Journal articles on the topic 'IT project manage'
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Naseem, Aliya, and Rameesha Abbas. "Relationship between Interpersonal Skills in Project Success." Archives of Business Research 10, no. 7 (August 6, 2022): 198–210. http://dx.doi.org/10.14738/abr.107.12828.
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The most asset to any project, regardless of the industry is the project manager. Research has shown whether the project fails or succeeds depends on the project manager, and the skills they bring to the table. The research problem in this study is the lack of research regarding the relationship between the interpersonal skills of the project manager and the success and / or failure of large-scale IT systems development projects. The existing literature indicated a strong positive relationship between the interpersonal skills and leadership traits of senior managers who manage with a passive leadership style and the primary IT systems development project success factor of cost. There was also a strong positive relationship between the interpersonal skills and leadership traits of senior managers who manage with leadership outcomes and the primary IT systems development project success factor of scheduling.
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Joseph, Nazeer, and Carl Marnewick. "Measuring Information Systems Project Complexity: A Structural Equation Modelling Approach." Complexity 2021 (January 18, 2021): 1–15. http://dx.doi.org/10.1155/2021/5907971.
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Complexity has emerged as the new norm in the 21st century, and IS projects play a significant role in organisations to address various socio-political concerns. The purpose of this paper is to understand what are the relevant constructs for measuring IS project complexity. A model for measuring IS project complexity is developed using PLS-SEM. The model reveals that organisational complexity, technical complexity, and uncertainty underpin IS project complexity. Organisational complexity in terms of project team, stakeholder management, and strategic drive should be managed by the project manager. Technical complexity was established in terms of project goals, requirements management, technology management, and norms and standards. Uncertainty in IS projects exists in terms of skills management, the triple constraint, and activity management. Suggestions were provided to guide IS project managers on how to manage each construct and alleviate the level of project complexity. This paper presents an updated and different perspective on measuring and managing IS project complexity. The findings would serve as additional building blocks to further elucidate IS project complexity understanding and assist with improving the value of these projects. Furthermore, the suggestions for IS project managers can lead discussions around how IS projects should be managed to ensure complexity is under control.
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Xie, Hai. "Differences of the Project Management and Program Management." Advanced Materials Research 1030-1032 (September 2014): 2547–50. http://dx.doi.org/10.4028/www.scientific.net/amr.1030-1032.2547.
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Program management is the process of managing several related projects, often with the intention of improving an organization's performance. In practice and in its aims it is often closely related to systems engineering and industrial engineering. The Program Manager has oversight of the purpose and status of all projects in a Program and can use this oversight to support project-level activity to ensure the overall program goals are likely to be met, possibly by providing a decision-making capacity that cannot be achieved at project level or by providing the Project Manager with a program perspective when required, or as a sounding board for ideas and approaches to solving project issues that have program impacts. Typically in a program there is a need to identify and manage cross-project dependencies and often the PMO (Program or Project Management Office) may not have sufficient insight of the risk, issues, requirements, design or solution to be able to usefully manage these. The Program manager may be well placed to provide this insight by actively seeking out such information from the Project Managers although in large and/or complex projects, a specific role may be required. However this insight arises, the Program Manager needs this in order to be comfortable that the overall program goals are achievable.
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van Scheers, Louise. "Managing the risk of the community engagement project: SME managerial skills transfer project at UNISA." Problems and Perspectives in Management 14, no. 4 (December 23, 2016): 154–58. http://dx.doi.org/10.21511/ppm.14(4-1).2016.03.
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The aims of this project are to manage the risk of a community engagement project, improve managerial of SME owners in the Tshwane community and promote CE scholarship engagement. CE opportunities as well as the high failure rate of SMEs motivated the lecturers of the Department Marketing and Retail to initiate training workshops in their community. This CE project SME skills transfer workshops aims to expand the involvement with the community and develop community engagement projects in addition also transfer managerial skills to SME owners in the community. Quantitative, exploratory research was used in the form of questionnaires with owners of SMEs participating in the workshops. The conducted research established that the most successful advertising medium is wall painting. With this community engagement project it had been reached 200 SMEs. It has been promoted CE scholarship engagement and manage the risk of this project. One of the secondary objectives was to manage the risk of this project. The results in table 1 indicate that the risk is managed adequately. This project is not considered as a high risk project for the university. The aims were achieved as evidence of transferring of managerial skills; managing risk of the project, promotion of CE scholarship and publishing articles through our CE project were achieved. Keywords: SME managerial skills transfer, risk management, community engagement, Tshwane community, advertising media, advertising key success factors, word of mouth. JEL Classification: M37
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Wheatley, M. "Can you manage? [project management]." Engineering & Technology 4, no. 19 (November 7, 2009): 62–64. http://dx.doi.org/10.1049/et.2009.1914.
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De Rezende, Leandro Bolzan, Paul Blackwell, and Marcio Denys Pessanha Gonçalves. "Research Focuses, Trends, and Major Findings on Project Complexity: A Bibliometric Network Analysis of 50 Years of Project Complexity Research." Project Management Journal 49, no. 1 (February 2018): 42–56. http://dx.doi.org/10.1177/875697281804900104.
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This article analyzes the project complexity research field using bibliometric analysis. The field evolved in three waves (prior to 1985, between 1990 and 2004, and after 2005) from several disconnected seminal works, to a more centralized discussion that began based on efforts to characterize and classify complex projects to focus on the developing models and frameworks that, considering aspects of uncertainty and dynamics, supported managers to adapt and manage their projects. The findings suggest that project complexity is defined by dimensions that include structural, uncertainty, novelty, dynamics, pace, social-political, and regulative. The findings also suggest that the focus is changing from project control to project adaptability, and it is necessary to develop capabilities to manage complex projects, not only in the organization or at the team level, but also through the project's supply chain.
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Wolff, Aline. "Preparing MBA Students for the World of Professional Communication." Business Communication Quarterly 59, no. 2 (June 1996): 86–94. http://dx.doi.org/10.1177/108056999605900207.
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An analysis of a large-scale professional communication project helps to define relevant managerial communication tasks; the project exemplifies the type of projects that graduating students will be expected to collaborate on or to manage successfully. The implications of this project for teaching manager ial communication to MBA students and recommended applications for inte grating work world tasks into the curriculum are also discussed.
