Journal articles: 'Development project'

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Pandit, Devanshu, and Dr S. M. Yadav Dr. S. M. Yadav. "Effective Project Controls at Project Development Stage." International Journal of Scientific Research 2, no. 7 (June 1, 2012): 137–39. http://dx.doi.org/10.15373/22778179/july2013/47.

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Stare, Aljaž. "Agile Project Management in Product Development Projects." Procedia - Social and Behavioral Sciences 119 (March 2014): 295–304. http://dx.doi.org/10.1016/j.sbspro.2014.03.034.

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Swangjang, K. "Ecological Impact behind Mega Project Development." International Journal of Environmental Science and Development 6, no. 8 (2015): 620–24. http://dx.doi.org/10.7763/ijesd.2015.v6.669.

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Waleed Iftikhar. "A Novel Approach of Tailoring PMBOK activities that best suit Software Development Projects." Lahore Garrison University Research Journal of Computer Science and Information Technology 4, no. 1 (March 26, 2020): 11–20. http://dx.doi.org/10.54692/lgurjcsit.2020.0401140.

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Project management is very critical for any project's success regardless of its category. Various Project management methodologies are available that provide set of guidelines and standards to effectively and efficiently manage projects in the organization. Managing software development projects has faced a lot of challenges while complying with these project management methodologies. This is mainly because project management methodologies like PMBOK does not provide specific guidelines for managing software development projects. This embarks the importance of project management tailoring activities in the software development firms, to tailor these project management methodologies according to their own need. This paper will propose six most essential tailoring activities for managing software development projects. These tailoring activities will be performed on the project management body of knowledge (PMBOK).

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Ahramakova, Nataliia, Svitlana Honcharova, and Andriy Honcharov. "Technology for the development and implementation of social projects: substantiation of the project proposal and documents." Development Management 18, no. 1 (June 15, 2020): 11–24. http://dx.doi.org/10.21511/dm.18(1).2020.02.

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Ensuring a decent standard of living for citizens, especially vulnerable groups, requires qualitative changes in society. Social projects are a modern tool for making change. In this regard, it becomes relevant to study the applied aspect of their implementation – technology for the development and implementation of social projects. This study aims at exploring the nature and classification of social projects, as well as improving and further developing the technology for the development and implementation with justification of the project proposal and documentation using the Let’s Start Together project as an example. The object of research is the process of using technologies for the development and implementation of social projects in solving social problems of society. The subject is theoretical and practical recommendations on the technology for the development and implementation of social projects, based on the justification of the project proposal and documentation. The following methods were used: logical analysis – to clarify the essence of the concept of a social project; analysis and synthesis – to improve the classification of social projects; network planning – to formulate a technology implementation plan for the development and implementation of social projects. The paper explores the essence of a social project, proposes the classification of social projects and defines criteria for their evaluation. The sources of financing a social project are characterized; co-financing by various donors. A technology for the development and implementation of social projects is proposed. Considerable attention is paid to the first stage, namely the development of the project proposal and the documentation of a social project. The proposed technology was tested in the context of the social project Let’s Start Together.

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Stenglein, Sharon. "Projects: The Connected Geometry Project." Mathematics Teacher 89, no. 7 (October 1996): 612–14. http://dx.doi.org/10.5951/mt.89.7.0612.

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Thomas, Sam, and M. Bhasi. "Software Development Project Risk." International Journal of Information Technology Project Management 3, no. 4 (October 2012): 41–55. http://dx.doi.org/10.4018/jitpm.2012100103.

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Software development risk points to an aspect of a development task, process or environment which, if ignored, tends to adversely affect the project performance. Observations from literature show that while many studies on software project risk construct have been done in developed countries, there is scarcity of literature from Asian countries, especially India. Hence, this research was formulated with an objective of studying software development project risk in the Indian context. Data related to the presence of risk items was collected from 527 software development projects in India. This data was factor analyzed to identify five major risk dimensions namely Team risk, Project planning and Execution Risk, External risk, User risk and Project complexity risk. The resulting factor structure was validated through Confirmatory Factor Analysis. Software project risk was seen to be best represented by a second order factor model with five first order factors.

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Rongphar, Mohon. "Development Project Affect the Environment of Assam." International Journal of Trend in Scientific Research and Development Volume-2, Issue-3 (April 30, 2018): 569–75. http://dx.doi.org/10.31142/ijtsrd10913.

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Uzakova, Shynar, Serik Beimenbetov, and Yerlan Shildibekov. "Value-oriented approach in Kazakhstani regional development projects." Problems and Perspectives in Management 19, no. 4 (December 7, 2021): 352–61. http://dx.doi.org/10.21511/ppm.19(4).2021.28.

