks by which they are surrounded and participate in. In order to navigate and manage complex problems and networks, it is beneficial for project, program, and portfolio managers to use simple tools for creating structure. This is where the tool “Development Arena” by Jørgensen and Sørensen 1999 enters the picture. Using this tool, project, program, and portfolio managers perform as facilitators in the design- and management processes, where dialog and negotiations between different actors and stakeholders are key criteria for a successful project or program.		Today, project managers face a lot of different problems, when entering a project. These problems are often characterized by their complexity and the challenges of addressing the solution, since the solution is often defined by multiple, sometimes competing, perspectives and stakeholders. Since 1968, this kind of problem has been referred to as the so-called “wicked problem” <ref> Rittel, H. W., & Webber, M. M. (1992). Dilemmas in a General Theory of Planning. Washington Quarterly, 15(1), 157–168. https://doi.org/10.1080/01636609209550084 </ref>. Just as these problems are complex and entangled and difficult to navigate in, likewise are the networks by which they are surrounded and participate in. In order to navigate and manage complex problems and networks, it is beneficial for project, program, and portfolio managers to use simple tools for creating structure. This is where the tool “Development Arena” by Jørgensen and Sørensen 1999 enters the picture. Using this tool, project, program, and portfolio managers perform as facilitators in the design- and management processes, where dialog and negotiations between different actors and stakeholders are key criteria for a successful project or program. However, this article will mainly focus on the theory related to project management.

	The development arena is a systematic and analytical framework that can be used as a tool to understand and analyze processes in which companies and other actors try to influence and control technologies, products, and markets <ref> Jørgensen, U., & Sørensen, O. H. (1999). Arenas of development - A space populated by actor-worlds, artefacts, and surprises. Technology Analysis and Strategic Management, 11(3), 409–429. https://doi.org/10.1080/095373299107438 </ref>. Under the auspices of project management, the framework is firstly a unique tool to map the complex network of stakeholders, that the project team enters when working on a new project. Secondly, and most important of the use of the development arena is its ability to identify different stakeholders and their needs and dividing them into common grounds with their relevant activities and interests, which can help project managers to be more aware of the environment they are in and the operations that are involved.		The development arena is a systematic and analytical framework that can be used as a tool to understand and analyze processes in which companies and other actors try to influence and control technologies, products, and markets <ref> Jørgensen, U., & Sørensen, O. H. (1999). Arenas of development - A space populated by actor-worlds, artefacts, and surprises. Technology Analysis and Strategic Management, 11(3), 409–429. https://doi.org/10.1080/095373299107438 </ref>. Under the auspices of project management, the framework is firstly a unique tool to map the complex network of stakeholders, that the project team enters when working on a new project. Secondly, and most important of the use of the development arena is its ability to identify different stakeholders and their needs and dividing them into common grounds with their relevant activities and interests, which can help project managers to be more aware of the environment they are in and the operations that are involved.

Mathildedahl: /* Annotated Bibliography */

2022-03-20T16:09:51Z

Annotated Bibliography

← Older revision		Revision as of 16:09, 20 March 2022
Line 107:		Line 107:
	* '''Jørgensen, U. (2012). Mapping and navigating transitions - The multi-level perspective compared with arenas of development.'''		* '''Jørgensen, U. (2012). Mapping and navigating transitions - The multi-level perspective compared with arenas of development.'''
	This article reflects on transitions of sociotechnical systems by comparing two different approaches; AoD (Arenas of Development) and MLP (Multi Level Perspective). In the article, Jørgensen gives different examples in relation to transition studies by describing three different cases. Where MLP is based on the understanding of interactions across three different levels of society; niches, regimes and landscapes, then conversely AoD takes it outset in an increased awareness of actors and their individual actions and interest in the network.		This article reflects on transitions of sociotechnical systems by comparing two different approaches; AoD (Arenas of Development) and MLP (Multi Level Perspective). In the article, Jørgensen gives different examples in relation to transition studies by describing three different cases. Where MLP is based on the understanding of interactions across three different levels of society; niches, regimes and landscapes, then conversely AoD takes it outset in an increased awareness of actors and their individual actions and interest in the network.