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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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Amoah, Armstrong, and Frederic Marimon. "Project Managers as Knowledge Workers: Competencies for Effective Project Management in Developing Countries." Administrative Sciences 11, no. 4 (November 11, 2021): 131. http://dx.doi.org/10.3390/admsci11040131.
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Studies have shown that project managers are responsible for the successful management of various projects. Increasingly, this success depends on the project manager being a knowledge worker (KW)—i.e., possessing and utilizing both “hard” and “soft” skills/competencies to manage assigned projects. Nonetheless, there has not been enough studies on what these competencies are, especially in the context of developing countries (DCs). This study, therefore, seeks to conceptualize project managers as KWs by identifying the key competencies and their relationships needed to effectively manage projects in DCs. To achieve this objective, a survey was conducted among 112 project management (PM) practitioners in Ghana. The opinions from the respondents were edited, summarized and categorized by creating word queries, thus, making it easier to make deductions from them. Finally, content analysis was conducted to help establish links in the responses so as to deduce appropriate recommendations. The findings provide a set of “soft” and “hard” skills/competencies and their unique combinations for effective PM in DCs. The primary contribution of this study stems from highlighting the key competencies that project managers need to ensure effective PM in DCs, thus, helping these countries to make a more efficient use of their scarce resources.
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Bockova, Katerina, and Daniel Lajcin. "RIPRAN – one of the best project risk analysis methodologies." Managerial Economics 19, no. 1 (2018): 7. http://dx.doi.org/10.7494/manage.2018.19.1.7.
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Morozov, Victor, and Anna Kolomiiets. "USING A VALUE APPROACH TO MANAGE INNOVATIVE PROJECTS." Management of Development of Complex Systems, no. 48 (December 20, 2021): 32–38. http://dx.doi.org/10.32347/2412-9933.2021.48.32-38.
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The use of knowledge base for the management of innovative projects and programs, based on a value-based approach to stimulate innovation in Ukraine, is considered. It was found that today there are well-tested and specific methodologies for managing innovation programs based on a project approach, but these schemes of innovation management activities do not consider the financing of innovations. The main vectors of innovation activity of domestic enterprises, the reasons for failure to bring new products to market have been studied and studied. The types of innovations for which innovative activity is carried out at IT enterprises are determined. In terms of innovation, almost complete lack of application of the project approach was revealed. It is emphasized that traditional project management methodologies based on value systems do not fully allow for effective management of innovative projects due to their significant complexity and risk. This necessitates the development of new approaches that take into account the specifics of complex innovative IT projects and development programs, their elements, characteristics and communication parameters. The issues of development and use of new models for management of innovative projects on the basis of the value approach are investigated. To do this, it is proposed to apply a model of scientific cooperation based on a commercial concession (franchise), based on maximizing values for all stakeholders of the project and program using a comprehensive systematic approach to determining the state of activity in an innovative project. A conceptual model of interaction with the external environment in the implementation of innovative projects is proposed. Based on this model and the scheme of innovation association, a mathematical model for determining the values for stakeholders of this project activity is proposed.
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Rouyre, Audrey, and Anne-Sophie Fernandez. "Managing Knowledge Sharing-Protecting Tensions in Coupled Innovation Projects among Several Competitors." California Management Review 62, no. 1 (November 2019): 95–120. http://dx.doi.org/10.1177/0008125619885151.
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While collaborating with several competitors on coupled innovation projects requires smooth knowledge sharing to ensure the project’s success, protecting knowledge is also essential due to the prevailing risks of coalition formation, opportunism, and knowledge leakage. Intense tensions between knowledge sharing and protection may arise and must be managed to avoid project failure. This article explores the formal and informal mechanisms used to manage these tensions. The case studied (Galileo) reveals the limited role of informal mechanisms to manage such tensions and shows how a centralized project structure encouraged the formal sharing of knowledge by protecting firms from unwanted knowledge transfers between competitors.
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Livesey, Peter Vincent. "Goleman-Boyatzis Model of Emotional Intelligence for Dealing with Problems in Project Management." Construction Economics and Building 17, no. 1 (March 31, 2017): 20–45. http://dx.doi.org/10.5130/ajceb.v17i1.5101.
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As projects grow in size and complexity the sizes of teams needed to manage them also increases. This places greater emphasis on the need for the project manager to develop people management skills, commonly called soft skills, of which emotional intelligence (EI) has been recognised as an important component. The objective of this research was to investigate the relevance of the Goleman-Boyatzis model of EI in dealing with the problems in large projects identified via a literature review. To achieve this end, a Delphi study using project managers who had been involved in the management of projects in excess of $500 million was used. The responses from the Delphi panel were analysed and the results showed that the competencies contained in the Goleman-Boyatzis model had a relevance of 95% or greater to the problems presented to the panel. A ranking of the various competencies contained within the model was also developed, some competencies being found to be more important than others. By confirming the importance of emotional intelligence, as described by the model, this research adds to the understanding of the necessary skills needed by a project manager to successfully manage large projects.
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Konika, Fnu. "Brief Overview About Project Management." European Journal of Business Management and Research 1, no. 1 (December 30, 2016): 1–3. http://dx.doi.org/10.24018/ejbmr.2016.1.1.6.
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This paper tells that how project management works with all the resources which is needed in doing any project. Resources are very essential part of project management. A comprehensive literature says about the project management what methods should be done in doing any project. There are different methods for doing any project for example building properties and commercials have their own method. The model highlights that what are the requirements are needed to do any project and how project can be done. This covers all the factors on which project management is dependent. The project management depends on various sources in which they all have different role. Every source is required to manage a project. The model is used for the projects to make them better and understanding projects. In this various things about ding a project is mentioned. The paper shows how project management depend on other variables and how projects are managed by other independent variable.
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Luchko, H. Y., and I. V. Kohut. "Leadership Qualities in Project Management." Business Inform 6, no. 521 (2021): 240–45. http://dx.doi.org/10.32983/2222-4459-2021-6-240-245.
