Academic literature on the topic 'Project-driven organization'
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Journal articles on the topic "Project-driven organization"
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Kwak, Young Hoon, and Kenneth Scott LaPlace. "Examining risk tolerance in project-driven organization." Technovation 25, no. 6 (June 2005): 691–95. http://dx.doi.org/10.1016/j.technovation.2003.09.003.
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Sergeeva, Natalya, and Sultan Ali. "The Role of the Project Management Office (PMO) in Stimulating Innovation in Projects Initiated by Owner and Operator Organizations." Project Management Journal 51, no. 4 (April 29, 2020): 440–51. http://dx.doi.org/10.1177/8756972820919215.
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This article explores the extent to which innovations are driven by the project management office (PMO), an internal unit within owner and operator organizations that is responsible for overall project assurance and control. Semi-structured interviews were conducted with organizational members of Transport for London (TfL), a public transport owner and operator organization and a key stakeholder in the UK infrastructure sector. This was combined with the analysis of four project assurance reviews initiated and delivered by TfL. The findings demonstrate that the PMO provides opportunities for building and enhancing innovative capabilities of the owner and operator organization.
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Berndtsson, Mikael, Christian Lennerholt, Thomas Svahn, and Peter Larsson. "13 Organizations' Attempts to Become Data-Driven." International Journal of Business Intelligence Research 11, no. 1 (January 2020): 1–21. http://dx.doi.org/10.4018/ijbir.2020010101.
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Becoming a data-driven organization is a vision for several organizations. It has been frequently mentioned in the literature that data-driven organizations are likely to be more successful than organizations that mostly make decisions on gut feeling. However, few organizations make a successful shift to become data-driven, due to a number of different types of barriers. This article investigates, the initial journey to become a data-driven organization for 13 organizations. Data has been collected via documents and interviews, and then analyzed with respect to: i) how they scaled up the usage of analytics to become data-driven; ii) strategies developed; iii) barriers encountered; and iv) usage of an overall change process. The findings are that most organizations start their journey via a pilot project, take shortcuts when developing strategies, encounter previously reported top barriers, and do not use an overall change management process.
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Berndtsson, Mikael, AnnMarie Ericsson, and Thomas Svahn. "Scaling Up Data-Driven Pilot Projects." AI Magazine 41, no. 3 (September 14, 2020): 94–102. http://dx.doi.org/10.1609/aimag.v41i3.5307.
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Conducting pilot projects are a common approach among organizations to test and evaluate new technology. A pilot project is often conducted to remove uncertainties from a large-scale project and should be limited in time and scope. Nowadays, several organizations are testing and evaluating artificial intelligence techniques and more advanced forms of analytics via pilot projects. Unfortunately, many organizations are experiencing problems in scaling-up the findings from pilot projects to the rest of the organization. Hence, results from pilot projects become siloed with limited business value. In this article, we present an overview of barriers for conducting and scaling-up data-driven pilot projects. Lack of senior management support is a frequently mentioned top barrier in the literature. In response to this, we present our recommendations on what type of activities can be performed, to increase the chances of getting a positive response from senior management regarding scaling-up the usage of artificial intelligence and advanced analytics within an organization.
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Tripathy, Swagat, and Bishnu B. Mohanty. "PROJECT MANAGEMENT VALUES DRIVEN IN PHARMA INDUSTRY." International Journal of Drug Regulatory Affairs 4, no. 2 (February 13, 2018): 27–32. http://dx.doi.org/10.22270/ijdra.v4i2.183.
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In the pharmaceutical industry, project management is key to addressing the unique regulatory, compliance and quality related needs of the industry. As the process of drug development and the critical issue of time to market can capitalize on project management techniques to effectively apply scheduling, risk management, and comprehensive quality assurance and control to the process of bringing a drug to market in a cost-effective but safe way.
“JUST DO IT” is the approach that XYZ Generic Company was using before this project arrives.
Disclaimer statement: The writing and views expressed are those of purely of author’s personal view and is not related to the organization, where authors are working.
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�������, Dmitriy Gergert, ������, and E. Ketova. "Value Driven Project Portfolio Management: the study features. Part 2. Application methodology." Russian Journal of Project Management 6, no. 1 (March 31, 2017): 3–14. http://dx.doi.org/10.12737/24608.
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In todays fast-moving world, project management gradually covers one activity after another. Increasingly, projects are the major components of the organization. Over time, projects are becoming more complex and dynamic, often, to achieve this goal it is necessary to implement a whole range of projects. Successful implementation of such projects, in most cases is only possible when using the approach to management based on values, the correct application of which makes it possible to optimize and balance the activities of the organization to achieve strategic and tactical objectives. This article discusses the application of value driven project portfolio methodology
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Rezania, Davar, Ron Baker, and Andrew Nixon. "Exploring project managers’ accountability." International Journal of Managing Projects in Business 12, no. 4 (December 2, 2019): 919–37. http://dx.doi.org/10.1108/ijmpb-03-2018-0037.
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Purpose Despite the importance of accountability for the oversight of projects, few studies have directly examined accountability mechanisms at the project level. While the literature already provides descriptions of governance and mechanisms of accountability, the purpose of this paper is to examine how project managers view their accountability relationships within their organizational context. Design/methodology/approach The study is guided by critical realism as a philosophy of science. The authors interviewed 15 project managers from 12 organizations and analyzed the transcripts in the light of existing project management accountability literature. Findings The authors observe the practice of socializing accountability through face-to-face negotiation and symmetries of power due to interdependencies happen to some extent in management of projects. This suggests ambidexterity in accountability in project-based organizations. Therefore, the current models of project accountability and governance that are solely based on the agency theory are not sufficient to explain the accountability relationships in such organizations. Practical implications Accountability arrangements happen within a system for steering projects. Managers should be aware of how project managers view their accountability and how socializing practices of accountability can help the project’s management and the organization’s management interact in order to transform organizational systems by regulating issues of project concern and defining the process and direction of how project deliverables are produced, introduced, absorbed and used within the organization. Originality/value “Theory driven” interviews and analysis are used to confirm or refine conceptualization of accountability in management of projects. Most models of project governance are based on the agency theory or governability theory. The authors have demonstrated that socializing practices of accountability should be included in investigating project governance. The authors observe that project managers are often concerned with the interdependence with their principals and the socializing processes of accountability that arise from this interdependence.