	* '''Jørgensen, U., & Sørensen, O. H. (1999). Arenas of development - A space populated by actor-worlds, artefacts, and surprises.'''		* '''Jørgensen, U., & Sørensen, O. H. (1999). Arenas of development - A space populated by actor-worlds, artefacts, and surprises.'''

Mathildedahl: /* Annotated Bibliography */

2022-03-20T16:09:38Z

Annotated Bibliography

← Older revision		Revision as of 16:09, 20 March 2022
Line 106:		Line 106:

	* '''Jørgensen, U. (2012). Mapping and navigating transitions - The multi-level perspective compared with arenas of development.'''		* '''Jørgensen, U. (2012). Mapping and navigating transitions - The multi-level perspective compared with arenas of development.'''
	This article reflects on transitions of sociotechnical systems by comparing two different approaches; AoD (Arenas of Development) and MLP (Multi Level Perspective). In the article, Jørgensen gives different examples in relation to transition studies by describing three different cases. Where MLP is based on the understanding of interactions across three different levels of society; niches, regimes and landscapes, then conversely AoD takes it outset in an increased awareness of actors and their individual actions and interest in the network		This article reflects on transitions of sociotechnical systems by comparing two different approaches; AoD (Arenas of Development) and MLP (Multi Level Perspective). In the article, Jørgensen gives different examples in relation to transition studies by describing three different cases. Where MLP is based on the understanding of interactions across three different levels of society; niches, regimes and landscapes, then conversely AoD takes it outset in an increased awareness of actors and their individual actions and interest in the network.


	* '''Jørgensen, U., & Sørensen, O. H. (1999). Arenas of development - A space populated by actor-worlds, artefacts, and surprises.'''		* '''Jørgensen, U., & Sørensen, O. H. (1999). Arenas of development - A space populated by actor-worlds, artefacts, and surprises.'''
	This ~~article describes~~ how different phenomena such as mapping a socio-technical field, how changes within this field can be created and how the field can be reconstructed as part of a larger network. The authors Jørgensen and Sørensen strive to find out how these phenomena can be managed and present, in this connection, the reader to the concept of development arena.		This paper outlines how different phenomena such as mapping a socio-technical field, how changes within this field can be created and how the field can be reconstructed as part of a larger network. The authors Jørgensen and Sørensen strive to find out how these phenomena can be managed and present, in this connection, the reader to the concept of development arena. The term is suggested to perform as an analytical framework or a cognitive space for research.

	*'''Callon, M. (1986). Sociology of an ~~Actor-Network - Michel Callon~~.~~pdf '''~~


	* '''Callon, M. (2017). Some elements of a sociology of translation: Domestication of the scallops and the fishermen of Saint-Brieuc Bay. Logos (Russian Federation), 27(2), 49–94. https://doi.org/10.22394/0869-5377-2017-2-49-90'''		* '''Callon, M. (2017). Some elements of a sociology of translation: Domestication of the scallops and the fishermen of Saint-Brieuc Bay. Logos (Russian Federation), 27(2), 49–94. https://doi.org/10.22394/0869-5377-2017-2-49-90'''
			This paper outlines four central “moments of translation” (Callon, 1986) identified in the study of an investigation into the decreasing population of scallops in the St. Brieuc Bay. The four moments of translations are; problematization, interessement, enrolement and mobilization. Connected, these four elements constitute the translation process that builds and modifies networks. If the reader is interested in going in depth with the sociology of translation, then this article is particularly appropriate to the study of technology and science in structuring power relationships.