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This article is aimed at researching the phenomenon of leadership, analyzing the qualities of project leaders and defining the key qualities that project managers should have to effectively manage teams and achieve maximum results. The article defines that in order to ensure effective management of the project team with dynamic changes in the external environment, the project manager must be not only a director, but also a leader at the same time. It is precisely the leadership qualities of the project manager, which provide the ability to coordinate the team’s work in such a manner that certain results be achieved, i.e., the expectations of the main stakeholders be fulfilled or exceeded. The article examines the most characteristic traits inherent in leaders, which are highlighted by various researchers of the «traits theory». It is determined that of importance for a project manager is not only certain traits of the leader, but also professional competence. The criteria for assessing the level of competence of project managers in accordance with the ICB4 standard, as well as the necessary skills in relation to the individual competence of «Leadership», are specified. The main qualities and skills of the leader-manager according to the latest version of the PMBOOK project management standard are also considered. The research carried out by the authors resulted in distinguishing the most important qualities of the leader, which, combined with the necessary professional knowledge and skills, will allow project managers to become successful and effective in team cohesion to achieve the best results in project activities. The traits allocated as result of the research, such as responsibility, perseverance, ability to cooperate, kindness and others, will allow project managers to be successful leaders of their teams and to effectively manage projects and programs.
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Bhoola, Vanita, Vineeta Dwivedi, and Ayalur Vedpuriswar. "National Dairy deriving value through project management." Emerald Emerging Markets Case Studies 11, no. 4 (October 29, 2021): 1–21. http://dx.doi.org/10.1108/eemcs-07-2020-0268.
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Subject area Project Management, Entrepreneurship, Risk Management, Communication. Study level/applicability Study level: MBA and Executive Education. Applicability: This case can be taught in the project management course. It will cover the project-planning phase, which is an iterative or progressive elaboration for the entire project lifecycle. The case will help in discussing how project management is an important discipline to manage projects and stakeholders effectively. Case overview The case depicts the dilemma of a passionate entrepreneur who is setting up an ambitious dairy business but project execution goes awry. The case discusses the challenges related to project planning and execution. It captures the essence of proactive risk management, measures that can mitigate risks and create opportunities. The case also discusses the entire project lifecycle from project initiation to closure and the challenges a manager has to face in terms of stakeholder engagement, risk management, stakeholder communication and scope change. Expected learning outcomes To understand the alignment of the project with the organisation strategy; to learn to create a project plan and monitor and control the scope, schedule, resources and costs; to accurately estimate project costs, timelines, and quality and schedule, using tools like MS Project; to learn the risk management techniques for managing projects, teams and stakeholders; and to manage stakeholder communication effectively. Supplementary materials Teaching notes are available for educators only. Subject code CSS 2: Built Environment.
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Ahmad Latiffi, Aryani, and Noorul Adharina Zulkiffli. "Sustainable Construction Projects: The Level of Understanding on Leadership Skills among Project Managers." International Journal of Real Estate Studies 15, no. 1 (June 23, 2021): 39–48. http://dx.doi.org/10.11113/intrest.v15n1.7.
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A project manager is a crucial factor of a project's success, especially in sustainable construction projects. Their role as a leader is also observable with regard to achieving sustainability objectives in sustainable construction projects. In contrast to conventional projects, sustainable construction projects face more nuanced issues. The influence of leadership skills of the project managers is therefore becoming essential for the success of sustainable construction projects. This study examines the level of understanding of leadership skills among project managers in sustainable construction projects and determines the correlation between their experience and understanding of leadership skills. A questionnaire survey was carried out among 153 project managers with experience in the management of sustainable construction projects in Malaysia. The IBM SPSS software version 24 was used to perform a descriptive statistic, a normality test, and a Spearman's correlation test on the data collected. The results indicate a very high level of understanding among project managers regarding leadership skills in sustainable construction projects. Apart from that, there is a positive correlation between years of experience in sustainable construction projects and the level of understanding of leadership skills among project managers in sustainable construction projects. The findings of this research will serve as an avenue for future researchers to identify the necessary leadership skills for project managers to manage sustainable construction projects effectively.
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Frank Cervone, H. "Fostering engagement and dealing with stress in projects that effect change." OCLC Systems & Services: International digital library perspectives 30, no. 3 (August 5, 2014): 140–43. http://dx.doi.org/10.1108/oclc-05-2014-0024.
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Purpose – The purpose of this paper is to discuss the factors that can contribute to successful management of these issues by project managers. Frequently, projects involve significant change efforts. To achieve project success, project managers must have the skills and understanding to manage the personnel issues related to change and stress related to change. Design/methodology/approach – By reviewing the definitive literature related to change management, the author provides some criteria for project managers to consider as they foster engagement and manage stress related to change in projects. Findings – There are three primary strategies project managers can use to successfully manage both engagement and stress in projects that involve significant change efforts. Originality/value – While the issues related to change management have been discussed generally, the application of these theories and practices to project management has not been extensively explored in the literature. This article provides a general overview of the major theories in direct relationship to project management.
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Karlsen, Jan Terje, Parinaz Farid, and Tim Torvatn. "Project manager roles in a public change project: the case of a municipal merger." International Journal of Organization Theory & Behavior 23, no. 2 (March 30, 2020): 155–71. http://dx.doi.org/10.1108/ijotb-04-2019-0052.
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PurposeThis paper investigates the emphasis placed on different managerial roles by the project manager in a public merger and change project.Design/methodology/approachA research model was designed based on six management roles: leader, resource allocator, spokesman, entrepreneur, liaison and monitor. Empirical data were collected using in-depth interviews. The studied case concerns a large public merger and change project between two municipalities in Norway.FindingsThe paper reveals that the project manager emphasized the externally oriented entrepreneur role mostly. The internally oriented resource allocator role that focuses on managing the project was least emphasized. The research identifies a gap between needed and actual competence in basic project management as a barrier to exercise the resource allocator role more thoroughly.Research limitations/implicationsFuture research should investigate other public merger and change projects so that these findings may be generalized.Practical implicationsThis research concludes that project managers in public change projects should be more internally oriented towards the resource allocator role. Furthermore, public project managers need to make sure that they possess the necessary technical project management competence to practice the resource allocator role effectively.Originality/valueRather than stressing the importance of leadership in general to manage a project, this paper is original as it applies a set of management roles to empirically study what a public project manager practice.
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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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Sarker, Kamal Uddin. "Explicit specification framework to manage software project effectively." Indian Journal of Science and Technology 13, no. 36 (September 26, 2020): 3785–800. http://dx.doi.org/10.17485/ijst/v13i36.1244.