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Azarian, Mahdieh Sabaghpour, and Abdul Rahman Ahmad Dahlan . "Effectiveness of Knowledge Management in Achieving Success in Malaysian Government Agencies: A Literature Review." Information Management and Business Review 5, no. 7 (July 30, 2013): 324–30. http://dx.doi.org/10.22610/imbr.v5i7.1058.
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As knowledge is being accepted as an inseparable imperative strategy of organization, organizations look at knowledge as a power, which drives advantages to them. However, many organizations believe it is not about just the existence of knowledge but the organizational growth is being driven from the act of knowledge sharing. As modern economy, takes knowledge as a point to achieve project success, this competitive advantage is being utilized from the greater degree of inter-organizational utilization of information and data coupled with the harnessing of people’s skills and ideas as well as their commitments and motivations. Therefore, it is undeniable that today's knowledge is an essential asset of every single company and it has become more important than land, labor or capital in today’s economy. This paper investigates on the importance of knowledge management in generating of project success by analyzing whether or not government companies and agencies in Malaysia practice Knowledge Management. In this regard, a research has been conducted amongst fifteen Malaysian governmental companies and agencies to find how effective project managers in Malaysian government companies, integrate Knowledge Management criteria and key success elements in order to achieve project success and gain success.
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Ponte, Diego, Caterina Pesci, and Pier Franco Camussone. "Between mission and revenue: measuring performance in a hybrid organization." Managerial Auditing Journal 32, no. 2 (February 6, 2017): 196–214. http://dx.doi.org/10.1108/maj-11-2015-1276.
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Purpose This paper aims to contribute to the literature concerning performance measurement tools which allow a balanced control of both social goals and financial performances in a hybrid organization. Design/methodology/approach This paper shows the result of an action research project performed within a hybrid organization in Northern Italy. The tool and the main indicators it should reflect were selected cooperating with the management and stakeholders, and the project was brought on by following Lewin’s (1947) three-stage approach (freezing, moving and, unfreezing). Findings The paper shows how a useful tool for measuring social and financial performances has to be driven by the stakeholders’ needs and has to take into consideration the organizational mission. Originality/value The paper contributes to the performance evaluation literature, as it focuses on a hybrid organization with an action research approach which contributes to bridging the gap between research and practice.
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Markus, M. Lynne. "Technochange Management: Using IT to Drive Organizational Change." Journal of Information Technology 19, no. 1 (March 2004): 4–20. http://dx.doi.org/10.1057/palgrave.jit.2000002.
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Using IT in ways that can trigger major organizational changes creates high-risk, potentially high-reward, situations that I call technochange (for technology-driven organizational change). Technochange differs from typical IT projects and from typical organizational change programs and therefore requires a different approach. One major risk in technochange—that people will not use information technology and related work practices—is not thoroughly addressed by the discipline of IT project management, which focuses on project cost, project schedule, and solution functionality. Organizational change management approaches are also generally not effective on their own, because they take as a given the IT “solutions” developed by a technical team. Consequently, the potential for the IT “solution” to be misaligned with important organizational characteristics, such as culture or incentives, is great. Merely combining IT project management and organizational change management approaches does not produce the best results, for two reasons. First, the additive approach does not effectively address the many failure-threatening problems that can arise over the lengthy sequential process of the typical technochange lifecycle. Second, the additive approach is not structured to produce the characteristics of a good technochange solution: a complete intervention consisting of IT and complementary organizational changes, an implementable solution with minimal misfits with the existing organization, and an organization primed to appropriate the potential benefits of the technochange solution. With hard work and care, the combined IT project management plus organizational change approach can be made to work. However, an iterative, incremental approach to implementing technochange can be a better strategy in many situations. The essential characteristic of the technochange prototyping approach is that each phase involves both new IT functionality and related organizational changes, such as redesigned business processes, new performance metrics, and training.
Dissertations / Theses on the topic "Project-driven organization"
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Håkansson, Gustav, and David Grimling. "Innovation management in project-driven organizations : A case-study of a Swedish construction organization to analyze their innovation management." Thesis, Uppsala universitet, Institutionen för samhällsbyggnad och industriell teknik, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-447620.
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The purpose of this thesis is to investigate how innovation management practices are applied in project driven organizations with the aim to identify possible improvements. A case study has been conducted though a qualitative approach at the construction firm Peab. The research works around a theoretical framework with the result being generated through both a literature review and interviews. The results imply that project-driven organizations suffer hardships regarding several innovation management efforts. It becomes clear that knowledge management is vital in the process of capturing improvements in development throughout a project-based organization. Although using several practices during a project’s lifetime, the practices often lack the authority which reduce the quality. Furthermore, the thesis concludes that to improve the innovative culture at a project-driven organization there need to be strong support from upper management combined with an increased authority for the innovation management practices already present in the organization.
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Bueno, Vinicius Giunta. "Management accounting field lab - implementation of a costing system for the hybrid organization semear bipp." Master's thesis, 2021. http://hdl.handle.net/10362/122614.