	== References ==		== References ==
	<references />		<references />

Mathildedahl: /* Introduction */

2022-03-20T15:08:34Z

Introduction

← Older revision		Revision as of 15:08, 20 March 2022
Line 12:		Line 12:
	The concept of Develop Arena takes its most important theoretical inspiration from Bruno Latour, Michel Callon, and John Law’s community of ideas throughout the 1980s and 1990s – especially Actor-network theory (ANT) <ref> Jørgensen, U. (2012). Mapping and navigating transitions - The multi-level perspective compared with arenas of development. Research Policy, 41(6), 996–1010. https://doi.org/10.1016/j.respol.2012.03.001 </ref> which was one of the outcomes. Some may know ANT as a theory that can be helpful in the description and understanding of complex, heterogeneous networks, in which both human and non-human actors are involved. These actors are described in the network through the relationships they are part of. Unlike actor-network theory, the concept of development arena focuses rather on how development and change can be created in the network by inviting new actors into the arena and thereby reconfiguring the network. It can be argued that the Arena concept is a response to a need for an improved theory that deals more with transition processes in project management <ref> Jørgensen, U. (2012). Mapping and navigating transitions - The multi-level perspective compared with arenas of development. Research Policy, 41(6), 996–1010. https://doi.org/10.1016/j.respol.2012.03.001 </ref>.		The concept of Develop Arena takes its most important theoretical inspiration from Bruno Latour, Michel Callon, and John Law’s community of ideas throughout the 1980s and 1990s – especially Actor-network theory (ANT) <ref> Jørgensen, U. (2012). Mapping and navigating transitions - The multi-level perspective compared with arenas of development. Research Policy, 41(6), 996–1010. https://doi.org/10.1016/j.respol.2012.03.001 </ref> which was one of the outcomes. Some may know ANT as a theory that can be helpful in the description and understanding of complex, heterogeneous networks, in which both human and non-human actors are involved. These actors are described in the network through the relationships they are part of. Unlike actor-network theory, the concept of development arena focuses rather on how development and change can be created in the network by inviting new actors into the arena and thereby reconfiguring the network. It can be argued that the Arena concept is a response to a need for an improved theory that deals more with transition processes in project management <ref> Jørgensen, U. (2012). Mapping and navigating transitions - The multi-level perspective compared with arenas of development. Research Policy, 41(6), 996–1010. https://doi.org/10.1016/j.respol.2012.03.001 </ref>.

	Another important difference between the two concepts is that the Development Arena concept adds a “spatial dimension” to the theory. This dimension must be understood as a delimitation or division of the network - i.e., the network is divided into different spaces in which different actors interact towards the same goal. <ref> Jørgensen, U. (2012). Mapping and navigating transitions - The multi-level perspective compared with arenas of development. Research Policy, 41(6), 996–1010. https://doi.org/10.1016/j.respol.2012.03.001 </ref>. We can now add another concept that better describes these boundaries and spaces in the network - namely "actor-worlds", developed by Callon in 1986. An actor-world represents different industries, organizations and stakeholders with different scientific background and is described by Jørgensen (2012), as; ''"An actor-world is developed around a certain set of situations and is thereby limited to what we here call a location in the space of a development arena."'' <ref> Jørgensen, U. (2012). Mapping and navigating transitions - The multi-level perspective compared with arenas of development. Research Policy, 41(6), 996–1010. https://doi.org/10.1016/j.respol.2012.03.001 </ref>.		Another important difference between the two concepts is that the Development Arena concept adds a “spatial dimension” to the theory. This dimension must be understood as a delimitation or division of the network - i.e., the network is divided into different spaces in which different actors interact towards the same goal. <ref> Jørgensen, U. (2012). Mapping and navigating transitions - The multi-level perspective compared with arenas of development. Research Policy, 41(6), 996–1010. https://doi.org/10.1016/j.respol.2012.03.001 </ref>. We can now add another concept that better describes these boundaries and spaces in the network - namely "actor-worlds" <ref> Callon, M. (1986). Sociologi of an Actor-Network - Michel Callon.pdf. </ref>, developed by Callon in 1986. An actor-world represents different industries, organizations and stakeholders with different scientific background and is described by Jørgensen (2012), as; ''"An actor-world is developed around a certain set of situations and is thereby limited to what we here call a location in the space of a development arena."'' <ref> Jørgensen, U. (2012). Mapping and navigating transitions - The multi-level perspective compared with arenas of development. Research Policy, 41(6), 996–1010. https://doi.org/10.1016/j.respol.2012.03.001 </ref>.

