Development of unified project execution model
Lotta, Alexandre (2025)
2025
Johtamisen ja tietotekniikan DI-ohjelma - Master's Programme in Management and Information Technology
Johtamisen ja talouden tiedekunta - Faculty of Management and Business
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Hyväksymispäivämäärä
2025-10-17
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:tuni-202510179973
https://urn.fi/URN:NBN:fi:tuni-202510179973
Tiivistelmä
Shipbuilding projects represent highly complex and multidisciplinary undertakings that demand seamless collaboration across subcontractors, design offices, procurement units, and installation teams operating under strict schedule constraints. At Shipbuilding Completion Oy, a turnkey provider within Meyer Turku’s supply chain, several recurring challenges have been observed, including silo effects, unclear interface responsibilities, and fragmented communication practices. These challenges reduce project transparency, complicate coordination, and increase the risk of delays. The purpose of this thesis was to develop a unified project execution model to address these issues by clarifying responsibilities, improving information flow, and enhancing cross-functional collaboration throughout the project lifecycle.
The research was conducted as a qualitative single-case study. Empirical data was collected through eight semi-structured interviews with experts representing project management, design, procurement, and site execution roles. The interview findings were supplemented by an analysis of internal documents and process descriptions. The theoretical foundation was built upon project management, stakeholder management, organizational silos, and digital information governance literature, providing an analytical framework for interpreting the empirical findings.
The study identified five major problem areas in the current execution model: late involvement of key disciplines, lack of clarity in interface ownership, informal and inconsistent communication, absence of structured feedback mechanisms, and fragmented use of digital tools. Based on these findings, several development measures were proposed, including the standardization of project start-up meetings, the adoption of RACI responsibility matrices, the centralization of digital collaboration platforms, and the reinforcement of the project manager’s role as a coordinating facilitator.
The results indicate that a unified execution model can significantly improve internal collaboration, increase delivery reliability, and provide a foundation for continuous organizational development. Beyond the case company, the thesis contributes to a broader understanding of how project-based organizations in shipbuilding can mitigate silo effects and strengthen stakeholder coordination. The proposed framework thus offers both practical implications for industry actors and theoretical insights into the governance of complex turnkey projects.
The research was conducted as a qualitative single-case study. Empirical data was collected through eight semi-structured interviews with experts representing project management, design, procurement, and site execution roles. The interview findings were supplemented by an analysis of internal documents and process descriptions. The theoretical foundation was built upon project management, stakeholder management, organizational silos, and digital information governance literature, providing an analytical framework for interpreting the empirical findings.
The study identified five major problem areas in the current execution model: late involvement of key disciplines, lack of clarity in interface ownership, informal and inconsistent communication, absence of structured feedback mechanisms, and fragmented use of digital tools. Based on these findings, several development measures were proposed, including the standardization of project start-up meetings, the adoption of RACI responsibility matrices, the centralization of digital collaboration platforms, and the reinforcement of the project manager’s role as a coordinating facilitator.
The results indicate that a unified execution model can significantly improve internal collaboration, increase delivery reliability, and provide a foundation for continuous organizational development. Beyond the case company, the thesis contributes to a broader understanding of how project-based organizations in shipbuilding can mitigate silo effects and strengthen stakeholder coordination. The proposed framework thus offers both practical implications for industry actors and theoretical insights into the governance of complex turnkey projects.