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A consulting project developed during a four-month period aimed at implementing managerial accounting tools such as a costing system for a Portuguese Hybrid called Semear BIPP was used with excel worksheets. The tool is easily updated and can support managers’ decision-making processes in a timely and accurate manner. In order to have a better understanding of the costs, a model that was tailored regarding each business unit specificity was provided. A single overhead rate using a Traditional Costing System was implemented for the charity business, and a Time Driven Activity Based Costing System was implemented for the commercial business.
Books on the topic "Project-driven organization"
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Jordan, Andy. Risk management for project driven organizations: A strategic guide to portfolio, program and pmo success. Plantation, FL: J. Ross Publishing, 2013.
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Lemke, Klaus. Better Building: Lean Practice for the Project-Driven Organization. LeanProject Publishing, 2018.
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Knutson, Joan. Succeeding in Project-Driven Organizations. John Wiley & Sons Inc, 2006.
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Succeeding in project-driven organizations people, processes and politics. Wiley, 2001.
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Jordan, Jenna. Leadership Decapitation. Stanford University Press, 2019. http://dx.doi.org/10.11126/stanford/9781503608245.001.0001.
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Does leadership targeting work? This question lies at the heart of studies on the efficacy of counterterrorism policy. This book examines whether killing or arresting terrorists is an effective means by which to weaken and degrade a group’s operational capacity. It aims to identify and explain why decapitation works in some cases and not in others. In order to determine whether decapitation is an effective strategy, this project examines nearly one thousand instances of leadership targeting. A group’s susceptibility to leadership targeting is a function of three factors: organizational structure, communal support, and group type or ideology. Leadership decapitation is unlikely to result in the demise of groups that are highly bureaucratized, have high levels of communal support, or are driven by a religious or separatist ideology. Leaders matter less under these conditions, and their removal can have adverse consequences, such as retaliatory attacks or an overall increase in the frequency of attacks. The data reveals that the largest and oldest organizations are highly resistant to destabilization after targeting. Separatist, religious, and especially Islamist groups are unlikely to weaken after the removal of their leaders. In order to develop counterterrorism policies that will degrade and weaken terrorist organizations, it is essential to identify whether our policies are likely to be effective or to have adverse consequences. The book examines the cases of Hamas, al-Qaeda, Shining Path, and ISIS to understand how organizational structure, local support, and ideology contributes to their resilience in the face of repeated leadership attacks.
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Schrum, Ethan. The Instrumental University. Cornell University Press, 2019. http://dx.doi.org/10.7591/cornell/9781501736643.001.0001.
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This book argues that Clark Kerr, Gaylord P. Harnwell, and other post-World War II academic leaders set the American research university on a new course by creating the instrumental university. With its emphasis on procedural rationality, organized research, and project-based funding by external patrons, the instrumental university would provide technical and managerial knowledge to shape the social order. Its leaders hoped that by solving the nation’s pressing social problems, the research university would become the essential institution of postwar America. On this view, the university’s leading purposes included promoting economic development and coordinating research from many fields in order to attack social problems. Reorienting institutions to prioritize these activities had numerous consequences. One was to inject more capitalistic and managerial tendencies into universities. Today, those who decry universities’ corporatizing and market-driven tendencies often trace them to the rise of neoliberalism in the 1970s. This book suggests that a fuller explanation of these tendencies must highlight their deeper roots in the technocratic progressive tradition that originated in the 1910s, particularly the organizational changes within universities that this tradition spawned from the 1940s onward as part of the instrumental university.
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Dube, Opha Pauline. Climate Policy and Governance across Africa. Oxford University Press, 2016. http://dx.doi.org/10.1093/acrefore/9780190228620.013.605.
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This is an advance summary of a forthcoming article in the Oxford Research Encyclopedia of Climate Science. Please check back later for the full article.Africa, a continent with the largest number of countries falling under the category of Least Developed Countries (LDCs), remains highly dependent on rain-fed agriculture that suffers from low intake of water, exacerbating the vulnerability to climate variability and anthropogenic climate change. The increasing frequency and severity of climate extremes impose major strains on the economies of these countries. The loss of livelihoods due to interaction of climate change with existing stressors is elevating internal and cross-border migration. The continent is experiencing rapid urbanization, and its cities represent the most vulnerable locations to climate change due in part to incapacitated local governance. Overall, the institutional capacity to coordinate, regulate, and facilitate development in Africa is weak. The general public is less empowered to hold government accountable. The rule of law, media, and other watchdog organizations, and systems of checks and balances are constrained in different ways, contributing to poor governance and resulting in low capacity to respond to climate risks.As a result, climate policy and governance are inseparable in Africa, and capacitating the government is as essential as establishing climate policy. With the highest level of vulnerability to climate change compared with the rest of the world, governance in Africa is pivotal in crafting and implementing viable climate policies.It is indisputable that African climate policy should focus first and foremost on adaptation to climate change. It is pertinent, therefore, to assess Africa’s governance ability to identify and address the continent’s needs for adaptation. One key aspect of effective climate policy is access to up-to-date and contextually relevant information that encompasses indigenous knowledge. African countries have endeavored to meet international requirements for reports such as the National Communications on Climate Change Impacts and Vulnerabilities and the National Adaptation Programmes of Action (NAPAs). However, the capacity to deliver on-time quality reports is lacking; also the implementation, in particular integration of adaptation plans into the overall development agenda, remains a challenge. There are a few successes, but overall adaptation operates mainly at project level. Furthermore, the capacity to access and effectively utilize availed international resources, such as extra funding or technology transfer, is limited in Africa.While the continent is an insignificant source of emissions on a global scale, a more forward looking climate policy would require integrating adaptation with mitigation to put in place a foundation for transformation of the development agenda, towards a low carbon driven economy. Such a futuristic approach calls for a comprehensive and robust climate policy governance that goes beyond climate to embrace the Sustainable Development Goals Agenda 2030. Both governance and climate policy in Africa will need to be viewed broadly, encompassing the process of globalization, which has paved the way to a new geological epoch, the Anthropocene. The question is, what should be the focus of climate policy and governance across Africa under the Anthropocene era?