	In other words, an actor-world only arises through actions of different actors present in the arena and can be seen as utopias that represent specific narratives and behavior. If the actors do not take an active part in decision-making processes or the like, then they will be described as “spectators”, who are passive participating actors <ref> (Udviklingsarena – aktør verdner, Strategisk Konceptudvikling AAU, C. Clausen og S. Pedersen 2021) </ref>. In this way, the Development Arena and the actor-worlds are strongly connected since the actor-world identifies and embraces specific actions that take place in the network.		In other words, an actor-world only arises through actions of different actors present in the arena and can be seen as utopias that represent specific narratives and behavior. If the actors do not take an active part in decision-making processes or the like, then they will be described as “spectators”, who are passive participating actors <ref> (Udviklingsarena – aktør verdner, Strategisk Konceptudvikling AAU, C. Clausen og S. Pedersen 2021) </ref>. In this way, the Development Arena and the actor-worlds are strongly connected since the actor-world identifies and embraces specific actions that take place in the network.

Mathildedahl: /* Application */

2022-03-20T15:07:07Z

Application

← Older revision		Revision as of 15:07, 20 March 2022
Line 68:		Line 68:

	'''Before the reconfiguration of the Development Arena:'''		'''Before the reconfiguration of the Development Arena:'''
	[[File:Development Arena 1.png\|900px\|thumb\|center\|''Figure 1: The figure illustrates an example of a development arena where different actors and stakeholders are each involved. It is important to note that the project team is also part of the arena and that all the different actor worlds operate with different concerns.'' <ref> Udviklingsarena – aktør verdner, Strategisk Konceptudvikling AAU, C. Clausen og S. Pedersen 2021). </ref> ]]		[[File:Development Arena 1.png\|900px\|thumb\|center\|''Figure 1: The figure illustrates an example of a development arena where different actors and stakeholders are each involved. It is important to note that the project team is also part of the arena and that all the different actor-worlds operate with different concerns.'' <ref> Udviklingsarena – aktør verdner, Strategisk Konceptudvikling AAU, C. Clausen og S. Pedersen 2021). </ref> ]]

	'''After the rekonfiguration of the Development Arena:'''		'''After the rekonfiguration of the Development Arena:'''

Mathildedahl: /* Application */

2022-03-20T15:06:53Z

Application

← Older revision		Revision as of 15:06, 20 March 2022
Line 71:		Line 71:

	'''After the rekonfiguration of the Development Arena:'''		'''After the rekonfiguration of the Development Arena:'''
	[[File:Development Arena 2.png\|900px\|thumb\|center\|''Figure 2: This figure illustrates how the project team has "translated" some of the other actor worlds to become part of their own concern "Sustainable Development" by creating an interest to be a part of this collaboration. This reconfiguration of the arena shows how the project team has changed the structure of the system by creating an interest in sustainable development, which is also to the benefit and interest of the other actor worlds. In addition, sustainable development is a competitive element that can benefit the image and profit of existing stakeholders in the network.'' ]]		[[File:Development Arena 2.png\|900px\|thumb\|center\|''Figure 2: This figure illustrates how the project team has "translated" some of the other actor-worlds to become part of their own concern "Sustainable Development" by creating an interest to be a part of this collaboration. This reconfiguration of the arena shows how the project team has changed the structure of the system by creating an interest in sustainable development, which is also to the benefit and interest of the other actor-worlds. In addition, sustainable development is a competitive element that can benefit the image and profit of existing stakeholders in the network.'' ]]

	'''''Where in management processes can the theory be used?'''		'''''Where in management processes can the theory be used?'''

