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

Abstract

Purpose

The purpose of this paper is to present the X model, which is an inputs – processes – outputs (IPO) model well suited to describing and assessing individual projects. It argues and illustrates that this kind of model is appropriate for project control. It shows that X models can be used on the macro level by presenting the typical Norwegian project of 2008 based on several X models.

Design/methodology/approach

The theoretical justifications (systems and socio‐technical theories) for IPO models, and the X model in particular, are presented. Empirical data in the form of X models from 54 Norwegian projects are used to illustrate the application of X models.

Findings

The findings are on two levels. For the single project, the paper demonstrates that the X model provides an insight into the situation of a project and causal relationships usually not available with other forms of project control. On the macro level based on the sample of X models, the paper presents the situation for the typical Norwegian project of 2008, which appears to be sufficiently robust to adopt. It shows that further improvements in project management and leadership, good information and feedback to the team members, and good cooperation with the base organisation will give even better results.

Research limitations/implications

Further studies are needed to verify the usefulness of X models.

Practical implications

This paper provides practitioners with an insight into how an IPO model like the X model can be applied to project management. The technique is particularly useful for project owners, and even for project managers, in their control of a project.

Originality/value

The paper presents new ways of looking at project control and describing and assessing both a single project and a community of projects.

Citation

Andersen, E.S. (2010), "The X model – a tool for describing and assessing individual projects", International Journal of Managing Projects in Business, Vol. 3 No. 3, pp. 369-386. https://doi.org/10.1108/17538371011056039