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Journal articles on the topic 'Project environment'

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Author: Grafiati

Published: 4 June 2021

Last updated: 19 February 2022

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1

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

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2

Kordova, Sigal. "Developing systems thinking in a Project-Based Learning environment." International Journal of Engineering Education 2, no. 1 (June 15, 2020): 63–81. http://dx.doi.org/10.14710/ijee.2.1.63-81.

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As science and engineering projects are becoming increasingly more complex, sophisticated, comprehensive and multidisciplinary, there is a growing need for systems thinking skills to ensure successful project management. Systems thinking plays a major role in the initiation, effective management, and in facilitating inter-organizational tasks. This research assesses the capacity for engineering systems thinking and its contribution in carrying out a multidisciplinary project. The research also reviews the cognitive process through which systems thinking skill is acquired. The study focused on a group of students who have completed their senior design projects in high-tech industry, while their plans were being integrated into existing larger projects in the respective industrial sites. The systems thinking skill of the students was examined according to a questionnaire for assessing the Capacity for Engineering Systems Thinking (CEST). Statistical analysis shows significant differences in the students capacity for systems thinking at the beginning and end of the work (p<0.001). This research demonstrates that systems thinking skills can be improved through awareness and involvement in multidisciplinary projects.

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3

Land, Thomas. "Environment project in Poland." Nature 355, no. 6361 (February 1992): 580. http://dx.doi.org/10.1038/355580b0.

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4

Grindel, Cecelia Gatson, Karen Peterson, Mary Kinneman, and Tracy L. Turner. "The Practice Environment Project." Journal of Nursing Administration 26, no. 5 (May 1996): 43–51. http://dx.doi.org/10.1097/00005110-199605000-00009.

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5

ТРИГУБА, Анатолій Миколайович, Андрій Остапович ШАРИБУРА, Петро Васильович ШОЛУДЬКО, and Микола Віталійович РУДИНЕЦЬ. "MATCHING CONFIGURATIONS PROJECTS OF COOPERATIVE MILK COLLECTION PROJECT ENVIRONMENT." Bulletin of NTU "KhPI". Series: Strategic Management, Portfolio, Program and Project Management 7, no. 2(1224) (March 14, 2017): 84–89. http://dx.doi.org/10.20998/2413-3000.2017.1224.14.

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6

Handayani, Tri, Lastuti Abubakar, and C. Sukmadilaga. "GREEN LOAN BANKS POLICY TO PROVIDE ENVIRONMENT FRIENDLY PROJECT." Diponegoro Law Review 5, no. 2 (October 30, 2020): 215–30. http://dx.doi.org/10.14710/dilrev.5.2.2020.215-230.

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Banks have an important role in realizing SDGs, therefore the Bank must continue to develop its products and services to be directed towards sustainable economic activities and not too exploring resources. Based on The Appendix of the President Decree No. 59/2017 the Indonesian government directed the global target of economies inclusive regarding the participation of the financial services sector. The Banks will support the priority economic sectors development such as agriculture, processing industries, and infrastructure, Micro, Small, Medium Enterprises and Energy. Banks can participate by using a green loan policy. This research is a normative legal research, which focuses on examining the application of the rules or norms in positive law. The result is the Banks play a key role in society, banks have purpose to help develop sustainable economies and to empower people to build better futures. When banks will give a credit to those who have a business that has a direct impact to the environment, bank also can be offer a position as a manager of environmental recovery guarantee funds. In other side, Banks can provide green development, in a process of giving credit to the debtor; banks need to pay attention to the business legality of prospective debtors. Banks are required to ensure that prospective customers have a legal business and comply with all relevant laws and regulations.

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7

Stytz, Martin R., Philip Amburn, Patricia K. Lawlis, and Keith Shomper. "Virtual Environments Research in the Air Force Institute of Technology Virtual Environments, 3-D Medical Imaging, and Computer Graphics Laboratory." Presence: Teleoperators and Virtual Environments 4, no. 4 (January 1995): 417–30. http://dx.doi.org/10.1162/pres.1995.4.4.417.

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The Air Force Institute of Technology Virtual Environments, 3-D Medical Imaging, and Computer Graphics Laboratory is investigating the 3-D computer graphics, user-interface design, networking protocol, and software architecture aspects of distributed virtual environments. In this paper we describe the research projects that are underway in the laboratory. These projects include the development of an aircraft simulator for a distributed virtual environment, projects for observing, analyzing, and understanding virtual environments, a space virtual environment, a project that incorporates “live” aircraft range data into a distributed virtual environment, a virtual environment application framework, and a project for use in a hospital emergency department. We also discuss the research equipment infrastructure in the laboratory, recent publications, and the educational services we provide.