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Objectives: This research addresses the causal relationship among processes, tasks, resources, and stakeholders of the software projects to improve the success rate that is 31% only now (CHAOS report 2019). Methods: A software project management framework is developed based on the findings of an empirical study on recent commonly used methodologies and root cause analysis on the reasons for project failure. The causeeffect relationship is prioritized by Structural Equation Modeling (SEM) to develop the Explicit Specification Framework (ESF). The framework is tied to the pinpointing with ontology for formal presentation, descriptive logic for unambiguous information specification, and ikigai for decision-making.Findings: The proposed framework is evaluated by a group of experts and their average scope is evaluated by a group comparison mechanism called Grey Rational Analysis (GRA). The evaluation process considered 6 parameters and compared it with 4 commonly used project management approaches. The highest GRA rank is found for the average of six distinct parameters though it is comparatively more complex for explicit documentation. The three-layer architecture of ESF remarks on roles, functions, and respective stakeholders in each layer presented by a comprehensive comparison study with literature and found that it enhances formal practice, sustainability, and management capability. ESF is easy to implement for distributed project management and improving automation facilities in the software industries.Novelty/Application: Artificial intelligence, the Internet of things, and big data would be common elements of a software project and ESF would meet the demand for project information specification, management, and control. Keywords: Software Project Management; Software Quality Control; methodology; multi- criteria decision making; structural educational modeling; ontology
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Gellweiler, Christof. "Collaboration of Solution Architects and Project Managers." International Journal of Human Capital and Information Technology Professionals 10, no. 4 (October 2019): 1–15. http://dx.doi.org/10.4018/ijhcitp.2019100101.
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If IT projects are to be successful, they must meet business requirements, and they must be efficiently managed. IT projects need methodological skills to manage resources as well as technical capabilities for architectural planning and solution design. Project managers and solution architects represent two highly-qualified leadership roles in IT projects, both of which analyze requirements and both of which are responsible for supplying IT solutions. In predictive IT infrastructure projects, solution architects' technology skills complement project managers' organizational competencies. The combination of those skills improves requirements elicitation that is the key for IT project achievement. Project managers and solution architects closely collect and evaluate requirements and specify the scope in the planning phase. The relationship between these roles is examined by the IT management literature and established practitioner frameworks. Finally, suggestions for collaboration are derived and presented in the IT solution life cycle model.
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Zhang, Ying, and Corinne Bishop. "Project-Management Tools for Libraries: A Planning and Implementation Model Using Microsoft Project 2000." Information Technology and Libraries 24, no. 3 (September 1, 2005): 147. http://dx.doi.org/10.6017/ital.v24i3.3376.
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<span>This paper discusses how Microsoft Project 2000 was utilized at the University of Central Florida Libraries to manage an e-reference implementation project. As libraries today adopt more information technologies, efficiently managing projects can be challenging. The authors’ experience in the implementation of QuestionPoint e-reference software in October 2003 is described. Their conclusion illustrates that project-management tools, such as Microsoft Project 2000, offer practical workflow-management techniques for libraries. This article represents the first attempt to discuss the use of Microsoft Project 2000 to manage a library project.</span>
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Nový, Martin, Jana Nováková, and Miloš Waldhans. "Project management in building industry management." Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis 60, no. 7 (2012): 189–98. http://dx.doi.org/10.11118/actaun201260070189.
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The article deals with contents of the project management on general level first. It mentions the most widespread project management standards, which have historically developed in global scale, their parts and objectives. Further, it describes position of the building industry in national economy, its specific features distinguishing it from the other industrial production, contents of the building industry management and project management of structures. The importance of the role of project manager is documented by characteristics of construction projects, their course, contents of sub-phases, and individual types of managing activities. Attention is devoted to project planning – determination of realization costs, necessary resources, sequence and time course of individual works. The most frequently used graphic methods of schedule presentation – Gantt chart, network chart and frequency bar chart are applied on examples of constructions. These charts can be focused in time sequence on individual types of resources – workforce, finance, materials, energies, and machinery. In conclusion, necessity to manage the project management procedures is emphasized as a part of skills of a construction engineer in the role of preparation manager or construction project realization manager.
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SOARE, Ilinca, Manuela RUSU, Adriana STEFAN, Alina DRAGOMIRESCU, and Constantin MILITARU. "Project management templates used to plan and manage product and service provision. Case study." INCAS BULLETIN 11, no. 3 (September 9, 2019): 239–47. http://dx.doi.org/10.13111/2066-8201.2019.11.3.21.
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This article presents a compilation of methods and techniques that help manage projects successfully and which are developed by IAQG - International Aerospace Quality Group. Project management is a structured process that helps teams to achieve specific project goals. It can be used for all types of projects and project sizes. The templates were created to provide organizations a single location of common templates that can be used as an actual project workbook. The project management templates were customized using the project Technologies for obtaining new composite materials with advanced properties.
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LePrevost, James, and Glenn Mazur. "Quality infrastructure improvement: using QFD to manage project priorities and project management resources." International Journal of Quality & Reliability Management 22, no. 1 (January 1, 2005): 10–16. http://dx.doi.org/10.1108/02656710510572959.
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PurposeA common difficulty for an information technology (IT) department is to focus resources (people) where they can deliver the greatest benefit for the efforts made. It sometimes happens that a bias develops where some departments insist that their projects are more critical than others and they demand not only that their projects be attended to immediately, but also that the most senior people be assigned to them. To better utilize resources, it makes sense to prioritize projects on their benefit contribution to internal and external customers, as well as to assign skill‐appropriate people to work on them. National City has applied QFD to help them in identifying and prioritizing the needs of their customers and then using these to evaluate each project for its benefit contribution and for its degree of complexity, which will help assign appropriate resources to the project.Design/methodology/approachThis paper will show how we customized the QFD process through the QFD Green Belt® training of the QFD Institute. It is shown how the list of internal customer needs, which became the criteria for determining project benefit, and then developed another set of criteria to judge the project complexity and the required technical skill level to work on the project, were developed. The paper includes charts and matrices defining the process.FindingsNational City can now prioritize its internal IT projects and assign the most appropriate people to them in order to deliver the greatest value to National City's customers.Originality/valueQFD helped National City to manage internal initiatives by prioritizing them according to the benefits they had. Project management and technical resources can now schedule their time according to priority, which reduces non‐effective multitasking and will allow for more initiatives to be completed in the long run.