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Trepulė, Elena, Airina Volungevičienė, Margarita Teresevičienė, Estela Daukšienė, Rasa Greenspon, Giedrė Tamoliūnė, Marius Šadauskas, and Gintarė Vaitonytė. Guidelines for open and online learning assessment and recognition with reference to the National and European qualification framework: micro-credentials as a proposal for tuning and transparency. Vytauto Didžiojo universitetas, 2021. http://dx.doi.org/10.7220/9786094674792.
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These Guidelines are one of the results of the four-year research project “Open Online Learning for Digital and Networked Society” (2017-2021). The project objective was to enable university teachers to design open and online learning through open and online learning curriculum and environment applying learning analytics as a metacognitive tool and creating open and online learning assessment and recognition practices, responding to the needs of digital and networked society. The research of the project resulted in 10 scientific publications and 2 studies prepared by Vytautas Magnus university Institute of Innovative Studies research team in collaboration with their international research partners from Germany, Spain and Portugal. The final stage of the research attempted creating open and online learning assessment and recognition practices, responding to the learner needs in contemporary digital and networked society. The need for open learning recognition has been increasing during the recent decade while the developments of open learning related to the Covid 19 pandemics have dramatically increased the need for systematic and high-quality assessment and recognition of learning acquired online. The given time also relates to the increased need to offer micro-credentials to learners, as well as a rising need for universities to prepare for micro-credentialization and issue new digital credentials to learners who are regular students, as well as adult learners joining for single courses. The increased need of all labour - market participants for frequent and fast renewal of competences requires a well working and easy to use system of open learning assessment and recognition. For learners, it is critical that the micro-credentials are well linked to national and European qualification frameworks, as well as European digital credential infrastructures (e.g., Europass and similar). For employers, it is important to receive requested quality information that is encrypted in the metadata of the credential. While for universities, there is the need to properly prepare institutional digital infrastructure, organizational procedures, descriptions of open learning opportunities and virtual learning environments to share, import and export the meta-data easily and seamlessly through European Digital Hub service infrastructures, as well as ensure that academic and administrative staff has digital competencies to design, issue and recognise open learning through digital and micro-credentials. The first chapter of the Guidelines provides a background view of the European Qualification Framework and National Qualification frameworks for the further system of gaining, stacking and modelling further qualifications through open online learning. The second chapter suggests the review of current European policy papers and consultations on the establishment of micro-credentials in European higher education. The findings of the report of micro-credentials higher education consultation group “European Approach to Micro-credentials” is shortly introduced, as well as important policy discussions taking place. Responding to the Rome Bologna Comunique 2020, where the ministers responsible for higher education agreed to support lifelong learning through issuing micro-credentials, a joint endeavour of DG Employment, Social Affairs and Inclusion and DG Research and Innovation resulted in one of the most important political documents highlighting the potential of micro-credentials towards economic, social and education innovations. The consultation group of experts from the Member States defined the approach to micro-credentials to facilitate their validation, recognition and portability, as well as to foster a larger uptake to support individual learning in any subject area and at any stage of life or career. The Consultation Group also suggested further urgent topics to be discussed, including the storage, data exchange, portability, and data standards of micro-credentials and proposed EU Standard of constitutive elements of micro-credentials. The third chapter is devoted to the institutional readiness to issue and to recognize digital and micro-credentials. Universities need strategic decisions and procedures ready to be enacted for assessment of open learning and issuing micro-credentials. The administrative and academic staff needs to be aware and confident to follow these procedures while keeping the quality assurance procedures in place, as well. The process needs to include increasing teacher awareness in the processes of open learning assessment and the role of micro-credentials for the competitiveness of lifelong learners in general. When the strategic documents and procedures to assess open learning are in place and the staff is ready and well aware of the processes, the description of the courses and the virtual learning environment needs to be prepared to provide the necessary metadata for the assessment of open learning and issuing of micro-credentials. Different innovation-driven projects offer solutions: OEPass developed a pilot Learning Passport, based on European Diploma Supplement, MicroHE developed a portal Credentify for displaying, verifying and sharing micro-credential data. Credentify platform is using Blockchain technology and is developed to comply with European Qualifications Framework. Institutions, willing to join Credentify platform, should make strategic discussions to apply micro-credential metadata standards. The ECCOE project building on outcomes of OEPass and MicroHE offers an all-encompassing set of quality descriptors for credentials and the descriptions of learning opportunities in higher education. The third chapter also describes the requirements for university structures to interact with the Europass digital credentials infrastructure. In 2020, European Commission launched a new Europass platform with Digital Credential Infrastructure in place. Higher education institutions issuing micro-credentials linked to Europass digital credentials infrastructure may offer added value for the learners and can increase reliability and fraud-resistant information for the employers. However, before using Europass Digital Credentials, universities should fulfil the necessary preconditions that include obtaining a qualified electronic seal, installing additional software and preparing the necessary data templates. Moreover, the virtual learning environment needs to be prepared to export learning outcomes to a digital credential, maintaining and securing learner authentication. Open learning opportunity descriptions also need to be adjusted to transfer and match information for the credential meta-data. The Fourth chapter illustrates how digital badges as a type of micro-credentials in open online learning assessment may be used in higher education to create added value for the learners and employers. An adequately provided metadata allows using digital badges as a valuable tool for recognition in all learning settings, including formal, non-formal and informal.