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Sustainable regional development projects are a challenge for all countries, regardless of their geographic location, cultural differences, or level of economic development. Kazakhstan is also facing this challenge and tries to counteract this process by actively implementing regional development projects and programs. However, project effectiveness and project value remain bottlenecks as these projects are aimed to improve lives and work in rural areas and eliminate inequality; therefore, managing such projects is a complex issue. This study seeks to obtain data that will help to address these research gaps and to identify value aspects of such projects from the end-users’ perspectives – local communities. This can help to understand how to select projects with high value and enhance their effectiveness.For this purpose, in 2020, a questionnaire survey and semi-structured interviews of end-users of regional development projects implemented in local communities were conducted. 301 respondents from main mining towns included in the regional development program of the Republic of Kazakhstan have been surveyed and 18 deep interviews have been conducted. The results show that Kazakhstani regional development projects appear to have a low level of value from the perspective of main stakeholders and beneficiaries – local communities. Project value evaluation has also revealed that a concept of value is different for local government authorities, project teams, and local communities. The study expands knowledge on the management of regional development projects, revealing the importance of understanding the value for such projects to achieve success and enhance their effectiveness.

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Falola, Toyin, and Adedeji B. Badiru. "Managing Industrial Development Projects: A Project Management Approach." African Economic History, no. 22 (1994): 142. http://dx.doi.org/10.2307/3601672.

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Stoddart-Stones, Robin. "Development of project management systems for major projects." International Journal of Project Management 6, no. 1 (February 1988): 34–38. http://dx.doi.org/10.1016/0263-7863(88)90056-7.

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Milosevic, Dragan, and Peerasit Patanakul. "Standardized project management may increase development projects success." International Journal of Project Management 23, no. 3 (April 2005): 181–92. http://dx.doi.org/10.1016/j.ijproman.2004.11.002.

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Brooks, Stoney. "Interdisciplinary App Development Project." Journal of Cases on Information Technology 19, no. 3 (July 2017): 15–23. http://dx.doi.org/10.4018/jcit.2017070102.

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The benefits of teams in organizations are well known. Professionals in many fields, including Information Systems, work with others in teams. Often, these team members have varied backgrounds. To provide educational experiences that prepare students for their careers, interdisciplinary work is becoming increasingly popular. This case describes an interdisciplinary application development project that brought together students from Computer Information Systems, Computer Science, and Electronic Media. This was the first project of this scope, bringing together students from three different Colleges on campus, to be attempted at the University. Development of the project, execution of the plan, and the experiences encountered by the students are provided. Issues were encountered during the semester-long project, leading to recommendations for educators interested in offering similar projects.

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Mityakova, O. I., and A. V. Chernenko. "Tools for planning research and development projects." Economy in the industry 11, no. 1 (July 12, 2018): 29–36. http://dx.doi.org/10.17073/2072-1633-2018-1-29-36.

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. Realization of R&D projects is one of the factors of the enterprise’s competitiveness. Under the policy of import substitution in the domestic market, enterprises should pay great attention to planning R&D projects, assessing possible risks and minimizing development costs. A detailed development plan for R&D allows you to achieve the main criteria for the effectiveness of the R&D project: cost, timing, quality. To increase the efficiency of planning R&D projects, it was proposed to introduce new aspects of planning. The first aspect is the formation of the project portfolio, and not the consideration of each project separately, regardless of other projects. The second aspect is the development and implementation of its own automated project management system for research and development projects for the implementation of projects within the established budget and timeframe, prompt receipt of reporting information on projects, transparency of each work performed and the workload of each department at the current time and in the future. The article considers the process of making a decision on the implementation of the project, proposed a project prioritization factor to avoid outages and overload of personnel, and consider the concept of «control points». Process of decision-making has a several stages. Stages include the assessing of project efficiency, determining the priority according to target of project realization, analysis of the current load on projects, determining the level of necessary resource, also assessing the usage of resources including new projects. For project planning to considered several scenarios also, to analyses and define the shortcomings of the planning systems. Should to make some additional aspects for each project in apart, also as a whole for project portfolio.

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Patanakul, Peerasit, Aaron J. Shenhar, and Dragan Z. Milosevic. "How project strategy is used in project management: Cases of new product development and software development projects." Journal of Engineering and Technology Management 29, no. 3 (July 2012): 391–414. http://dx.doi.org/10.1016/j.jengtecman.2012.04.001.

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Sujova, Andrea. "Change project development." New Trends and Issues Proceedings on Humanities and Social Sciences 4, no. 10 (January 13, 2018): 298–305. http://dx.doi.org/10.18844/prosoc.v4i10.3095.

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Changes have become a part of everyday life due to the fast changing environment of firms. Success in provided changes depends on their preparing and planning. This paper deals with the preparation phase of change and development of the project. The aim of the paper is to present a methodology of change project development and its application in conditions of the chosen firm. Analytical managerial methods concerning project and change management were used. The results achieved have shown the possibility for improving a competitiveness of the firm through identification and realisation of needed changes. Keywords: Change, management of change, project development, firm.

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Sajdyk, Tammy J., Thomas G. Sors, Joe D. Hunt, Mary E. Murray, Melanie E. Deford, Anantha Shekhar, and Scott C. Denne. "Project Development Teams." Academic Medicine 90, no. 1 (January 2015): 40–46. http://dx.doi.org/10.1097/acm.0000000000000528.

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Stankovic, Nenad. "Single development project." Journal of Systems and Software 82, no. 4 (April 2009): 576–82. http://dx.doi.org/10.1016/j.jss.2008.12.046.