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Melnychenko, Olexandr, Iryna Lebid, Valentyna Tkachenko, and Nataliia Luzhanska. "COMMUNICATION MODEL OF RELATIONSHIP BETWEEN STAKEHOLDERS IN EDUCATIONAL INNOVATIVE SCIENTIFIC PROJECTS." Management of Development of Complex Systems, no. 47 (September 27, 2021): 25–31. http://dx.doi.org/10.32347/2412-9933.2021.47.25-31.
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A project approach is used to address issues of improving educational processes. Implementation of educational innovative research projects is effective with the participation of a large number of stakeholders. Stakeholders include representatives of the state, business and community. The formation of common values, which are focused on quality education, for all groups of stakeholders will help to effectively implement educational innovative research projects. To do this, you need to create an appropriate communication model. Project communications consist of the processes of timely collection, dissemination, storage, receipt and use of information. One of the responsibilities of the project manager is to create a kind of intellectual space for the project stakeholders to discuss common tasks, goals and areas of interest. The purpose of communications management is to meet communication needs of project participants and solve communication problems in case of their occurrence. The success of a project depends on how different project team members and stakeholders interact with each other. With this end in view, a model of the relationship between stakeholders in educational projects was created; this model makes it possible to manage different types of communication (formal and informal). The results of the study were used to manage communications in the implementation of educational innovative research projects at National Transport University (NTU) while carrying out the international TEMPUS project ‘Fostering the Knowledge Triangle in Belarus, Ukraine and Moldova’. The results of the project show that the efficiency of communications between NTU and international partners is 0.5 - 1.0, which indicates that the result of the educational innovative research project is good after the communication process.
Thus, the developed model of communications management in educational innovative research projects allows determining the set of input and output parameters, constraints, control and uncontrolled variables in communication processes and is the basis for the management of formal and informal communication.
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King, Malcolm, and Laurie Mcaulay. "Information Technology Investment Evaluation: Evidence and Interpretations." Journal of Information Technology 12, no. 2 (June 1997): 131–43. http://dx.doi.org/10.1177/026839629701200205.
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Structures are important to the practice of information technology (IT) evaluation. Structures, as evidenced by 14 case studies and the words of six financial directors, are defined here as organizational responses, including user committees and responsibility accounting, quantitative assessments of IT projects, such as financial appraisals, and qualitative assessments. Structures in practice seem to allow for a changing world in which projects are accepted according to business needs and subsequent actions lead accepted projects to be adapted and managed as time passes. In order to manage IT technology in this way, structures alone are important but not sufficient. Active individuals have an important role to play and credibility becomes an important factor in evaluation and implementation. The credibility of IT management is created by its selling of the project in the first place and then by its ability to manage the project in a responsive way. Credible strategists are at least as important as a strategy to the evaluation of IT.
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Bremer, Chris, Aaron Cherry, Christopher Deane, Lucas Graff, Ian Kelsey, Cody Lewis, Michelle Lewis, et al. "From Tadpole to King Frog." Undergraduate Journal of Service Learning & Community-Based Research 3 (November 22, 2014): 1–4. http://dx.doi.org/10.56421/ujslcbr.v3i0.181.
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Our team completed a service-learning project for Bus378 Project Management at the University of Idaho in Spring 2014. Project Management is a service-learning course open to any student with junior standing or above. The course allows students to learn tools and techniques to manage projects in any type of organization. Students work in teams to complete projects for community partners, gaining hands-on use of the concepts they learn in class. All projects fulfill several course learning objectives, including partaking in a project team, which uses the concepts taught in class to manage a project from start to finish. Each student is expected to spend 30 to 40 hours participating in project work over the semester. In Spring 2014, the class had 57 students enrolled; four teams were formed.
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Rumbarar, Hermerilia, Dirarini Sudarwadi, and Yulius Heri Saptomo. "PENGARUH KUALITAS MANAJER PROYEK TERHADAP KINERJA PROYEK KONSTRUKSI DI KABUPATEN MANOKWARI SELATAN (Studi Kasus Kontraktor di Distrik Ransiki)." Cakrawala Management Business Journal 2, no. 1 (July 4, 2019): 204. http://dx.doi.org/10.30862/cm-bj.v2i1.14.
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Construction project activities certainly involve a lot of human resource. The scope of work large and complex projects requires the ability of project managers to manage them well. The quality of project managers has an important role to smooth a construction project. Dedication in this profession requires the project manager to carry out the work goes according to plan.
This study aims to determine whether the quality of project managers affect the performance of construction project in Southern Manokwari Regency (case study contactor in Ransiki District). This study uses a sample of 40 contractors flying at the Gapensi association of South Manokwari Regency. Method of data analysis is used in this research are simple regression analysis , t test and r square.
The results of this study indicate that the quality of project managers affect the performance of construction projects in South Manokwari Regency. The results of data processing on the test coefficient of determination variable quality project manager is equal to 0.217 or 21,7%, t test results show that the variable quality of project managers affect the performance this is evindenced by the results of t test show significance value smaller than 0,05 ( 0,001 < 0,05) so the results of research indicate the variable of project manager quality influence to construction project performance in South Manokwari Regency.
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Bharadwaj, Sangeeta Shah, and Kul Bhushan C. Saxena. "Knowledge Management in Global Software Teams." Vikalpa: The Journal for Decision Makers 30, no. 4 (October 2005): 65–76. http://dx.doi.org/10.1177/0256090920050406.