Book chapters on the topic "Project-driven organization"
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Meyer, Susanne, and Robert Hawlik. "City Engagement in the Joint Programming Initiative Urban Europe and the Role of Intermediary Organizations in R&I Policies for Urban Transition." In Smart and Sustainable Planning for Cities and Regions, 291–307. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-57764-3_19.
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AbstractThis research investigates the case of the Joint Programming Initiative (JPI) Urban Europe and its role as an intermediary organization, developing research, and innovation programs for urban transition. In the literature, the role of an intermediary organization has recently been discussed as an effective promoter and developer of connecting visions, strategies, activities, and stakeholders. A conceptual approach to intermediary organizations for urban transition is operationalized, and its functions are discussed in this paper. As an example, the Joint Programming Initiative Urban Europe reveals how a transnational R&I initiative, represented by 20 national R&I programs in Europe, can provide scientific evidence for sustainable urbanization with a cross-sectoral, integrated, inter- and transdisciplinary approach implemented through activities beyond joint calls. The findings show that JPI Urban Europe acts as broker and facilitator of joint visions and starts to build communities for innovation, which is one of the important functions of intermediaries. The development of its Strategic Research and Innovation Agenda clearly followed a co-creation process, putting the dilemmas of city practitioners in the center. JPI Urban Europe managed to attract high levels of commitment from a diversity of stakeholders to its strategic priorities and mobilized respective budgets for its implementation. The analysis of JPI Urban Europe participation in funded projects shows that challenge-driven calls (putting the problem owners in the center) seems to successfully develop a common language for all stakeholders and has a higher likelihood to generate more transformative outcomes. The number of funded urban living labs in projects shows that room for experimentation in niches and their extension is provided. The number of city representatives as funded project partners could be increased to further stimulate active involvement. The JPI Urban Europe also acts as a translator and enabler for learning in the urban—as well as in the policy sphere—the third function. This can be confirmed by the number and type of organizations reached with its specific formats. JPI Urban Europe coordinates joint activities of mainly national R&I programs but has only indirect influence on change in these organizations and limited influence on changes within research organizations, businesses, or cities that are even less connected. Overall, it can be concluded that the strategic ambition of JPI Urban Europe towards transformative change is obvious, but some instruments and formats to translate the ambition into action need further refinement, and it needs further in-depth research to better understand the outcomes and impacts of its diverse activities.
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Trąbka, Jan, and Piotr Soja. "ERP in Project-Driven Organizations: A Case-Study from IT Industry in Poland." In Information Systems: Development, Learning, Security, 27–38. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-40855-7_3.
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Yordanova, Zornitsa. "Innovation Development and R&D Project Management in Science Organizations and Universities - Data-Driven Model and Analysis." In Advances in Intelligent Systems and Computing, 3–12. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-68133-3_1.
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Kimmons, Robert L. "The Project-Driven Organization." In PROJECT MANAGEMENT, 49–51. Routledge, 2017. http://dx.doi.org/10.1201/9780203741771-7.
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Higgs, Jennifer M. "Designing for Purpose-Driven Technology Use Among Preservice English Teachers." In Handbook of Research on Integrating Digital Technology With Literacy Pedagogies, 519–46. IGI Global, 2020. http://dx.doi.org/10.4018/978-1-7998-0246-4.ch023.
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This chapter reports on a case study of a 12-week technology course for preservice English language arts teachers in which the teacher educator attempted to shift away from tool-centric approaches by foregrounding purpose-driven tool use and project-based learning experiences. Findings from analyses of classroom, interview, and survey data suggested that specific design choices helped to promote purpose-driven technology use for literacy learning. These included the instructor's articulation and modeling of a “pedagogy first” stance that centered pedagogical reasons for digital tool use and affordances of digital tools, and the organization of a project-based learning environment that engaged preservice teachers in hands-on exploration of digitally mediated ELA learning through continual cycles of making, sharing, and reflecting on digital artifacts.
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"Project Management." In The Customer-Driven Organization, 88–93. Productivity Press, 2017. http://dx.doi.org/10.1201/b17815-11.
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Dickenson, Patricia, and Judith L. Montgomery. "The Role of Teacher Leadership for Promoting Professional Development Practices." In Teacher Education, 183–206. IGI Global, 2016. http://dx.doi.org/10.4018/978-1-5225-0164-0.ch011.
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This chapter examines the status of teacher professional development in mathematics and explores the role of teacher leadership to promote innovative professional development strategies that sustain the growth and development of an organization. Survey data was collected from teacher leader participants of one mathematics professional development organization to understand how participants' growth and development as a teacher leader not only shaped their mathematics instructional practices, but influenced their choices in leadership roles. Further the authors share how the learning environment and pedagogical choices of the project director supported a teacher-driven professional development approach. Recommendations as well as a model for developing a teacher-driven professional development organization are provided for replication.
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Dickenson, Patricia, and Judith L. Montgomery. "The Role of Teacher Leadership for Promoting Professional Development Practices." In Innovative Professional Development Methods and Strategies for STEM Education, 91–114. IGI Global, 2016. http://dx.doi.org/10.4018/978-1-4666-9471-2.ch006.
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This chapter examines the status of teacher professional development in mathematics and explores the role of teacher leadership to promote innovative professional development strategies that sustain the growth and development of an organization. Survey data was collected from teacher leader participants of one mathematics professional development organization to understand how participants' growth and development as a teacher leader not only shaped their mathematics instructional practices, but influenced their choices in leadership roles. Further the authors share how the learning environment and pedagogical choices of the project director supported a teacher-driven professional development approach. Recommendations as well as a model for developing a teacher-driven professional development organization are provided for replication.
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Morris, Pamela L., and Stacey L. Connaughton. "Managing Effectively in Virtual Work Contexts." In Advances in Human Resources Management and Organizational Development, 121–39. IGI Global, 2014. http://dx.doi.org/10.4018/978-1-4666-4478-6.ch007.