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KAMIYA, Kazuhide, Kimihisa MATSUMOTO, So ITO, and Manabu IWAI. "Career development project." Proceedings of Conference of Hokuriku-Shinetsu Branch 2018.55 (2018): K043. http://dx.doi.org/10.1299/jsmehs.2018.55.k043.

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Cannon-Brookes, P. "Hermitage development project." Museum Management and Curatorship 13, no. 3 (September 1994): 300–303. http://dx.doi.org/10.1016/0260-4779(94)90007-8.

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Kasten, Peggy. "Projects: Hawaii Algebra Learning Project." Mathematics Teacher 93, no. 3 (March 2000): 260. http://dx.doi.org/10.5951/mt.93.3.0260.

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The Hawaii Algebra Learning Project of the Curriculum Research and Development Group, University of Hawaii, has both a curriculum component and a professional development component. The project was made possible through funding from the National Science Foundation, the U.S. Department of Education, the McInerny Foundation, and the University of Hawaii. The original goal of the project was to develop curriculum materials that make algebra accessible to students of all ability levels. This materials component has been identified as a promising program in mathematics education by the Laboratory Network Program of the U.S. Department of Education's Office of Educational Research and Improvement.

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Sablina, Alisa, and Svetlana Borodulina. "The development of transport infrastructure development projects." E3S Web of Conferences 326 (2021): 00034. http://dx.doi.org/10.1051/e3sconf/202132600034.

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In modern conditions, one of the key factors in the economic growth of any territory is an efficiently functioning infrastructure that determines the quality of life of the population and business activity in all sectors of the economy. Transport, which is the most important element of infrastructure, implies the need to constantly improve the quality of services provided to the population in order to form a single economic space on the territory of the country. The article discusses the methods of assessment and selection of transport infrastructure development projects currently used in Russia and abroad. The problems of applying the existing methods have been identified, which requires their refinement and improvement. The article proposes a method for multi-criteria assessment and selection of transport infrastructure development projects. It will contribute to the fastest and most effective achievement of the transport infrastructure development project goals in the regions and in the country as a whole. In addition, a mechanism for calculating the effects of project implementation on related industries has been determined. Methods for assessing the risk of project implementation are proposed. The scheme of the proposed method is presented, which allows monitoring the implementation of the project by checkpoints. The paper also presents an algorithm for multi-criteria assessment and selection of projects, demonstrating the possibility of practical application of the presented developments. The research on the basis of taking into account the interests of all potentially interested parties, solving systemic management problems (the absence of “manual guidance” and the introduction of a well-functioning selection mechanism), the clarity and transparency of the mechanisms developed allowed obtaining an adequate method and make the considered and selected project demanded and cost-effective on the market of transport services.

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Babenko, Kristina. "MANAGEMENT OF TERRITORIAL ECONOMIC DEVELOPMENT: PROJECT APPROACH." Scientific Bulletin of Mukachevo State University. Series “Economics” 1(13) (2020): 135–40. http://dx.doi.org/10.31339/2313-8114-2020-1(13)-135-140.

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The urgency of the research topic is due to the need for rapid response of regions to changing environmental processes in the context of the spread of digitalization and active introduction of innovative technologies. It has been determined that in the modern market economy project management becomes a necessary factor in ensuring the competitive advantage of many regions. The purpose of the article is to substantiate the need for a project approach to the management of economic development of territories. Based on the use of methods of analysis, synthesis, scientific abstraction and logical generalization, trends in the evolutionary development of project management have been identified. It has been substantiated that project management forms advantages and unique competencies that are necessary for highly efficient and successful functioning of territories in a competitive market environment, in the realities Науковий вісник Мукачівського державного університету, 2020 140 of the new economic situation, which is characterized by significant speeds and dynamics of change in certain areas. It has been proved that one of the new alternative directions in the development of project management is flexible project management. It is determined that at the level of regional management the project approach can be used both for the implementation of individual projects and in the implementation of targeted programs. It has been proved that an integral part of the successful implementation of regional projects is the formation of a system of training methods and tools of project management. The foreign experience of project management application at the regional level has been analyzed and three key models have been revealed: american, european, canadian. The key principles of using the project approach to the management of economic development of territories have been identified, namely: systemicity, integration, balance, dynamism, decomposition, competence. The practical significance lies in identifying the features of the project approach to regional development management, which must be taken into account: openness and publicity of regional projects; increased control over the targeted use of local budget funds for regional projects; the complexity of assessing the effectiveness of the regional project; difficulties in setting priorities and differentiating regional projects. Key words: economic development, project management, regional development, flexible management methods, regional projects, project approach

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Jaafari, Ali. "Life-Cycle Project Management: A Proposed Theoretical Model for Development and Implementation of Capital Projects." Project Management Journal 31, no. 1 (March 2000): 44–52. http://dx.doi.org/10.1177/875697280003100107.