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8

Joslin, Robert, and Ralf Müller. "The impact of project methodologies on project success in different project environments." International Journal of Managing Projects in Business 9, no. 2 (April 4, 2016): 364–88. http://dx.doi.org/10.1108/ijmpb-03-2015-0025.

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Purpose – The purpose of this paper is to qualitatively validate the constructs of a theoretically derived research model while gaining insights to steer the direction of a greater study on methodologies, their elements, and their impact on project success. In doing so, to investigate whether different project environments, notably project governance, impacts the relationship between methodologies and project success. Design/methodology/approach – A deductive approach was applied to validate a theoretically derived research model. In total, 19 interviews across 11 industrial sectors and four countries were used to collect data. Pattern-matching techniques were utilized in the analysis to deductively validate the research model. Findings – There is a positive relationship between project methodology elements and the characteristics of project success; however, environmental factors, notably project governance, influence the use and effectiveness of a project methodology and its elements with a resulting impact on the characteristics of project success. Research limitations/implications – Project governance plays a major role in the moderating effect of a project methodology’s effectiveness. Contingency theory is applicable to a project’s methodology’s selection and its customization according to the project environment. Practical implications – Understand the impact of project methodologies and their elements on the characteristics of project success while being moderated by the project environment, for example, the risk of suboptimal project performance due to the effectiveness of methodology elements being negatively impacted by the project environment. Originality/value – The impact of a project methodology (collection of heterogeneous-related elements) on the characteristics of project success is identified while being moderated by the project environment, notably project governance.

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9

Lakatosné Szuhai, Györgyi, and József Poór. "Integrating environment economy to project management." Applied Studies in Agribusiness and Commerce 9, no. 4 (December 30, 2015): 39–43. http://dx.doi.org/10.19041/apstract/2015/4/5.

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Environmental sustainability is a horizontal issue that appears at all level of economic activities and private life. Due to the increasing complexity of regulations, particularly in case of EU funded developments, all the projects need to meet a lot of criteria on environment protection issues. These activities include the conduction of environmental studies, data collection, future emission estimations, improving social attitude, acquiring necessary permissions and environment friendly equipment and finally all the administrative activities to monitor everything mentioned previousThe project management organization increasingly needs a special expertise to meet all the requirements no matter what is the original scope of the project. The study collects different type of knowledge and expertise to manage environment economic issues during project management on four different categories, such as legal, technical, financial or human. The summary of the different type of knowledge provides logical conclusion on how the project management organization should meet the challenges of climate change in terms of daily work and organizational operations. JEL classification: O22

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10

Ammerlaan, J. C. J., A. A. van der Maas, J. K. Nienhuis, and P. J. A. de Vreede. "DESCRIPTION OF THE ENVIRONMENT PROJECTS, 'ENVIRONMENT-CONSCIOUS CULTIVATION' (ECC) AND 'ENVIRONMENT PROJECT FLORICULTURE' (EPF) IN DUTCH HORTICULTURE." Acta Horticulturae, no. 429 (August 1996): 553–60. http://dx.doi.org/10.17660/actahortic.1996.429.72.

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11

Graham, C. Matt, and Harold Daniel. "Millennial's Virtual Teamwork and Technical Proficiencies Impact on Project Quality." International Journal of e-Collaboration 13, no. 1 (January 2017): 10–26. http://dx.doi.org/10.4018/ijec.2017010102.

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The development of information systems continues to be a difficult process that frequently ends in failing to meet the projects goals. The processes involved in developing information systems are now compounded by the use of virtual teams. The goal of this study was to determine whether technical proficiencies, project skills in using database development software and technical skills in using the virtual environment, contributed to higher quality projects. The study attempted to address two hypotheses: 1) that increased proficiency in projects skills (Database Software skills) will contribute to greater project quality and 2) that increased proficiency within the virtual environment will contribute to greater project quality. Findings suggest that technical proficiencies in projects skills do contribute to greater project quality however the technical proficiency in the use of virtual environments does not. The relationship between proficiency in project skills and the quality of project outcomes is weak; suggesting that other variables not investigated in this study may exert a more powerful influence on project outcomes.