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Information technology (IT) organizations, especially software development organizations, are knowledge-intensive firms where the knowledge is mainly embedded in human beings and is largely in the form of tacit knowledge. Managing knowledge in global software teams in very critical as knowledge is a source of competitive advantage for these organizations. They have adopted emergent team-based structures as a response to changing business needs and are globally distributed. Sharing of tacit knowledge requires more people-to-people interaction which is impossible in these organizations. Due to this reason, it is essential to manage certain critical knowledge during the progress of the projects related to achieving the performance goals and the learning goals to consistently sustain and improve project performance. This study identifies the following critical knowledge areas related to the learning goals: user requirements knowledge functional domain knowledge technical knowledge project status knowledge project experience knowledge. A five-layered knowledge management framework has been applied to model the software team knowledge. This model is suggested as a process approach to team knowledge management to strengthen knowledge management in software teams. As per the knowledge management framework, all the identified knowledge related to the project are not well managed. One of the reasons for not managing well a particular type of knowledge is the absence of knowledge management processes. The global software teams share knowledge through a virtual space as against real physical platform with proper IT infrastructure in place. Due to the distributed nature of the teams, rules, conventions, and sharing of norms is already put in place. It, thus, helps in managing project status knowledge, domain knowledge, and technical knowledge. It also promotes management of requirements knowledge and project experience knowledge. However, only ad hoc processes which are immature are in place to manage the knowledge areas. The tools of team knowledge management and leadership commitment are the next two layers of the model to manage the software team knowledge. This study summarizes the status of the following critical knowledge areas related to the learning goals: The most critical knowledge area is the user requirement knowledge. Though newer processes are introduced to manage the same, managing user requirements still remains a challenge for the members of the global software teams. Functional domain knowledge and technical knowledge are managed well by companies but technology updates have put pressure in identifying the gaps and bridging it during the project execution. Project status knowledge has been well managed in the global software teams with the help of formal procedures and documentation. The Capability Maturity Model (CMM) certification requirement of IT organizations is facilitating this knowledge management area. Capturing and reusing the project experience knowledge of the existing projects and clients is still an open issue. The layered knowledge management framework will help in implementing knowledge management processes for each critical knowledge area.
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Lavalle, Arturo, and Oliviero Casale. "Project Managers Are the Best Candidates to Manage Innovation." International Journal of Advanced Corporate Learning (iJAC) 13, no. 1 (March 27, 2020): 48. http://dx.doi.org/10.3991/ijac.v13i1.12357.
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<p class="0abstract"><span lang="EN-US">N</span><span class="Ninguno"><span lang="EN-US">ew technologies are changing our society bringing both great opportunities and enormous risks; therefore it is of paramount importance to understand how to cope with the ongoing digital transformation and how to manage the innovation it brings in all sectors and at all levels. The ability to innovate is a crucial factor for long-term corporate success. Everybody agrees on the importance to bring innovation within companies and organizations but there is little consensus on how to do it. Over the last years, a strong debate has raised on the identification of innovation manager’s tasks and duties and, above all, on the background and skills that this new professional profile should possess in order to effectively manage innovation. Very often, the innovation manager is seen as someone mostly resembling to a R&D or an IT Manager. Nevertheless, innovation is not only technology-led but encompasses a broader variety of aspects. This suggests that a different and more comprehensive background should be considered when codifying the innovation manager profile. This paper intends to identify this background by showing the strict correlation between project management and innovation management with the aim to emphasize why project management should represent the proper competency and experiential framework for innovation managers.</span></span></p>
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Kock, Alexander, and Hans Georg Gemünden. "Project Lineage Management and Project Portfolio Success." Project Management Journal 50, no. 5 (September 3, 2019): 587–601. http://dx.doi.org/10.1177/8756972819870357.
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Project portfolio approaches consider various concurrent project interdependencies but typically neglect longitudinal interdependencies. These are important for exploratory projects, which create strategic options. If these options are not exploited in successive projects they become lost opportunities. This study analyzes 138 firms regarding their extent to consciously manage project sequences. We differentiate between proactive lineage (planning a roadmap of future projects) and reactive lineage (using learnings from past projects). Results show that both practices are positively and independently related to portfolio success. We derive suggestions for future research and discuss which theoretical foundations could be used to better understand the impact of lineage management.
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Robinson, Paula. "Ten easy ways to manage a project." Nursing Standard 14, no. 48 (August 16, 2000): 26. http://dx.doi.org/10.7748/ns2000.08.14.48.26.c2903.
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KOBAYASHI, Shinya, Hisayasu KURODA, and Keiichi ENDO. "How to Manage Practical Project Based Learning." Journal of JSEE 65, no. 1 (2017): 1_84–1_89. http://dx.doi.org/10.4307/jsee.65.1_84.
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Eric Kirkland, C. "How to Manage Project Opportunity and Risk." Project Management Journal 44, no. 3 (May 30, 2013): e3-e3. http://dx.doi.org/10.1002/pmj.21346.
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Rajagopalan, Jayaraman, and Praveen Kumar Srivastava. "Introduction of a new metric “Project Health Index” (PHI) to successfully manage IT projects." Journal of Organizational Change Management 31, no. 2 (April 9, 2018): 385–409. http://dx.doi.org/10.1108/jocm-12-2016-0301.
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Purpose The purpose of this paper is to develop a new comprehensive metric to successfully plan and execute IT projects. The development will be based on a study of all the variables that go into making a successful IT project. Design/methodology/approach A questionnaire, containing qualitative and quantitative response questions, to gather data from practicing project managers is designed and used in an IT company. Cronbach’s alpha is used to analyze the data and multiple regression is used to find the equation relating project success to project management success. Findings A comprehensive variable called Project Health Index (PHI) has been identified. Using this variable, one can predict whether a project is likely to succeed or not. This comprehensive, composite variable is calculated by using 17 other project-related metrics identified from the responses to the questionnaire. Research limitations/implications The PHI has been calculated for the company studied. However, more studies need to be performed before it can be established that the PHI can also be used in other companies and projects. What has been established and validated is that PHI can be used in the studied company and that the methodology to calculate PHI is valid. Practical implications The PHI can be used as a predictive variable, i.e. one that can be used to take corrective and preventive actions to make a project successful. The PHI can also be used to allocate resources, prioritize the allocation and improve project management during the course of project execution. Social implications By implementing projects efficiently, resource utilisation increases and leads to waste avoidance. Improved sustainability is the end result. Originality/value The work is original. The contents and the conclusions drawn, as well as the use of the PHI will enable IT companies to implement projects efficiently, reduce cost and enhance profit.
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Bedrii, D. "Integrated anti-risk management of conflicts of a scientific project in a behavioral economics." Scientific Journal of Astana IT University, no. 3 (September 30, 2020): 4–14. http://dx.doi.org/10.37943/aitu.2020.15.62.001.