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Facility delivery has been traditionally the focus of project management in capital projects. The current body of knowledge, project administrative systems, and the associated model contracts support the delivery of physical facilities with limited focus on original business objectives, or market dynamics. There is an increasing realization that the main focus should be on the creation of a viable business entity of which the facility forms only one part. When focus is shifted from the delivery of the physical facility to the creation of a business to service project objectives, it becomes clear that the traditional project delivery approaches will have to give way to a new system in which project life-cycle objectives will be the basis for decision-making throughout the project's life. Under this method, the project participants assume partial responsibility for the viability of the project over its operational life. A simplified form of sharing risks/rewards, known as a project alliance, is already popular. Capital projects are technology based, and few projects can be competitive without significant innovation in their conceptualization, implementation, and operation. This also provides the additional argument that project life-cycle objectives should be the basis for project development and management.

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Aksenov, N. A. "Maglev: as a new stage of high-speed transport development." Transportation systems and technology 3, no. 1 (March 15, 2017): 24–34. http://dx.doi.org/10.17816/transsyst20173124-34.

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The article critically examines the domestic experience in developing a high-speed highway project between Moscow and Kazan as an example of implementing the risks of a large-scale railway project. The project of construction of a cargo magnetolevitational highway (GMLM) is considered taking into account the experience of the BCM Moscow-Kazan project. Introduction: The article analyzes the progress in the implementation of the high-speed highway project and identifies the problems that have arisen. Examples of the difficulties encountered in the implementation of transport with the use of magnetic levitation in the USSR are given. The work of the construction project of the cargo magnetolevitational highway on the basis of which the network schedule of the project's work should be built is described. The evaluation of the characteristics of the project according to various classification characteristics. Goal: Substantiation of the need to develop a network schedule for the construction of a cargo magnetolevitational highway in the section between the Baltic Sea ports and cargo terminals in Moscow. Method: Analytical evaluation of the implemented and ongoing projects, as well as the proposed construction project of the GMLM. Results: The characteristics of the project for various classifications and the allocation of work will simplify the further procedure for creating the project's hierarchical structure of works (ISR), as well as estimating the cost of the project as a whole. Conclusions: Creation of the project work schedule allows: to determine the sequence of operations of the project; Estimate the cost of individual project activities, followed by a general assessment of the project; To reveal the reserves of time; identify the critical path of the project.

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Kisielnicki, Jerzy. "Project Management in Research and Development." Foundations of Management 6, no. 3 (December 1, 2014): 57–70. http://dx.doi.org/10.1515/fman-2015-0018.

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Abstract Implementation of R&D projects determines whether the organization is changing and becoming fully competitive. R&D projects are the basis for innovation policy at the macro level - the state - and the micro level - the organization. Management of R&D projects requires not only high level of skills, but knowledge of highly developed tools to support the development of the organization. In managing this type of project, methods such as management competence, talent and knowledge, knowledge of modern information, and communication technology, stand out. In this study the following issues are presented: analysis of decision-making processes of R&D projects, basic modeling methodology of R&D projects, and analysis of communication systems in project management. The final part of the article presents the problems of commercialization of results obtained from R&D projects.

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Kabir, Mousumi, and Lazar Rusu. "IT Project Development using Capability Maturity Model." Information Resources Management Journal 29, no. 4 (October 2016): 35–48. http://dx.doi.org/10.4018/irmj.2016100103.

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In many research studies on IT project development process, the authors have noticed that different frameworks are used for this purpose. In fact, many companies choose specific frameworks to run their IT projects based on project type and face dissimilar problems during the execution. In this research the authors are presenting a framework for IT project development using Capability Maturity Model. The framework has been developed to improve the IT project development in a large company because of the lower rate of successfully IT projects in that company. To develop the framework, they have used design science research and evaluated this framework with the project managers from that large company. The result of this research is a framework for IT projects development that is based on generic Capability Maturity Model and is adapted to the specific needs of an IT project development environment. Moreover, the framework identifies for each key process area of IT project development, the goals and activities to be performed.

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Ivanov, Igor, Tatiana Vlasova, and Lyubov Orlova. "Project management regarded as a driver of sustainable development." E3S Web of Conferences 210 (2020): 10005. http://dx.doi.org/10.1051/e3sconf/202021010005.

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The article is devoted to the issues of combination of the most important components of the theory of sustainable development and the principles of project management. The current state of the problem has been analyzed, the lack of knowledge on the corresponding issues in national literature and practice has been indicated, the rare use of sustainable development elements in project management has been identified. The prerequisites for the involvement of sustainable development objectives in the components of project management have been examined. Achieving the defined purpose is possible through the implementation of projects that aim to take into account the interests of sustainable development, as well as through the implementation of other projects that include the objectives of sustainable development. Critical inconsistencies in methodological approaches to the accomplishment of the objectives of sustainable development and project management have been identified. Thus, a more profound specification of the project's priorities and objectives, as well as the elaboration of time scheduling and scope of work are needed. The objectives for minimization of the identified inconsistencies as well as for rationale for the principles of corporate social responsibility provision have been defined. The assessment of the current regulatory documents in the field of project management with the focus on the involvement of sustainable development objectives has been conducted. It is pointed out that the corresponding aspects are poorly elaborated in the most well-known regulatory documents, namely, Individual Competence Baselinet (ICB), International Project Management Association (IPMA), Project Management Body of Knowledge (PMBOK), Project Management Institute (PMI), A Guidebook of Project and Program Management for Enterprise Innovation (P2M), etc. Methodological approach to the integration of management decisions into the project management, the main components of which must be the integration of the regulations of PM into the main stages of SD, the broadening of time and geography of the project indicators, the identification of the correlations between the life-cycle of the project and product, as well as the expenses on the implementation of these projects and products and significant extension of the requirements of the project manager.

