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Building Project Capabilities in PBOs: Lessons from the French Special Forces

Building Project Capabilities in PBOs: Lessons from the French Special Forces. 組員名單： 961602 黃聖皓 961634 林俞任 961617 余政泰 961637 林龍一 961621 黃瀚明 961647 范振鴻 961624 謝沛宇 961659 曾凱楠 961629 郭佑瑋 961758 宋函娟 961630 簡聖洺. 指導老師：吳思佩 老師. Abstract. 961629 郭佑瑋. Abstract (1).

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Building Project Capabilities in PBOs: Lessons from the French Special Forces

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  1. Building Project Capabilities in PBOs: Lessons from the French Special Forces 組員名單：961602 黃聖皓 961634林俞任 961617 余政泰 961637林龍一 961621 黃瀚明 961647范振鴻 961624 謝沛宇 961659曾凱楠 961629 郭佑瑋 961758宋函娟 961630 簡聖洺 . 指導老師：吳思佩 老師

  2. Abstract 961629 郭佑瑋

  3. Abstract (1) • Project-based organizations (PBOs) • a widespread form of organizations, ideally suited to deal with unstable and dynamic environments. • PBOs inherently incorporate the conflicting needs of : • the temporary nature of projects. • the more permanent organizational setting that defends long-term development and intra-organizational coordination.

  4. Abstract (2) • This paper proposes to approach Project Capabilities building processes as a multi-level and dynamic process, and offers as an illustration the case of a very specific PBO—the French Special Forces (SF). • The Special Forces context provides a particularly interesting illustration of how to build Project Capabilities over time, to the extent that they have been carrying out successfully multiple projects in extreme contexts for more than 60 years.

  5. 1. Introduction (1) • Many authors as Huemann et al.(1994) have confirmed that project-based organizations (PBOs)are ideally suited to deal with unstable, dynamic anddiscontinuous environments. • Research works on project-intensive organizational settings have suggested a capabilities perspective on PBOs (Davies and Brady, 2000).

  6. 1. Introduction (2) • The concept of Project Capabilities highlights the requirements of sustained performance to be based on a firm's capabilities to carry out in efficient way different types of project. • Project Capabilities address the internal ability of a PBO to create lasting performance based on multiple short term projects.

  7. 1. Introduction (3) • This ability is seen as a two-way relationship where strategic and organizational frames drive, orient and support multiple projects and are simultaneously constantly questioned and redefined through emergent and divergent practices brought by projects. • This double-loop approach (top-down and bottom-up) of Project Capabilities sees the dilemma of integration–differentiation as a dynamic process, which links strategy to projects and vice versa in a complex interplay system (Morris, 2004).

  8. 1. Introduction (4) • In the first part of the paper, we investigate the theoretical frameworkof Project Capabilities as a double loop process. • We then briefly introduce the case study of the Special Forces commando units and the specific characteristics of their project-based mode of operation, together with the particular methodology we had to adopt in order to approach it.

  9. 2. Theoretical framework 961659 曾凱楠

  10. 2.1 From single project to PBOs • When non-routine activities have become dominant, firms had to make a move from single to multiple projects management. • In PBOs: - organizations that carry out their core operations in project form. - the dominant form of activity, value creation and sources of revenues.

  11. 2.1 From single project to PBOs(cont.)

  12. 2.1 From single project to PBOs(cont.) • The second type defined as organizations that conduct the majority of their activities in project, although maintaining functional structure and processes. • The workforce -affiliated(附屬) to the organization. - permanent employment contracts. -moving from one project to another. • This kind organization faces the “dual structure” issue.

  13. 2.2 The dichotomy(project-based V.S. functional) / dilemma(困難)of PBOs

  14. 2.2 The dichotomy(project-based V.S. functional) / dilemma(困難)of PBOs (2)

  15. 2.2 The dichotomy(project-based V.S. functional) / dilemma(困難)of PBOs (3) • Differentiation vs. Integration: →To be able to meet clients' needs and adapt to changing contexts, PBOs should behave like innovative units. → Organizations need coherence(一致性) and long term perspectives to create lasting performance. • To overcome differentiation/integration dilemma, PBOs must develop Project Capabilities.