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This chapter offers an empirical examination of supervisory behaviors perceived to be effective in a virtual office setting. The study presented in this chapter is driven by a general research question: What behaviors are perceived to be effective when managing individuals virtually? To address this research question, the authors collected data in a Midwestern government organization that recently transitioned its employees to virtual offices. They conducted interviews with, and distributed surveys to, managers and employees during and after the organization’s transition to a virtual office. Based on the analysis, the authors present eight virtual supervision competencies and measures of these competencies adapted for, or developed in, this project. The competencies are trust, organizational identification, technology, buy-in, communication, evaluation, knowledge management, and hiring.
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Choe, Miwon, and Juan Silvio Cabrera Albert. "¡Adelante! El Mundo Mágico Creado, The Magical World Created." In Advances in Media, Entertainment, and the Arts, 368–90. IGI Global, 2017. http://dx.doi.org/10.4018/978-1-5225-1727-6.ch017.
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This chapter illustrates the unique cross-sector visual arts exchange program between Cuba and the U.S. This collaborative project is situated in the Cuban educational perspective of Pedagogía de la Ternura (Pedagogy of Tenderness) and La Cláse Magica (Magical Class), contextually driven bilingual model for diverse student population in the U.S. The role of art in Cuban context of national and cultural identity is also discussed. The CreArte in Cuba, a voluntary cultural community inspired organization, aims to improve the cultural life and the realities of all the local participants. In the U.S., CreArte project was implemented at a local high school to create a positive learning space for the most disenfranchised local high school students enrolled in a remedial reading program. The juxtaposition of two apparently disparate and contrasting realities formed an amazing collage of hope and trust beyond the visible cognitive, behavioral, and affective literacy outcomes for the students and adults in both countries traveling across 90 miles of troubled water between Cuba and USA.
Conference papers on the topic "Project-driven organization"
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Xu, Youquan, Dalin Zeng, and Fanrong Ji. "A Three-layer, Four-pipeline Service-driven Organization Architecture for Evaluating Large Project Clusters." In 2013 International Conference on Information Technology and Applications (ITA). IEEE, 2013. http://dx.doi.org/10.1109/ita.2013.71.
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Kortabarria, Alaitz, and Ander Elizburu. "Implementing Management Systems and Demand Driven MRP concepts: A Project Based Learning experience in Industrial Organization Engineering." In Fourth International Conference on Higher Education Advances. Valencia: Universitat Politècnica València, 2018. http://dx.doi.org/10.4995/head18.2018.8033.
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This research work presents an experience of the Faculty of Engineering of Mondragon Unibertsitatea using Project Based Learning (PBL) with the students of 4th semester of Bachelor's Degree in Industrial Organization Engineering (IOE). The PBL delved into the concepts developed in the subjects of Management Systems and Production Logistics. The project was contextualized in a company that produced parts for the automotive sector. Teams of students implemented a management system that enabled the efficient management of materials and the production process using tools such as Demand Driven MRP (DDRMP). As a result, they had to solve the proposed problem, develop a simulation and choose the proposal that best met the needs of the company. In order to assess PBL performance a survey was carried out. The results confirmed that the experience was positive since the achieved knowledge provided a meaningful learning experience for the students, while facilitating the development of both technical and transversal competences.
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Hart, Kathleen M., Steven B. Shooter, and Charles Kim. "Approach to Evaluate and Implement Information Systems That Satisfy Your Goals." In ASME 2009 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. ASMEDC, 2009. http://dx.doi.org/10.1115/detc2009-87327.
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An information system that works in one application and environment may not work in another. Successful adoption of information systems requires that the organization evaluate candidates to ensure that they satisfy intended goals and consider the backgrounds and capabilities of the users. This paper describes an approach for evaluating and implementing information systems that satisfy technical requirements and organizational goals. Integral to this approach is the use of an assessment instrument consisting of objective-driven rubrics that are redundant to ensure consistency. This approach is applied in an NSF-supported CI-TEAM project to evaluate candidate systems to support an online cyber-collaboratory to enhance product dissection and reverse engineering activities in the classroom and to suggest improvements for the next generation system.
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McCarthy, Sean, Audrey Barnes, Keith S. Holland, Erica Lewis, Patrice Ludwig, and Nick Swayne. "Making It: Institutionalizing Collaborative Innovation in Public Higher Education." In Fourth International Conference on Higher Education Advances. Valencia: Universitat Politècnica València, 2018. http://dx.doi.org/10.4995/head18.2018.8247.
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This descriptive case study provides a broad overview of JMU X-Labs, an academic maker space (in other words, a teaching lab with fabrication and digital production technologies) that hosts team-taught, project-driven multidisciplinary courses. The JMU X-Labs serves the students and faculty of James Madison University[MSR-m1] , a mid-sized, public, and undergraduate-focused university in the United States. The narrative proceeds from two different but overlapping points of view: how courses at JMU X-Labs are designed and taught; and how administration of JMU X-Labs supports them. The authors refer to specific courses, pedagogical methods, and problem-solving strategies to illustrate the narrative, and they argue throughout that pedagogy and administration are indelibly intertwined in how the organization operates. Gesturing to the broad applicability and transferability of the JMU X-Labs model, the authors mark some of areas of further research that would benefit a more robust understanding of how the organization operates and grows. Finally, the authors speculate how the dynamics of this young and growing organization may answer some core and difficult questions pertaining to innovation in higher education.[MSR-m1]James Madison University (JMU) Clearlyl referenced in abstract and opening paragraph below to explain institutional context as per reviewer request.