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Magdalena, Hilyah, Hadi Santoso, and Litha Leonita. "Sistem Pendanaan Proyek Perusahaan Jasa Konstruksi Berbasis Web." INFORMAL: Informatics Journal 6, no. 3 (December 20, 2021): 121. http://dx.doi.org/10.19184/isj.v6i3.26853.

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CV. Yusti Karya as a construction company realizes that the ability to manage project finances is an important requirement for smooth project management. CV.Yusti Karya often has to manage several projects simultaneously in remote locations. This condition makes it difficult for the finance staff in the office to manage project financial allocations and also makes it difficult for project managers in the field and must report the status of project expenditures to the office. This difficulty drives CV. YustiKarya improved the project's financial management system from using spreadsheets to a web-based information system. Web-based information system will be developed using object-oriented methods. The object- oriented system development method was chosen because of its modular development capabilities and adapts to system requirements. The development of this system aims to enable Person in Charge (PIC) projects in the field to submit expenditures and can be immediately approved by the financial staff in charge. Online project finance management between project PICs and finance staff helps harmonize financial management. The Director can monitor the flow of the latest project finance developments online.

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Kārkliņa, Kristīne, and Rūta Pirta. "Quality metrics in Agile Software Development Projects." Information Technology and Management Science 21 (December 14, 2018): 54–59. http://dx.doi.org/10.7250/itms-2018-0008.

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Nowadays, IT projects are becoming more complex and larger in scale. Stakeholders often experience difficulties assessing project quality attributes, such as progress, budget. Specifically adapted project metrics based on their descriptive features are beneficial tools for acquiring important information. The paper discusses metrics as an important project quality assessment method. It proposes using GQM method for selecting the most appropriate Agile project quality metrics. For metrics monitoring it explores popular cloud-based project management systems. An illustration of the approach is provided by two case studies with Agile projects in the public sector.

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Merikoski, Helena, Paula Savolainen, and Jarmo J. Ahonen. "Suppliers’ software development project start-up practices." International Journal of Managing Projects in Business 10, no. 4 (September 5, 2017): 880–96. http://dx.doi.org/10.1108/ijmpb-10-2016-0083.

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Purpose The purpose of this paper is to present a life cycle phase of a software development project which is substantial for the success of the project. This paper visualizes the project start-up phase from suppliers’ perspective. Design/methodology/approach The method is a theory building from case studies. The data were collected from three software supplier firms by conducting process modeling separately in each firm. Findings The study resulted in a model of a supplier’s software project start-up which includes start-up practices and involved roles. The results indicate that project start-up is an integral and structured phase of project life cycle, which influences the execution of a software development project, especially from the supplier’s perspective in the project business context. Research limitations/implications The study focuses on the start-up phase of software development projects delivered to external customers. Therefore, developed project start-up model is applicable as such in software supplier firms. Practical implications The project start-up model presented in this paper indicates that project start-up is a complex and multi-dimensional activity in a supplier firm. This study suggests that if the project start-up phase is clearly defined, planned and followed in a supplier firm, it reduces confusion and miscommunication among the people involved in the project and helps to achieve the business goals of a project. Originality/value This study emphasizes that it is necessary to make a distinction between the perspectives of the customer and the supplier when studying projects in the project business context. The findings contribute the new knowledge for managing outsourced software development projects.

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Zhang, C. "Project Management in Joint Venture Power Development." Wind Engineering 24, no. 3 (May 2000): 233–39. http://dx.doi.org/10.1260/0309524001495585.

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This paper discusses developing renewable power projects in a multi- country Joint Venture (JV) environment. A number of key factors in doing JV renewable power projects are analysed which cover Power Purchase Agreements (PPA), JV arrangements, project company structures and financing structures. A commonly preferred procedure for JV power project development is set out. First hand experiences are also reported to illustrate potential loopholes in JV renewable power project management.

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Sahibzada, Shamim A., and Mir Annice Mahmood. "Why Most Development Projects Fail in Pakistan? A Plausible Explanation." Pakistan Development Review 31, no. 4II (December 1, 1992): 1111–22. http://dx.doi.org/10.30541/v31i4iipp.1111-1122.

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The need for effective .project planning in the farmework of macro planning has always been very strong in Pakistan as projects form the basis of development. Without the successful execution of projects, it is unlikely that development plans could be implemented effectively. In Pakistan an elaborate machinery for the planning of development projects exists but its prformance has been far from satisfactory. If one has to write the porject history of Pakistan, one wiII come across numerous examples of projects that have failed due to the ineffecient functioning of this machinery. Needless to say these failures have cost the economy billions of rupees, which in a capital-scarce economy like Pakistan, would have made a substantial difference towards economic development had this machinery operated efficiently. The objective of this paper is two fold: first to indentify shortcomings and weak links in the project planning system which are responsible for the failure of most projects. Failure here refers to the lack of implementation in time and within the project's planned budget estimates. And second, to suggest appropriate remedial policy measures. Experience has shown that the process of project planning and implementation in the country has suffered from inherent problems ranging from conceptual differences about the projects, hurriedly prepared feasibility studies deficient in proper technical and. economic underpinnings and the lack of basic information obtained through insufficient investigation and surveys to inadequate project monitoring and almost non-existent in-depth evaluation studies.