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The object of the research is the processes of managing uncertainties such as risks, conflicts, and factors of behavioral economics, which may have negative consequences for a scientific project. The study revealed that the success of any project depends on the ability of the project manager to effectively manage his team to meet the values of each stakeholder and the goals of the project itself. To solve this goal, it is necessary to complete the following tasks: - analysis of methods of integration of risk management, conflicts, and factors of behavioral economics; - justification of the necessity to build integrated anti-risk management of conflicts in behavioral economics; - to carry out conceptual modeling of integrated anti-risk conflict management in behavioral economics. A conceptual model of integrated anti-risk management of conflicts of a scientific project in the context of behavioral economics is proposed, built on the basis of the "Change Management Iceberg" model. The management of scientific projects has been further developed through the integration of methodologies: project management, the theory of stakeholders, risk management, HR management, conflict management, and behavioral economics. A conceptual scheme of integrated anti-risk management of conflicts of a scientific project in behavioral economics has been developed, which allows a project manager to manage uncertainties (risks, conflicts, factors of behavioral economics). Research refers to the project management methodology and improves it by integrating the processes of risk, conflict, and behavioral economics management into one process. The main goal of the study is to reduce and eliminate all negative consequences in a scientific project, to complete it within the approved budget, terms, and a certain quality.
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Galli, Brian J. "The Application of Systems Engineering to Project Management." International Journal of System Dynamics Applications 9, no. 1 (January 2020): 81–106. http://dx.doi.org/10.4018/ijsda.2020010105.
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This study investigated the application of systems engineering to project management. There is an increasing complexity to modern projects, and lifecycle-focused project management displays the inability to manage the risks associated with increased project complexity. A more adequate approach to these issues is presented in the systems engineering processes. It was proposed that the application of systems engineering concepts will allow improve the management of complex projects and the mitigation of risks. Additionally, qualitative research conducted via the collection and analysis of credible information yielded data that supported this proposition. Since systems engineering processes are adaptable, they are suited to manage complex problems. It was concluded that applying systems engineering to project management was beneficial, and the integration of methodologies was valuable to the successful completion of large scale, complex projects.
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Cech, Petr, and Karel Chadt. "Project Manager And His/Her Competencies." International conference KNOWLEDGE-BASED ORGANIZATION 21, no. 1 (June 1, 2015): 165–69. http://dx.doi.org/10.1515/kbo-2015-0027.
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Abstract Competencies of a project manager are formed by a set of knowledge, skills, related experience, and ways of behaviour and attitudes. It is a way by which a project manager asserts his/her own professional knowledge to terminate a project successfully. There are different ways of a competencies division. Authors of this contribution focused on basic competencies and high performance competencies. Basic competencies of a project manager are comprehended as knowledge and skills that are indispensable for an own performance of managerial work. High performance competencies are relatively stable demonstrations of behaviour, by using them teams leaded by a project manager reach outstanding results. In contemporary entrepreneurial environment that is characterized by a high dynamics of changes, market globalization, strong competition and short time of launching technologies the basic competencies are not sufficient enough for a project manager. High performance competencies enable the project managers to manage effectively in contemporary turbulent environment. The competent project manager performs above standard, excellent performance.
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Lappi, Teemu, and Kirsi Aaltonen. "Project governance in public sector agile software projects." International Journal of Managing Projects in Business 10, no. 2 (April 4, 2017): 263–94. http://dx.doi.org/10.1108/ijmpb-04-2016-0031.
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Purpose Agile methodologies are widely used to manage the technical complexity of software development, and project governance can provide feasible means of organizational support for complex project success. The purpose of this paper is to: analyze the project governance practices of public sector organizations, illustrate what kind of impact these practices have on agile software projects and describe the tensions of agile project governance. Design/methodology/approach The research is based on qualitative research strategy and applies elaborative logic with analyses of three case projects in the Finnish public sector. Findings The findings of the research describe how project governance practices can be categorized into six dimensions: business case, contracting, controlling, steering, decision-making and capability building. The results illustrate how these practices either support or detract the performance of agile projects. The results also show that there are two interfaces to agile project that create most tensions to governance – the public sector and technology. Originality/value The study contributes to both project management and information and communication technology theories by combining technical aspects of agile methodologies with micro-level project governance practices. The study also adds original value to academics by introducing the new concept of “agile project governance.” The results of this study will allow public sector project organizations to design appropriate governance mechanisms for agile projects, and to identify the challenges and tensions that need to be considered and managed in the process.
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Minaeva, Elena V., and Lilia A. Fedorova. "CONSULTING CENTER "MANAGE-PRO". ACADEMY OF TREND MANAGEMENT." Interexpo GEO-Siberia 5 (May 21, 2021): 58–65. http://dx.doi.org/10.33764/2618-981x-2021-5-58-65.
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The project of creation a consulting center on the basis of "Secondary General Education School No82" for school administrators "Manage-PRO" is an innovative product of the school's management team in the concept of the National Technology Initiative. The project received a high peer review from HSE experts and is the winner in the Breakthrough nomination of the international competition for innovators in education “KIVO-2020”. The project is based on trends in the development of education in the NTI ideology, on the resources provided by National Projects, on international standards and best practices for the design of engineering and technological education, on the multi-level education infrastructure of the NTI ecosystem and on in-depth analysis of stakeholders. "Manage-PRО" is a consulting support for pivots of leadership management teams of schools: from the choice of small adjustments to a radical change in the concept due to the gradual formation of a competence portrait of members of management teams of schools and the creation of a marketplace of best practices.
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Verenych, Olena, and Sergey Bushuyev. "Interaction researching mental spaces of movable context, stakeholders, and project manager." Organization, Technology and Management in Construction: an International Journal 10, no. 1 (March 2, 2018): 1684–95. http://dx.doi.org/10.1515/otmcj-2016-0021.