  16. 2.3 The concept of projectcapabilitiesframework 961647 范振鴻

  17. 2.3 The concept of project capabilities(1) • The concept of Project Capabilities – highlights the requirements of sustained firm performance to be based on a firm’s capabilities to carry out in efficient way different types of project. • Capabilities - accentuate that Project Capabilities is a complex and wide notion that contains various subsets.

  18. 2.3 The concept of project capabilities(2) Top down- • When projects are changing in the short-run, the organizational long term and permanent feature become crucial.

  19. 2.3 The concept of project capabilities(3) Bottom up- • projects are means to shape and reshape the strategy and the firms organization. • foster evolution or even major changes at the firm level.

  20. 2.3 The concept of project capabilities(4) • The double-loop approach sees the dilemma of integration–differentiation as a dynamic process. • Definition of Project Capabilities - A two way relationship: project management practices organizational practices • Building Project Capabilities in PBO bydeveloping and managing double-loop process may lead to - • sustainable performance • competitive advantages

  21. 3. Research method 961630 簡聖洺

  22. 3.1 Research context(1) • Foreword • Our study has two phase. • The first phase is to understand its histories and characteristics.

  23. 3.1 Research context(2) • The introduction of Special Forces • The military has long been a source of inspiration for the business community. • The elite units have accumulated considerable expertise in combining formal procedures and capacities. • They need to operate in project mode. (called mission.) • The project team characteristics : • distributed expertise • nonpermanent composition • high contextualization of actions • non routine situation

  24. 3.1 Research context(3) • The history of Special Forces(I) • The French Special Forces were established during the Second World War in the UK, against the background of the fight against Nazi Germany. • The commando units entrusted to Lord Mountbatten. 　　　　　　 →

  25. 3.1 Research context(4) • The history of Special Forces(II) • The French Special Forces stemmed directly from the British SAS (Special Air Service). • The first French commando units were set up by the SAS with volunteers from the Free French Forces, made up of Free French volunteers, who refused to accept the armistice signed by the Vichy Government in 1940. Free French Vichy French

  26. 3.1 Research context(5) Forces(III) • The history of Special • Frence set up its own special operations command (Commandement des OpérationsSpéciales/COS) in 1992, when its troops returned from the first Gulf War. • It exercises operational authority over the Special Forces units of all three services.(army,navy and air force)

  27. 3.2 Special Forces as PBOs • 3.2.1 The mode of Special Forces • The dominant mode in the Special Forces: Project-based working. • Special Forces operations are structured around ad-hoc teams of 8 to 10 commandos, all of them are highly skilled expert. • Team size : 8~15 commandos (sometimes integrated into more important action groups) • Project lengths : 2 days ~ several weeks • The diversity of project team: depending of scope of the mission.

  28. 3.2.2 Characteristic of Special Forces 961621 黃瀚明

  29. 3.2.2 Characteristic of Special Forces(1) • Special Forces soldiers belong to different regiments where they go back when a mission is over. • Army • Air Force • Navy This is quiet similar to the project team in the normal organization.

  30. 3.2.2 Characteristic of Special Forces(2) • Activities of SF are composed of two main phases: • Gathering of strategic intelligence • Carry out the operation • E.g. : freeing of hostages, elimination of a terrorist group, arrest of war criminals …… In the French special forces, the two phases are divided between two separate regiments.

  31. 3.2.2 Characteristic of Special Forces(3) This division of responsibilities is specific to the French. • The British 22nd SAS regiment includes both functions within the same unit. Optimize each regiment's specific expertise in its own area of specialism. It’s up to each unit to develop the competences required to cooperate with the other unit.