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12

Лавров, Олег. "Knowledge management and project environment." Управление проектами и программами 1 (2020): 72–80. http://dx.doi.org/10.36627/2075-1214-2020-1-1-72-80.

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13

Guillebaud, J. "The environment time capsule project." BMJ 308, no. 6940 (May 21, 1994): 1377–8. http://dx.doi.org/10.1136/bmj.308.6940.1377a.

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14

Winstanley, Graham, Michael A. Chacon, and Raymond E. Levitt. "An integrated project planning environment." Intelligent Systems Engineering 2, no. 2 (1993): 91. http://dx.doi.org/10.1049/ise.1993.0010.

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15

Kennedy, T. S., D. A. Pezzutti, and T. L. Wang. "System 75:Project Development Environment." AT&T Technical Journal 64, no. 1 (January 1985): 269–85. http://dx.doi.org/10.1002/j.1538-7305.1985.tb00432.x.

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16

Deane, Richard H., Thomas B. Clark, and A. P. (Dennis) Young. "Creating a Learning Project Environment." Information Systems Management 14, no. 3 (January 1997): 54–60. http://dx.doi.org/10.1080/10580539708907060.

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17

Youker, R. "Managing the international project environment." International Journal of Project Management 10, no. 4 (November 1992): 219–26. http://dx.doi.org/10.1016/0263-7863(92)90081-j.

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18

Araszkiewicz, Krystyna. "Managing Risk of Construction Projects in a Multi-project Environment." Zeszyty Naukowe Uniwersytetu Szczecińskiego Finanse Rynki Finansowe Ubezpieczenia 82 (2016): 559–69. http://dx.doi.org/10.18276/frfu.2016.4.82/2-49.

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19

Nekoufar, Saviz. "Standardization of large scale industrial project in multi projects environment." International Journal of Management Science and Engineering Management 6, no. 4 (January 2011): 260–66. http://dx.doi.org/10.1080/17509653.2011.10671171.

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20

Pletnyova, A. V., and E. A. Khalimon. "Harmonious project and program management in a changing environment." Vestnik Universiteta, no. 4 (June 5, 2021): 18–24. http://dx.doi.org/10.26425/1816-4277-2021-4-18-24.

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Constantly changing environmental conditions, in addition to the lack of resources, are one of the biggest obstacles in the implementation of various projects and programs. Currently, companies associated with project management are trying to identify approaches that will allow them to effectively manage projects and programs in an unstable environment. The article examines such promising approaches to project management as sustainable, “green”, value-based project management. The paper analyses the experience of foreign and domestic companies in applying these approaches in their activities. The authors define the main methodological recommendations and standards on the basis of which project management is carried out within the framework of these approaches.

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21

Furukawa, Chitose. "Dynamics of a critical problem-solving project team and creativity in a multiple-project environment." Team Performance Management 22, no. 1/2 (March 14, 2016): 92–110. http://dx.doi.org/10.1108/tpm-04-2015-0021.

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Purpose – This paper aims to explore the dynamics of critical problem-solving (CPS) project teams and creativity throughout a project’s duration, in a multiple-project environment with consideration of the project’s external factors, such as customer situations. In addition, behavioural elements of the CPS project – multiple team memberships, cross-understanding and the transactive memory system – will be investigated in a multiple-project environment. Design/methodology/approach – This paper investigates the dynamics of a CPS project team and creativity in a global software support organisation by conducting semi-structured interviews in Japan and Germany. There were 53 interviewees in Japan and 51 in Germany. The results presented in this paper show the outcomes of a qualitative study, specifically focusing on the processes of CPS projects using thematic analysis. In the discussion section, propositions are given based on this research’s findings as well as existing literature to denote future research possibilities. Findings – The results of this study suggest that creativity to resolve critical problems in a project team occurs by integrating diverse information and knowledge at multi-level organisational units. They suggest that managerial functions are crucial to determining project composition, and appropriate project environments are created by facilitating multiple team memberships at multi-level organisational units. Originality/value – For the academic domain, the findings have contributed to the fields of project and human resource management, and team management in a multiple-project environment. To practitioners, this study shows the importance of managing multiple projects by considering human behaviour perspectives when solving critical problems.

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22

Novais, Zinga, Jorge Vareda Gomes, and Mário José Batista Romão. "Knowledge Sharing in Project Environments." International Journal of Strategic Decision Sciences 12, no. 1 (January 2021): 1–17. http://dx.doi.org/10.4018/ijsds.2021010101.