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Montes-Guerra, Maricela I., Aida R. De-Miguel, M. Amaya Pérez-Ezcurdia, Faustino N. Gimena, and H. Mauricio Díez-Silva. "Project Management in Development Cooperation. Non-Governmental Organizations." Innovar 25, no. 56 (April 1, 2015): 53–67. http://dx.doi.org/10.15446/innovar.v25n56.48989.

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This article analyzes the adoption of project management practices in development cooperation NGOs and their influence on project performance. This paper illustrates the impact in the implementation of methodologies, techniques and tools on outcomes, measured by success criteria of several projects recently implemented. Information from the project managers of the organizations was collected, and complemented by a literature review. We analyzed the correlation among the variables that determine the adoption of a project, and the criteria that determine its success. The positive effect of project management adoption in the performance of cooperation projects is demonstrated, in spite of the low use of methodologies, techniques and tools within the sector. The article shows the importance of project management in cooperation and aid projects, with the purpose of increasing researchers' awareness about the field as applicable knowledge and about the benefits of its use in the sector. The paper shows that project management can improve project efficiency and accountability in other sectors.

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Xu, Shao Nan. "The Development of Projects under the Clean Development Mechanism in China." Advanced Materials Research 468-471 (February 2012): 2682–85. http://dx.doi.org/10.4028/www.scientific.net/amr.468-471.2682.

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Since 2005 when Carbon Fund was formally introduced to China, the development of projects under the clean development mechanism(CDM) has experienced enormous growth,contributing to the sustainable development of industry.While there are at least two general barriers to get a balanced development of CDM projects in China—namely the limitation of implementation of CDM projects both in sector and scale spheres and problems faced by enterprises in development of CDM project —for assessment of the applicability of project methodology，this article compares the national Chinese registered projects and corresponding methodologies in the world.In the end,My analysis argues the underlying reasons and proposes several schemes to solve the problems.

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Yamin, Mohamed, and Adriel K. S. Sim. "Critical success factors for international development projects in Maldives." International Journal of Managing Projects in Business 9, no. 3 (June 6, 2016): 481–504. http://dx.doi.org/10.1108/ijmpb-08-2015-0082.

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Purpose – The purpose of this paper is to examine the perceptions of local project teams on critical success factors and project success in the context of international development projects in Maldives. It identifies the critical success factors of international development projects, examines how the success of international development projects in Maldives is perceived by local project team members, and analyzes the relationship between critical success factors and project success from the project teams’ perspective. Design/methodology/approach – A survey questionnaire was used and 41 project team members participated in the study. Correlation analysis and regression analysis were performed to understand the relationship with project success and critical success factors. Findings – The study found out that the levels of success of projects were perceived high among the project teams. The results indicated that monitoring CSF, coordination CSF, design CSF, training CSF, and institutional environment CSF had a significant relationship with project success. However, results of the regression analysis indicated that only monitoring CSF was significant in influencing project success. Research limitations/implications – The limited sample size and optimism bias of respondents were a constraint. Furthermore, further analysis of data may be required to advance analysis. Originality/value – The study looks through the lens of project implementation teams in order to provide insights from their vantage point. The study provides insights based on the Maldivian context which will benefit similar island nation communities implementing similar projects.

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Park, Bokyeong, and Yiseul An. "‘Ownership Hypothesis’ on Development Projects and Project Duration Analysis." Korean Development Economics Association 25, no. 3 (September 30, 2019): 1–27. http://dx.doi.org/10.20464/kdea.2019.25.3.1.

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Ramataboe, P., and W. Kisubi. "DAM PROJECTS AND HEALTH DEVELOPMENT– LESOTHO HIGHLANDS WATER PROJECT." Epidemiology 16, no. 5 (September 2005): S154. http://dx.doi.org/10.1097/00001648-200509000-00396.

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Podjavo, Inga, and Solvita Berzisa. "PERFORMANCE EVALUATION OF SOFTWARE DEVELOPMENT PROJECT TEAM." Environment. Technology. Resources. Proceedings of the International Scientific and Practical Conference 2 (June 15, 2017): 118. http://dx.doi.org/10.17770/etr2017vol2.2543.

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The necessity of finding the connection between the planning, decision making, actions and results create project management interest to an evaluation of the project team performance. By analyzing the team performance, determining successful projects and assessing results, members of such project will have the necessary information to avoid failures, to monitor the progress, to compare similar projects and move to defined goals. The objective of this paper is to provide guidelines for evaluation of the project team performance in the software development project. This paper summarizes measures for evaluation of the team performance, an evaluation objectives and it benefits as well as factors that may have an influence on the team performance. Demonstration example of the guideline usage has been provided.