  32. 3.2.2 Characteristic of Special Forces(4) • All the regiments develop cutting-edge functional specializations in different skills: • explosives, intelligence, optics, topography, marksmanship , signals …… or different type of context: • desert, mountain, jungle, city guerrilla…… And because of the division, the French SF units is more similar to the project team in the normal organization.

  33. 3.2.2 Characteristic of Special Forces(5) But how to combining those distributed expertise within a temporary project team? The COS is in charge of the overall organization and management. COS must implement the most efficient inter-units coordination processes so that the strategic needs do not suffer from delay or weakness. COS：Commandement des Opérations Spéciales

  34. 3.2.2 Characteristic of Special Forces(6) The Special Forces organization is a type of PBO that fits into their research scope: - Multiple projects (missions) - Permanent organizational context (Special Forces) - Employees (commando soldiers) are attached to functional units (regiments) - Have strategic and organizational level (the COS)

  35. 3.2.2 Characteristic of Special Forces(7) Let’s see the figure to get the whole picture of Special Forces.

  36. 3.3 Methodology and data collection(1) They argue that an understanding of how firms develop Project Capabilities must rest upon an analysis of • specific projects • the development and change of the focal firm.

  37. 3.3 Methodology and data collection(2) The Special Forces operations are highly confidential, and after negotiation, they were allowed to interview • 12 commando members • Ranking from simple soldier to general in command • From 33-year old to 50 year old. • The interviews lasted from 2 to 4 h. • The recording was prohibited.

  38. 3.3 Methodology and data collection(3) Their study took place in two phases. First phase： • Quite broad • What is the process whereby the SF is integrated? • How is a project team created? • Aiming at understanding the organization, its histories and main characteristics. • How Special Forces units can perform in such volatile, high-risk and politically sensitive operational contexts. • Involved • In-depth unstructured interviews with Special Forces Members • Secondary data • retracing the story of the creation of the Special Forces • the story of the development of the Special Forces • the main structural changes

  39. 3.3 Methodology and data collection(4) The second phase： • More precise semi-structured interviews. • Unobtrusive observation in a Special Forces training center. • They wereable to meet actors with different levels of experience and holding various hierarchical positions through this methodology. • young and seniorcommando members • head of missions • unit chief officer • Special Forces HR managers.

  40. 4.Project Capabilities building 961634 林俞任

  41. 4.1Selection and training process(1) • Selection process • The development of individual and collective competences is at the very core of the FS functioning. • After a very tough selection process , only a small number of individuals will be retained. • It starts an intensive training program lasting about ten weeks. 42

  42. 4.1 Selection and training process(2) • Training process • individual competences development • stress management • capacity to survive in a hostile environment • pugnacity • resistance in extreme weather conditions • without sleeping • fast decision-making.

  43. 4.1 Selection and training process(3) • Collective • Codes • Protocols • All standard operating procedures • Know eachother rather

  44. 4.2 Preparing the project(1) 1) Collect intelligence • The back office is at the center, andprovides direct information about the context of the mission, tohelp teams to refine their preparation as new information fromIntelligence scouts

  45. 4.2 Preparing the project(2) 2) Coordination and control • Coordination and control between intelligence and action iscentrally managed by the officer in charge of the operation, sothat the experts, when they are on the field, may be preserved asmuch as possible from any coordination issues, when theyfollow a given scenario.

  46. 4.2 Preparing the project(3) 3)Elaborating multiple scenarios or protocols • The unknownfuture is collectively visualized by pre-defined action paths(scenarios of actions), taking into account all the situationalavailable information.

  47. 4.2 Preparing the project(4) 4)Test the robustness of each scenario • Each individual can freely bringshis views, ideas and comments to the discussion, without anybarriers coming from hierarchy or status difference.

  48. 4.2 Preparing the project(5) 5)Described and drawn • “When a scenario has been chosen, it is described anddrawn under the format of a decision-tree so that everymember of the team is aware of the course of actions tofollow according to the environment evolutions ”.

  49. 4.3 Enacting the project/mission 961758 宋函娟

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