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McLachlan, Duncan James, Changlih Ee, Jeroen Veen, Fabien Cochet, Daniele Tomassi, Tommaso Olivieri, and Jeff Stroh. "Requirements Management for Data Driven Requisitions." In Offshore Technology Conference. OTC, 2021. http://dx.doi.org/10.4043/31231-ms.
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Objectives/Scope Systems engineering techniques, particularly requirements management, are critical to realizing the value of digital transformation to improve capital project delivery. Drawing on the results of a case study, this paper will demonstrate the value of using digital requirements management to exchange information through a project lifecycle, specifically showing benefits in the integrity of data transfer; more efficient procurement lifecycle; more robust deviation management; and bidirectional traceability of requirements, including full visibility and end to end verification and validation. Methods, Procedures, Process A requirement is a capability to which a project outcome (product or service) should conform, and the purpose of requirements management is to ensure that an organization documents, verifies and validates these capabilities. In this case study the operator provides their technical specifications in the form of requirements. These requirements are then imported into the EPC's PLM platform, where they are supplemented with additional information from the EPC's engineers to create a requirements-based requisition package. This is then transmitted to the equipment supplier, where it is reviewed and, for the purposes of the case study, reviewed for completeness. To test the ability to identify changes and deviations, the EPC engineer modified the requirements and the file was transferred to both the operator and equipment supplier to ensure the changes were transferred and were identifiable. The case study also demonstrates how verification activities (testing, commissioning, etc.) can be linked to requirements; passed through the supply chain and be modified to capture changes to the status of the activity (such as test results). Results, Observations, Conclusions The case studies described show how requirements can be exchanged between operator, EPC and equipment supplier without any loss of data. It will also show how this approach allows a data driven approach, as opposed to a document driven approach, to be deployed in the requisitioning process, which could facilitate substantial reduction in the procurement lifecycle. This is achieved by removing extraneous information exchanged between the companies; the removal of swivel chair solutions, where data is extracted from one system and transferred to another; and expediting the bid evaluation stage. Finally, the case study will demonstrate how this approach could be extended beyond the purchase order to provide a direct link between specific requirements and testing (FATs) or commissioning activities, which facilitates a more efficient process for verification as well as ensuring a digital record of the entire lifecycle of a package. The case study highlighted the importance of aligning data model and developing workflows, these findings are captured in the lessons learned section and have been shared with the International Association of Oil and Gas Producers (IOGP) Requirements Digitalization Task Force (RDTF). Novel/Additive Information The paper will also include a vision of requirements models can be used to establish a holistic requirements model of a project, including the interdependencies of different system components. The case study will also demonstrate how the adoption of a common data standard for requirements allows a software agnostic solution that can be adopted by all.
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Kim, Euiyoung, Jaewoo Chung, Sara Beckman, and Alice M. Agogino. "Design Roadmapping: A Framework and Case Study of Planning Development of High-Tech Products in Silicon Valley." In ASME 2016 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. American Society of Mechanical Engineers, 2016. http://dx.doi.org/10.1115/detc2016-59392.
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We propose a framework for Design Roadmapping that parallels existing product roadmapping and technology roadmapping processes. It leverages three needs we have observed in organizations as they use existing roadmapping processes: (1) to focus on development of customer and user experiences, not just on features; (2) to increase engagement of designers early in the planning process; and (3) to provide a means for rapidly responding to changes in the environment. Design Roadmapping is an attempt to reconcile differences that arise when customer/user needs are not considered simultaneously with technology choices. The proposed Design Roadmapping process assists project prioritization and selection. The process aggregates design experience elements along a timeline that associates key user needs with the products, services and/or systems the organization wishes to deliver. To illustrate the Design Roadmapping process, we conducted a case study in which we applied the Design Roadmapping process to projects undertaken by a large corporation’s innovation lab located in research centers in San Francisco and Mountain View, California, in partnership with corporate stakeholders located in Asia. The five-step Design Roadmapping procedure is provided along with detailed information. The decisions from the Design Roadmapping process have been incorporated into the company’s commercial plans. Key findings in this corporate case study bolster the positive impact of the Design Roadmapping in moving strategic thinking from a technology/feature-driven process to one that is design/experience-driven. It shows how firms might weigh choices between user needs, design principles and technological innovation.
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Chadha, Bipin. "A Model Driven Methodology for Business Process Engineering." In ASME 1995 15th International Computers in Engineering Conference and the ASME 1995 9th Annual Engineering Database Symposium collocated with the ASME 1995 Design Engineering Technical Conferences. American Society of Mechanical Engineers, 1995. http://dx.doi.org/10.1115/edm1995-0848.
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Abstract Having competitive processes has become as important (if not more) as having competitive products. Simply designing good products is not enough to gain competitive edge. Business processes have grown complex and fragmented in an ad-hoc manner. They span several departments and are very inefficient. Often the work being performed conflicts with the organizations’ goals and strategic objectives. Traditional practices and policies tend to encourage this, resulting in being part of the problem instead of being part of the solution. This paper presents a model driven methodology for Business Process Engineering (BPE) to support an organization’s migration to effective, agile and efficient processes. The essential elements of the methodology are process modeling, process analysis, and process execution by utilizing an array of information technologies. The methodology steps depend on process models for understanding, analyzing, simulating, improving, innovating, and implementing the business processes. The methodology starts by defining the goals and objectives of the BPE project. Candidate business processes are identified. The selected strategic “As-Is” business processes are analyzed to find where problems exist. Several techniques are employed to engineer the “To-Be” process. The new process may be a radical departure from the old process. The alternatives are evaluated using cost/benefit analysis. The selected processes are then implemented using a phased approach that relies on information technology solutions alongwith the implementation of recommended organizational and cultural changes. A continuous improvement program is put into place to ensure long term success.