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AbstractAs practice shows, the success of project implementation depends on the clear and integrated interaction between stakeholders, the project manager, and the movable context. Such an interaction exists on the level of mental spaces. If the mental spaces are congruent, in other words, all things are in the space of clear and univocal understanding of all aspects of the project, “are speaking the same language,” then project implementation is clear, exact, and in time.On practice, it is observed that full understanding is absent during project initialization and implementation and mental space cannot be congruent completely or is congruent partially. This situation exists during the implementation of the international projects, which involves working together with specialists from different countries. In this case, the project manager must organize interaction between different mental spaces.A research hypothesis consists of the assumption that the interaction between mental spaces of the movable context, stakeholders, and the project manager is carried out in a blended mental space. This space is temporary in relative to other mental spaces during the project life cycle; the project manager should manage this space through the usage of different skills.The research was carried out by scientific methods of theories of mental and blended spaces, and the theory of knowledge, i.e. theoretical and empirical research using project management approaches.The research’s results showed that organization of interaction in the blended mental space with using appropriate competencies of the project manager provides successful project implementation. The theoretical base of research is presented in the example of the implementation of one of the largest infrastructure projects in Ukraine: New Safe Confinement Construction.
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Deshmukh, G. K., Hory Sankar Mukerjee, and U. Devi Prasad. "Risk Management in Global CRM IT Projects." Business Perspectives and Research 8, no. 2 (February 2, 2020): 156–72. http://dx.doi.org/10.1177/2278533719887005.
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Global information technology projects are risky with failure rates for customer relationship management information technology (CRM IT) projects estimated to 70 percent. These failures are often due to multiplicity of factors including poor risk management. The project management literature points out four broad types of risks: technical, external, organizational, and other risk factors. Project manager’s basic job, therefore, becomes to manage the risks and ensure that an IT project is steered to completion while meeting the objectives. Unmanaged risks run into chances of failure and ultimately impacting the CRM project and the reputation of the consultant. Payne and Frow’s (2005) advocates the need for a structured study on the information technology implementations of these projects. The objectives of the study are to investigate: how project risks in CRM- IT implementations impact the final outcome and how the risk management process adopted by the IT project manager impacts the final outcome of the project. The research was conducted administering questionnaire to 135 project managers. It was found that project risk impact cost, time, and technical performance and risk management process impacts planning, support of customers as well as top management.
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Sweetman, Roger, and Kieran Conboy. "Portfolios of Agile Projects." Project Management Journal 49, no. 6 (October 11, 2018): 18–38. http://dx.doi.org/10.1177/8756972818802712.
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While agile approaches can be extremely effective at a project level, they can impose significant complexity and a need for adaptiveness at the project portfolio level. While this has proven to be highly problematic, there is little research on how to manage a set of agile projects at the project portfolio level. What limited research that does exist often assumes that portfolio-level agility can be achieved by simply scaling project level agile approaches such as Scrum. This study uses a complex adaptive systems lens, focusing specifically on the properties of projects as agents in a complex adaptive portfolio to critically appraise current thinking on portfolio management in an agile context. We then draw on a set of 30 expert interviews to develop 16 complex adaptive systems (CAS)-based propositions as to how portfolios of agile projects can be managed effectively. We also outline an agenda for future research and discuss the differences between a CAS-based approach to portfolio management and traditional approaches.
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Pereira, Leandro, José Santos, Álvaro Dias, and Renato Costa. "Knowledge Management in Projects." International Journal of Knowledge Management 17, no. 1 (January 2021): 1–14. http://dx.doi.org/10.4018/ijkm.2021010101.
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Knowledge transfer in project-based organizations has been recognized as a productivity and economic growth promoter that is currently not properly managed. Therefore, it is critical to investigate the importance of knowledge regarding its acquisition, use, and transfer across all departments of an organization. The main objective of this work was to evaluate how modern organizations from different business sectors manage and share their knowledge by following the knowledge management and transfer life cycles when developing their projects. Organizational surveys were performed to project managers working in project management within in multiple Portuguese industries (or with representation in Portugal) from multiple business sectors and holding different hierarchical positions. The present study revealed that most companies can identify, capture, and retain the relevant knowledge, and apply it to the development of other projects. Thus, the importance of implementing the knowledge management transfer to other projects is crucial for successful project implementation and management.
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Sperry, Richard C., and Antonie J. Jetter. "A Systems Approach to Project Stakeholder Management: Fuzzy Cognitive Map Modeling." Project Management Journal 50, no. 6 (July 10, 2019): 699–715. http://dx.doi.org/10.1177/8756972819847870.
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Projects that make effective use of project stakeholder management (PSM) tend to run smoothly and be successful because stakeholders understand and agree with the project approaches and outcomes. Projects with ineffective stakeholder management, on the other hand, frequently experience delays and cost overruns or may even be terminated. To date, project teams have limited methodological support for PSM: Existing methods are dominantly static and internally focused, making it difficult to manage so-called external stakeholders, who are not under the authority of the project manager. This work aims to improve PSM practice by closing the methodological gap. We developed a novel decision-support methodology, based on Fuzzy Cognitive Map (FCM) modeling that leverages stakeholders’ public comments to anticipate the project’s impacts on them and to make conflicts between stakeholder interests and project objectives transparent. A demonstration of the method is provided using a single case—namely, a longitudinal case study at Bonneville Power Administration (BPA), a federal agency that provides power to the Pacific Northwest.
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Farid, Parinaz. "Sifting Interactional Trust Through Institutions to Manage Trust in Project Teams: An Organizational Change Project." Project Management Journal 52, no. 5 (August 6, 2021): 504–20. http://dx.doi.org/10.1177/87569728211033720.
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Trust in project teams has been found to lead to positive project outcomes. However, the role of project managers in facilitating development of trust in projects is not well-understood. This article addresses this by exploring mechanisms to facilitate the development of interactional and institutional trust and explicating the interplay between those mechanisms. Drawing on longitudinal data from an organizational change project, findings suggest that to facilitate trust development, project managers must concurrently exercise four practices: preaching, involving, sympathizing, and adhering. Simultaneous and tailored application of the first three practices affects interactional trust; the latter not only fosters institutional trust but is also a necessary filter for the dynamics of interactional trust.
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Haldenwang, Rainer, Paul Slatter, and Carol Pearce. "Integration of project management skills to manage a fourth year research project." Journal of Engineering, Design and Technology 4, no. 1 (March 2006): 60–70. http://dx.doi.org/10.1108/17260530610818651.
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Delisle, Julie. "Working time in multi-project settings: How project workers manage work overload." International Journal of Project Management 38, no. 7 (October 2020): 419–28. http://dx.doi.org/10.1016/j.ijproman.2020.04.001.
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