Mathildedahl: /* Application */

2022-03-20T15:06:21Z

Application

← Older revision		Revision as of 15:06, 20 March 2022
Line 62:		Line 62:
	# First, the design team must identify their own role in the project. What is the overall concern that the design team seeks to impose on the other actor-worlds in the arena?		# First, the design team must identify their own role in the project. What is the overall concern that the design team seeks to impose on the other actor-worlds in the arena?
	# Next the actors relevant to the project must be identified and mapped in the network.		# Next the actors relevant to the project must be identified and mapped in the network.
	# Then, the different relationships need to be tied together across different actors and stakeholders. Here, a pattern usually begins to form, and one can begin to divide the small networks into actor worlds that acts in the same way. Here it is important to be aware of whether the actors in their assigned arena are working together against the same concern. If not, it may be because the actor is part of another arena, or actively participating in several different arenas. These actors may have a special role in expanding their arena or pulling other actors together across the arenas.		# Then, the different relationships need to be tied together across different actors and stakeholders. Here, a pattern usually begins to form, and one can begin to divide the small networks into actor-worlds that acts in the same way. Here it is important to be aware of whether the actors in their assigned arena are working together against the same concern. If not, it may be because the actor is part of another arena, or actively participating in several different arenas. These actors may have a special role in expanding their arena or pulling other actors together across the arenas.
	# Lastly the design team must identify conditions and strategic actions from other actors that can re-configure the arena. This can both be actors that already exist as a part of the arena, but it can also be other actors who must be invited and translated into the network: ''"Companies may devise strategies to extend a local arena into the global sphere by making connections to other localities and translating them to be part of the arena.'' <ref> Jørgensen, U., & Sørensen, O. H. (1999). Arenas of development - A space populated by actor-worlds, artefacts, and surprises. Technology Analysis and Strategic Management, 11(3), 409–429. https://doi.org/10.1080/095373299107438 </ref>.		# Lastly the design team must identify conditions and strategic actions from other actors that can re-configure the arena. This can both be actors that already exist as a part of the arena, but it can also be other actors who must be invited and translated into the network: ''"Companies may devise strategies to extend a local arena into the global sphere by making connections to other localities and translating them to be part of the arena.'' <ref> Jørgensen, U., & Sørensen, O. H. (1999). Arenas of development - A space populated by actor-worlds, artefacts, and surprises. Technology Analysis and Strategic Management, 11(3), 409–429. https://doi.org/10.1080/095373299107438 </ref>.

Mathildedahl: /* Concerns */

2022-03-20T15:05:52Z

Concerns

← Older revision		Revision as of 15:05, 20 March 2022
Line 37:		Line 37:

	=== Concerns ===		=== Concerns ===
	''Concerns'' are, as mentioned earlier, the different problematizations that exist in the different actor-worlds. In the previous section, we mentioned actor worlds, as spaces where certain actions and interactions take place. The actor worlds are each supported by different problematizations of their current situation and their individual vision for future development and solutions. Concerns are thus all the individual challenges that the actor worlds face in order to achieve their goals. These concerns are not necessarily ones that the different worlds ~~of actors~~ share with each other. In connection with the mapping of the arena, there is also the so-called ''shared area of concern'', which is the overall concern that all actors work towards - but often in different ways.		''Concerns'' are, as mentioned earlier, the different problematizations that exist in the different actor-worlds. In the previous section, we mentioned actor-worlds, as spaces where certain actions and interactions take place. The actor-worlds are each supported by different problematizations of their current situation and their individual vision for future development and solutions. Concerns are thus all the individual challenges that the actor-worlds face in order to achieve their goals. These concerns are not necessarily ones that the different actor-worlds share with each other. In connection with the mapping of the arena, there is also the so-called ''shared area of concern'', which is the overall concern that all actors work towards - but often in different ways.

	=== Locations ===		=== Locations ===