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Projects have been increasingly used in the implementation of organizations' business operations. Knowledge sharing has been considered essential in project environment; therefore, the integration of knowledge management within project management becomes crucial for project success. The objective of this research is to study how knowledge sharing is integrated within the context of a project, and what is the perception of project team members about it. A case study was carried out in a company within the financial sector, focused on a project team of the entity. The results revealed that project managers, other professionals in project management, and the organization itself are very much aware of the importance of knowledge sharing. The results also emphasized that, regardless of the lack of incentives by top management, project team members consider that knowledge sharing highly contributes for a successful execution of projects.

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23

Pretorius, C. J., and H. Steyn. "Knowledge management in project environments." South African Journal of Business Management 36, no. 3 (September 30, 2005): 41–50. http://dx.doi.org/10.4102/sajbm.v36i3.634.

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Knowledge management is widely acclaimed to be a source of considerable financial advantage for organisations. Various authors realise that project environments could also benefit from the creation and re-use of knowledge, including from the lessons learned that should be documented during project close-out. Projects face specific challenges (limited time spans, changing and dispersed teams) and the reduction of project risk, time and cost through knowledge management, may well prove worthwhile.This paper reviews the literature on knowledge management, both in organisations in general and in project environments specifically. A framework for knowledge management is derived from literature. The paper also reports on an investigation of knowledge management practices in four cases within a single South African business environment. Knowledge management practices similar to ones reported abroad were found.A model is proposed for the management of knowledge in project environments, both within a single project (intraproject) and between projects (inter-project) and. guidelines for knowledge management in project environments are provided. It is also suggested that, while the management of explicit knowledge is common in project management, more attention should be given to the sharing of tacit knowledge through human interaction.

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24

Hodges, Jacob, and Geoff Stead. "Research Ethics in the Mobile Learning Environment (MoLE) m-Learning Project." Connections: The Quarterly Journal 12, no. 1 (2012): 5–15. http://dx.doi.org/10.11610/connections.12.1.02.

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25

Yamaguchi, Osamu. "Sea blue project (Environment creation project for sea water area)." Japan journal of water pollution research 10, no. 4 (1987): 229–31. http://dx.doi.org/10.2965/jswe1978.10.229.

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26

Lytvyn, Vasyl, and Ihor Rishnyak. "MODELING AND EVALUATION OF PROJECT RISKS IN MULTI-PROJECT ENVIRONMENT." Informatyka, Automatyka, Pomiary w Gospodarce i Ochronie Środowiska 4, no. 2 (June 18, 2014): 34–36. http://dx.doi.org/10.5604/20830157.1109370.

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27

THAMHAIN, HANS J. "LEADERSHIP LESSONS FROM MANAGING TECHNOLOGY-INTENSIVE TEAMS." International Journal of Innovation and Technology Management 06, no. 02 (June 2009): 117–33. http://dx.doi.org/10.1142/s0219877009001595.

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An ongoing field study of 76 new product development teams in 27 companies identifies specific barriers and drivers to effective team performance. The paper provides insight into the affects of organizational environment and managerial leadership on project team performance in technology-oriented team environments. The results show that team leadership has significant impact on both the project team and its broader organizational environment ultimately affecting team and project performance. Team leaders must manage the work and people relations across diverse organizational and cultural boundaries, including support functions, suppliers, sponsors and partners. The paper provides suggestions for building the organizational environment, work processes and leadership skills necessary for successful implementation of complex development projects.

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28

Kanyeria, Ruth Njeri, and Janesther Karugu. "Influence of External Business Environment on the Success of Health Projects in Nyandarua County, Kenya." International Journal of Business Management, Entrepreneurship and Innovation 2, no. 1 (February 15, 2020): 1–16. http://dx.doi.org/10.35942/jbmed.v2i1.96.

