Project Governance includes the elicitation of ideas for projects, choosing the best ideas, initiating projects, assigning resources, and nurturing the projects to success. In the third largest bank in Denmark – Jyske Bank – IT project managers often became uncertain when they were assigned new projects; their descriptions were either to vague or broad or sometimes even both. There was a need for better project scoping and improved idea descriptions. In this paper we describe how we committed ourselves to solve this problem. Based on a literature study on innovation and using an existing creative space (room) called the "land of opportunity", we used a design science approach to formulate a new idea maturation concept. Here two years later, we have developed and evaluated our concept on several project ideas. The uncertain project managers are now very enthusiastic; they really feel that they have a much clearer scope and idea description as well as an early prototype of the idea. After four design iterations, the concept stabilized. In this paper we present the idea maturation concept and the organizational design science research process we have used.


Governance project idea design science research project management 


  1. Barley, S.R.: The Alignment of Technology and Structure Through Roles and Networks. Administrative Science Quarterly 35(1), 61–103 (1990)CrossRefGoogle Scholar
  2. Damanpour, F., Gopalakrishnan, S.: The dynamics of the adoption of product and process innovations in organizations. Journal of Management Studies 38, 45–65 (2001)CrossRefGoogle Scholar
  3. De Bono, E.: New think; the use of lateral thinking in the generation of new ideas. Basic Books, New York (1968)Google Scholar
  4. De Bono, E.: The mechanism of mind. Simon & Schuster, New York (1969)Google Scholar
  5. De Bono, E.: Lateral thinking - creativity step by step. Harper & Row, New York (1970)Google Scholar
  6. Dewar, R.D., Dutton, J.E.: The adoption of radical and incremental innovations: an empirical analysis. Management Science 32(11), 1422–1433 (1986)CrossRefGoogle Scholar
  7. Donaldson, L.: The Contingency Theory of Organizations. Sage Publications, Thousand Oaks (2001)Google Scholar
  8. Galegher, J., Kraut, R.E.: Computer-mediated communication for intellectual teamwork: An experiment in group writing. Information Systems Research 5(2), 110 (1994)CrossRefGoogle Scholar
  9. Hersey, P., Blanchard, K.H.: Life Cycle Theory Of Leadership. Training and Development Journal 23(5), 26–34 (1969)Google Scholar
  10. Hersey, P., Blanchard, K.H.: So You Want to Know Your Leadership Style? Training and Development Journal 35(6), 34–54 (1981)Google Scholar
  11. Hevner, A.R., March, S.T., Park, J., Ram, S.: Design Science In Information Systems Research. MIS Quarterly 28(1), 75–105 (2004)Google Scholar
  12. Jakobsen, H.S., Rebsdorff, S.O.: Idéudvikling ved kreativ innovation. Gyldendal, Copenhagen (2003)Google Scholar
  13. Kelley, T., Littman, J.: The Art of Innovation: Lessons in Creativity from IDEO, America’s Leading Design Firm. Broadway Business (2001) Google Scholar
  14. Kelley, T.: The ten faces of innovation. Currency/Doubleday, Random House (2005) ISBN 0-385-51207-4 Google Scholar
  15. Kendall, J.E., Kendall, K.E.: Metaphors and Methodologies: Living beyond the Systems Machine. MIS Quarterly 17(2), 149–171 (1993)CrossRefMathSciNetGoogle Scholar
  16. Kendall, J.E., Kendall, K.E.: Metaphors and their meaning for information systems development. European Journal of Information Systems 3(1), 37 (1994)CrossRefMathSciNetGoogle Scholar
  17. Pries-Heje, J., Tryde, S., Nielsen, A.-D.F.: Lær at implementere: Software procesforbedring der virker i praksis. Økonomistyring & Informatik 15(1) (1999)Google Scholar
  18. Simon, H.A.: The Science of the Artificial, 3rd edn. MIT Press, Cambridge (1996)Google Scholar
  19. Susman, G.I., Evered, R.D.: An Assessment of the Scientific Merits of Action Research. Administrative Science Quarterly 23(4), 582–603 (1978)CrossRefGoogle Scholar
  20. Weill, P., Ross, J.: IT Governance: How Top Performers Manage IT Decision Rights for Superior Results, 1st edn. Harvard Business Press, Boston (2004)Google Scholar
  21. Van de Ven, A.H., Drazin, R.: The Concept of Fit in Contingency Theory. Research in Organizational Behaviour 7, 333–365 (1985)Google Scholar
  22. Venable, J.: A Framework for Design Science Research Activities. In: Proceedings of the 2006 Information Resource Management Association Conference, Washington, DC, USA, pp. 184–187 (2006)Google Scholar
  23. Zigurs, I., Buckland, B.: A Theory of Task/Technology Fit and Group Support System Effectiveness. MIS Quarterly 22(3), 313–334 (1998)CrossRefGoogle Scholar
  24. Zigurs, I., Buckland, B., Connolly, J.R., Wilson, E.V.: A test of Task/Technology Fit Theory for Group Support Systems. Database 30(3/4), 34–50 (1999)Google Scholar

Copyright information

© IFIP International Federation for Information Processing 2011

Authors and Affiliations

  • Jan Pries-Heje
    • 1
    • 2
  • Ann-Dorte Fladkjær Nielsen
    • 1
    • 2
  1. 1.Roskilde UniversityRoskildeDenmark
  2. 2.Jyske BankSilkeborgDenmark

Personalised recommendations