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"MaDaScA: Instruction of Data Science to Managers." In InSITE 2019: Informing Science + IT Education Conferences: Jerusalem. Informing Science Institute, 2019. http://dx.doi.org/10.28945/4271.
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Aim/Purpose: Build a program that teaches prospect managers the skills that are relevant for leading data science activity. Background: Data science becomes ubiquitous in organizations. It is imperative to train students in management departments in the skills that are relevant to this field. Most courses in data science focus on technical knowledge like model building methods, and neglect organizational knowledge such as team roles, ethical considerations and project stages. This work suggests a complementary program that supplies the students with the required knowledge. The authors believe that this program is most suitable for management-students, and that it can also be adapted to software engineering students, in order to provide them with a wider scope. Contribution: We present the MaDaScA (Managing Data Science Activity) program. The program defines a list of topics that are required for managers’ education in order to lead data science activity. This work suggests the content and take-away messages of each topic. The paper surveys several existing courses that teach data-science to managers. Findings: All existing courses supply a part of the suggested topics, either focusing on technical aspects of data-science or on organizational aspects. In particular, only a small minority of the courses discuss ethical aspects of data science. Recommendations for Practitioners: We recommend adopting MaDaScA in management departments in order to prepare managers for the challenges in data-science. Recommendations for Researchers: We recommend adapting the MaDaScA model to the curriculum of the faculty of engineering, especially for the department of industrial engineering. Impact on Society: Educating prospect managers on the capabilities of data science and responsibilities that come with it is key for making sure organizations become much more data driven, efficient and ethical. Future Research: It is possible to make this program more effective by adding practical experience
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Siebenaler, Shane P., Adam M. Janka, David Lyon, John P. Edlebeck, and Aileen E. Nowlan. "Methane Detectors Challenge: Low-Cost Continuous Emissions Monitoring." In 2016 11th International Pipeline Conference. American Society of Mechanical Engineers, 2016. http://dx.doi.org/10.1115/ipc2016-64670.
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Natural gas leakage from unmanned facilities, such as compressor stations, gathering sites, and block valve locations, can pose significant economic and safety impacts. Additionally, methane, the primary constituent of natural gas, is a powerful greenhouse gas with 84 times the global warming potential of carbon dioxide on a mass basis over a 20-year period (IPCC 2013). Due to the remote location of many of these facilities, fluid leaks can persist for extended periods of time. Continuous leak detection systems would facilitate rapid identification and repair of leaks. However, existing technologies, such as infrared cameras, are cost-prohibitive to be installed at a high number of sites and are instead used in periodic monitoring as part of leak detection and repair programs. Such periodic monitoring does not provide for quick detection of “fat tail” leaks that dominate the emissions from gathering and transportation systems (Mitchell et al. 2015, Subramanian et al. 2015). A unique and innovative arrangement of various stakeholders was utilized to initiate a technology development and testing program aimed at expedited deployment of low-cost technologies at high numbers of sites. The technologies targeted for this work were low enough in cost to economically justify the installation of such sensors at every gas gathering and transportation site. This work was driven by an environmental advocacy organization under a partnership with eight different oil and gas companies and technical oversight from various universities, non-profits, and government agencies to give a wide perspective on the needs of such technology. Four different technologies were developed and tested in realistic release environments. The technologies ranged from sensors modified from automobile-based technology to laser-based systems used for monitoring gases in coal mines. The systems were treated as “end-to-end” units whereby all components (e.g., sensor, data acquisition, enclosures, etc.) needed to perform according to the provided specifications. The testing involved controlled releases under numerous environmental conditions and with different gas compositions. The largest focus of the testing was on outdoor releases where the systems had to detect the transient nature of gas plumes. The primary objectives of the testing were to determine the readiness of the technologies for pilot testing in the field and identify continuous improvement opportunities. The project demonstrated that there are newly-developed technologies that could be deployed as low-cost continuous monitoring solutions for the gas industry.
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Gómez Barrón Sierra, José Pablo, Miguel-Ángel Manso-Callejo, and Ramón Alcarria. "DISEÑO DE ESTRATEGIAS DE CROWDSOURCING EN SISTEMAS DE INFORMACIÓN GEOGRÁFICA VOLUNTARIA." In 1st Congress in Geomatics Engineering. Valencia: Universitat Politècnica València, 2017. http://dx.doi.org/10.4995/cigeo2017.2017.6629.
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This work addresses voluntary geographic information (VGI) as an information system that facilitates organizations to achieve specific goals by outsourcing processes and activities to an online community. A definition of a voluntary geographic information system (VGIS) is proposed, identifying its core components (Project, Participants, Technology), then, crowdsourcing, the most relevant process for managing information within these type of systems, is analysed. We analyse several types of crowdsourcing models in the context of VGIS, and it is proposed a classification built around the different ways of organizing a community, which include different levels of participation according to the use of three processes: contributory, collaborative and participatory. Based on the study of the different typologies intrinsically linked to the existing levels of involvement and engagement, and the use of participants' cognitive skills, a continuum of participation is identified, presenting two opposite tendencies when designing VGI projects: crowd-based and community-driven, the latter with higher levels of collaboration or even co-creation. Based on the above, it is proposed a set of criteria for the design of the crowdsourcing strategy of a VGIS, as a roadmap that directs the project. This design and planning tool helps to characterize and define in a simple way the general requirements of the processes and activities of a VGIS that will be implemented through a crowdsourcing task, being the first step in the interdependent design of the project, participation and technological components. The design of subsequent strategies related to the other components of the system must be aligned and linked to the crowdsourcing strategy, and altogether will guide the development of tasks, functionalities and the specific technological tools of the system.http://dx.doi.org/10.4995/CIGeo2017.2017.6629