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Globally, project success is an important topic since the number of projects that are failing is extremely high with more than a third of projects failing to meet their objectives. There are two major strands of addressing project success, namely, how success is judged (success criteria) and the factors that contribute to project success. The successful implementation of projects is affected by several factors both in the internal and external environments. External environmental factors are those conditions that are not in the control of the project team and those that influence, constrain or direct the project. These factors include, political, economic, social and technological factors. Nyandarua County aims at improving access to quality healthcare to the community by upgrading local health facilities and building new ones. However, in spite of the efforts being made, it is evident that of the many health projects implemented by the Nyandarua County before and after 2013, many of them have been reported to have stalled. The broad objective of this study was to establish the influence of the external environment on the success of health projects in Nyandarua County. The following specific objectives were addressed; to establish the influence of government resource allocation on the success of health projects, to assess the influence of change in political leadership on the success of health projects, to find out the influence of finance on the success of health projects, to determine the influence of stakeholder involvement on the success of health projects and to establish the influence of technology adoption on the success of health projects. Theories reviewed in this study were the systems theory and project implementation theory. The study adopted a descriptive survey design with the target population being the project managers of health projects that are ongoing in the county. There were a total of 40 projects and therefore a census inquiry was used since the number is manageable. Data was conducted using a questionnaire and data was analyzed using the Statistical Package for Social Sciences (SPSS) to yield frequency tables, mean, mode, median and standard deviation. Multiple linear regression model was used to measure the relationship between the independent and the dependent variables. Data was presented using charts, tables and graphs. The study established a positively and significant relationship between government resource allocation, political leadership, finance, stakeholder involvement and technology adoption on the success of health projects. The study concludes that the budget provides a means to monitor the project’s financial activities over the life of the project and provides a framework for expenditure to achieve the objectives of the project in an efficient manner. Realistic planning of finances is key to proper implementation of a project. Usually projects fail due to struggle because of the inattention of a project manager to the political environment. Finance provides numerous benefits such as risk management incentives, leverage flexibility extension and free cash flow creation. Stakeholder involvement develops a confidence atmosphere by requiring shareholders ' voices to be heard and their issues to be identified and technology-based project management can help companies to streamline business operations, reduce overhead costs, and improve equipment tracking. The study recommends that project managers in the County should identify the right resources towards the success of health projects being implemented in the County. Project leaders stay out in front of the County health projects through the political landscape of the County. A project managers seeking finance for a new health project should preferably seek the services of a financial advisor to assist with the feasibility study of the project and appoint sponsors to raise the funding. Project managers should engage stakeholders early and often in order to ensure project progress. The County should have good project management software that allows project teams to centralize documents, work on schedules and budgets together, and tag each other in updates and requests.

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29

Sharma, Ashish. "Fuzzy Multi-Objective Genetic Algorithm Based Resource Constrained Time-Cost Trade-Off Model under Uncertain Environment." International Journal for Research in Applied Science and Engineering Technology 9, no. 8 (August 31, 2021): 1126–33. http://dx.doi.org/10.22214/ijraset.2021.37565.

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Abstract: In every construction project, the time and cost are the two most important objectives/factors to be considered. Clients and contractors should strive to optimize the project time and cost to maximize the return. Resources are also one of the major constraints of the construction projects. In recent years, several studies have been conducted to optimize the time and cost of project under constraint conditions of resources. Since most studies assume the time and cost as deterministic parameters, uncertainties should be considered in estimating the time and cost of the project's activities when minimizing the duration and cost of the project. For this purpose, this paper embeds the fuzzy logic to handle the uncertainties in estimating the time and cost. Besides, the multi-objective genetic algorithm (MOGA) is used to develop the resourceconstrained time-cost trade-off model. Alpha-cut approach is utilized to define the accepted risk level of decision maker. The efficiency of the proposed model is demonstrated through solvinga case study project of highway construction. The results of case study project provide a set of Pareto-optimal solutions. The developed model encourage the decision making process by choosing specified risk levels and utilizing the related Pareto-front. Keywords: Construction projects, time-cost trade-off, uncertainties, fuzzy logic, MOGA,Pareto-optimal solution.

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30

Thompson, Ian, Andrew Cox, and Les Anderson. "Contracting strategies for the project environment." European Journal of Purchasing & Supply Management 4, no. 1 (April 1998): 31–41. http://dx.doi.org/10.1016/s0969-7012(98)00005-7.

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31

Dowson, Mark. "ISTAR—an integrated project support environment." ACM SIGPLAN Notices 22, no. 1 (January 1987): 27–33. http://dx.doi.org/10.1145/390012.24212.

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32

Barton, M. H. "Eclipse—an Integrated Project Support Environment." IEE Review 35, no. 11 (1989): 425. http://dx.doi.org/10.1049/ir:19890182.

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33

Miyahara, Yoshio. "Project Valuation Method under Random Environment." Communications of the Japan Association of Real Options and Strategy 10, no. 3 (2018): 58–67. http://dx.doi.org/10.12949/cjaros.10.3_58.

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Ganebnykh, Elena, Olga Fokina, and Vitaly Lukinov. "Agile project management in lean environment." E3S Web of Conferences 135 (2019): 04049. http://dx.doi.org/10.1051/e3sconf/201913504049.