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Fritz, W. "Using the project management tool microsoft project for planning and controlling software development projects." Annual Review in Automatic Programming 16 (January 1992): 35–40. http://dx.doi.org/10.1016/0066-4138(92)90006-b.

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Chernova, I. N., V. B. Mikhailets, and K. V. Shurtakov. "Dynamics and structure of project performers of the «Federal target program for research and development in priority areas of development of the Russian scientific and technological complex for 2014–2020»." Economics of Science 3, no. 3 (November 10, 2017): 170–88. http://dx.doi.org/10.22394/2410-132x-2017-3-3-170-188.

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The article considers socio-demographic issues of research and development of the «Federal Target Program for Research and Development in Priority Areas of Development of the Russian Scientific and Technological Complex for 2014–2020». Analysis based on project's documents in the Program from 2014 to 2016. We studied the dynamics in both quantitative and qualitative characteristics of project performers – applied research and experimental development, and defined trends of project R&D personnel changes, including sociodemographic characteristics: age, size and composition of performers, the proportion of researchers with academic degree, and the proportion of women-researchers. In the article it is shown that specialists under 40 years of age are the largest part of project performers. The renewal of project personnel in time of projects is 65 percent. In the article it is also shown a strong correlation between project academic personnel and academic personnel of Russia as a whole. We devised proposals for tracking quantitative and qualitative parameters of project performers and for securing growth the skill level of young specialists in projects.

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Zhang, Jin Hai. "Research on Software Product Development Project Management." Applied Mechanics and Materials 347-350 (August 2013): 457–60. http://dx.doi.org/10.4028/www.scientific.net/amm.347-350.457.

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Project organization and management software development project management model is the best form of software development enterprises in China's understanding of software development project management has been greatly improved. Traditional software development projects have different characteristics, therefore how flexible application for software project management theory and strategies of the main research objectives of domestic software development project management. Our software in enterprise application software development project management, general shortcomings in implementation, this article on software research and development analysis and project management of implementation strategies.

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Humphreys, Geoff. "PESA production and development review 2009." APPEA Journal 50, no. 1 (2010): 121. http://dx.doi.org/10.1071/aj09009.

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Australian hydrocarbon production reached record levels in 2009 due to strong growth in production of LNG from the North West Shelf Venture. Domestic gas production also reached record levels. Coal seam gas production continued to grow, with the continuing development of existing fields and the development of the Kenya and Talinga projects in Queensland. Two new conventional gas projects also came into production: Blacktip in the Timor Sea and Longtom in the Gippsland Basin. However oil production was below that in the previous year, reflecting natural field decline and the absence of large scale projects reaching production. The project sanction highlight of the year was the final investment decision on the $43 billion Gorgon LNG project. This project will comprise three LNG trains with total capacity of 15 million tonnes per annum plus a domestic gas plant. The first gas from this project is planned for 2014. Eight other potential LNG projects are in various stages of front end engineering and design, most targeting final investment decisions in 2010 or 2011. The pipeline of committed and potential LNG projects has a combined value estimated to be well over $100 billion. These projects have the potential to significantly increase Australian LNG production over the next five to ten years. In the near term the start-up of the Van Gogh, Pyrenees and Turrum oil projects are expected to provide some respite from the decline in Australian oil production. Cost estimates for new projects are again escalating and skills shortages in all parts of the project delivery chain threaten the ability to deliver all of the projects under consideration.

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Raja, Uzma, and Marietta J. Tretter. "Predicting OSS Development Success." International Journal of Information System Modeling and Design 2, no. 4 (October 2011): 27–48. http://dx.doi.org/10.4018/jismd.2011100102.

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Open Source Software (OSS) has reached new levels of sophistication and acceptance by users and commercial software vendors. This research creates tests and validates a model for predicting successful development of OSS projects. Widely available archival data was used for OSS projects from Sourceforge.net. The data is analyzed with multiple Data Mining techniques. Initially three competing models are created using Logistic Regression, Decision Trees and Neural Networks. These models are compared for precision and are refined in several phases. Text Mining is used to create new variables that improve the predictive power of the models. The final model is chosen based on best fit to separate training and validation data sets and the ability to explain the relationship among variables. Model robustness is determined by testing it on a new dataset extracted from the SF repository. The results indicate that end-user involvement, project age, functionality, usage, project management techniques, project type and team communication methods have a significant impact on the development of OSS projects.

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Baghizadeh, Zeinab, Dubravka Cecez-Kecmanovic, and Daniel Schlagwein. "Review and critique of the information systems development project failure literature: An argument for exploring information systems development project distress." Journal of Information Technology 35, no. 2 (April 12, 2019): 123–42. http://dx.doi.org/10.1177/0268396219832010.

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High failure rates of information systems development (ISD) projects continue to trouble organizations and information systems practices. Such a state of affairs has been of great concern for the information systems discipline for decades, motivating information systems researchers to focus on and extensively study ISD project failure. However, the increasing complexity and uncertainty of ISD projects and contemporary system development processes are challenging ISD project failure scholarship. In this article, we ask the questions: What are the contributions and weaknesses of the extant ISD project failure/success literature? What are potential avenues to move the ISD literature forward? To answer these questions, first, we present a literature review that assesses research contributions within the major perspectives on ISD failure (i.e. rationalist, process and narrative). While the extant research within all perspectives make significant contributions to knowledge, we find that researchers remain preoccupied with ‘project failure’ as an end state of an ISD project. They pay little attention to problematic situations arising during ISD projects before they become failed projects. Based on the review and critique of the literature, we then argue that there is a significant benefit in extending research focus from ISD project failure to ‘ISD project distress’, which we define as a harmful project condition involving dynamic and fluid constellation of critical problems that are difficult to identify, understand and resolve. While ISD project distress is an increasingly perilous and consequential phenomenon, little is known about its nature and potential responses. Drawing from the sensemaking literature, we propose a multilevel theoretical framework for understanding the nature and sources of ISD project distress that provides a foundation for exploring early detection and timely response. We demonstrate the theoretical and practical relevance of the concept of ISD project distress and propose a corresponding research agenda.

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GOMES, PAULO J. "FRAMING AMBIGUITY DURING PRODUCT DEVELOPMENT: A KNOWLEDGE-INVOLVED PERSPECTIVE." International Journal of Innovation and Technology Management 10, no. 06 (November 28, 2013): 1340024. http://dx.doi.org/10.1142/s0219877013400245.

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Product development teams sustain the level of ambiguity in product development projects through product configuration and project planning decisions. In this paper, we represent these decisions in terms of earliness, specificity and contingency of front-end activities and test their impact on project performance. We propose that product novelty mediates the impact of configuration and project decisions on performance. Our hypotheses are tested using data from a sample of radical and incremental product development projects. The results support a positive relation between earliness and contingency of front-end activities and development performance for incremental projects. Radical projects benefit from early milestones set during project planning.

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Soboleva, Elena. "Theoretical justification for development as an institution for the development of investment and construction." MATEC Web of Conferences 170 (2018): 01117. http://dx.doi.org/10.1051/matecconf/201817001117.

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The article is devoted to the theoretical aspects of development, project activities, the search and substantiation of the institutional importance of the development of this direction in the current economic situation in Russia, the construction industry, the problems of realizing development projects and the impact of the quality of operational evaluation of development projects on overall efficiency, efficiency and development of construction activities in a crisis and the quality of project management. An algorithm for the formation of development activity as an institution for the development of the investment and construction sphere in Russia has been developed. Theoretically, the algorithm and methodological approach to the quality management of the development project efficiency is justified.

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Koleci, Baki, and Rina Koleci. "PROJECT MANAGEMENT AND DEVELOPMENT." Knowledge International Journal 34, no. 5 (October 4, 2019): 1541–44. http://dx.doi.org/10.35120/kij34051541k.

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Determinant systems - are systems in which the state of the system can be fully identified at any time even if the implementation of a specific control act or entry leads to a false state, which can be foreseen, then such a system is defined. Namely, the determinant system is a system whose behavior is fully known. Such systems consist of the elements between which precisely defined links exist, and their interconnections are known, so that when we know the prior state and the information processing algorithm we can predict the following state of the system. Governance with defined systems implies the existence of a specific purpose and criterion of governance. With these systems we mean real-material systems that exist in a given environment. Once determined, the timing breaks down to a small or large extent, depending on the changing environment, just as under the influence and influence of the system itself. There is no 100% defined system for this. Stochastic systems - are those in which the application of the controlling or influential action of inputs to the system transforms the known state of the system into one possible state, but not the only action. Stochastic meaning is the opposite of determination. Stochastic meaning is used when we want to mark phenomena (processes) which do not perform according to the prescribed law but contain a random character. Their prediction is based on false probability experience. In the stochastic set of systems belong composite systems, hence systems consisting of a large number of interconnected elements. Often with stochastic systems we refer to systems that cannot be described accurately in the language of mathematics either because the system has a large number of related elements unknown to us or because we know enough about the nature of the phenomena that occur. in the system itself, and therefore we cannot quantitatively describe them. Systems with stochastic behavior are thought of as systems where processes and changes in them are driven by insufficient causes for us. To govern these systems we need to know the probability of the origin of the particular state of the system in which they can be found after the implementation of the particular action (experiments).Equilibrium - is once and for all the right condition. When the system sets a state of equilibrium, then it tends to contain that state regardless of the circumstances that prevail in the surroundings. If the system with external or internal impact is removed from the equilibrium state and if it returns to equilibrium state even after the effects of those triggers are stopped, then it is a stable system. The stable system has the specified equilibrium time and does not change location and condition without the influence of external forces. Labile system - after exerting force from outside it returns to the previous state again with the help of another force. The system with large entropy does not return on its own. Label system processes usually progress and we stop them as needed. Indifferent systems - take the position and remain n and remain in it depending on the force acting on it.

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McCarthy, Marianne. "Derbyshire secondary development project." School Organisation 7, no. 3 (September 1987): 323–32. http://dx.doi.org/10.1080/0260136870070309.

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Logan, Lloyd, and Judyth Sachs. "Which Teacher Development Project?" School Organisation 11, no. 3 (January 1991): 303–11. http://dx.doi.org/10.1080/0260136910110306.

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Journal articles on the topic 'Development project'

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