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The article discusses the possibility of integrating the traditionally opposed approaches of Agile and Kanban in the management of large manufacturing enterprises. The aim of the study is to develop a new algorithm for the implementation of lean production via formation of small work groups that operate based on Scrum methodology. Authors have classified famous approaches to lean manufacturing implementation, identified general patterns, and proposed a new integrated approach. The developed algorithm helps to launch lean production at a large enterprise in a most efficient way, quickly involve personnel in the change process, and identify change leaders. Agile frameworks in lean management support to get a specific result in a short time and make quick adjustments to scheduled plans.

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Robert, Daniel W. "Creating an Environment for Project Success." Information Systems Management 14, no. 1 (January 1997): 73–77. http://dx.doi.org/10.1080/10580539708907036.

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36

Sense, Andrew J. "Structuring the project environment for learning." International Journal of Project Management 25, no. 4 (May 2007): 405–12. http://dx.doi.org/10.1016/j.ijproman.2007.01.013.

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37

Liu, Bingsheng, Bin Xue, Tengfei Huo, Geoffrey Shen, and Meiqing Fu. "PROJECT EXTERNAL ENVIRONMENTAL FACTORS AFFECTING PROJECT DELIVERY SYSTEMS SELECTION." JOURNAL OF CIVIL ENGINEERING AND MANAGEMENT 25, no. 3 (March 27, 2019): 276–86. http://dx.doi.org/10.3846/jcem.2019.7460.

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Project delivery systems (PDSs) selection is crucial to construction project management success. The matching between construction projects and PDSs is hypersensitive to project external environment. Existing studies on selecting PDSs mainly focus on owner’s and project’s characteristics and attach less attention to project environmental factors. This study, therefore, aims to formally identify key project external environmental factors affecting PDSs selection using a data-driven approach. Key factors are summarized and identified through the granular computing method based on 61 Chinese project samples. Empirical results indicate that four factors including market competitiveness, technology accessibility, material availability, and regulatory impact are critical to PDSs selection. This study extended previous research findings on PDSs selection from a perspective of project external environments. Research conclusions can be used as references underpinning construction owners selecting appropriate PDSs considering project external environmental factors.

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Moradi, Sina, Kalle Kähkönen, and Kirsi Aaltonen. "Project Managers’ Competencies in Collaborative Construction Projects." Buildings 10, no. 3 (March 9, 2020): 50. http://dx.doi.org/10.3390/buildings10030050.

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Collaborative delivery methods in construction projects provide a new operational environment, which can foster effective interaction and cooperation between different project stakeholders. Project managers are one of the most important players in this environment, who therefore need to possess appropriate competencies. Collaborative construction projects and their managerial solutions are still a relatively new field and, thus, special aspects such as competencies of project managers in such projects have been limitedly studied. The present research aimed to evaluate project managers’ competencies in collaborative construction projects in Finland through a human behavioral approach, where project managers’ everyday work was the main source for understanding the competencies of relevance. Accordingly, a web-based questionnaire and semi-structured interviews were used for data collection from the case projects. Based on the gained data, project managers’ behaviors were analyzed, and consequently, their specific competencies were identified. Findings of this study propose 10 core competencies for project managers in collaborative construction projects, e.g., group capabilities, language proficiency, and leveraging diversity. Additionally, a set of supportive competencies were identified which, together with the core competencies, form the profile of project managers’ competencies for collaborative construction projects. Finally, the differences between competencies needed in traditional and in collaborative construction projects are discussed.

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Kwena, Ronald, Prof Elegwa Mukulu, Dr Joyce Nzulwa, and Prof Romanus Odhiambo. "MODERATING EFFECT OF PROJECT ENVIRONMENT ON THE RELATIONSHIP BETWEEN CONSTRAINED PROGRAMMING AND PROJECT OUTCOMES IN UNITED NATIONS AGENCIES IN KENYA." Journal of Entrepreneurship and Project Management 4, no. 2 (September 11, 2019): 53–69. http://dx.doi.org/10.47941/jepm.321.

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Purpose: The aim of the study was to establish the moderating effect of project environment on the relationship between constrained programming and project outcomes in United Nations Agencies in Kenya.Methodology: A cross sectional survey is a method that involves the analysis of data collected from a population, or a representative subset, at one specific point in time (Orodho, 2011). This design is used to gather data on more than one case at a single point in time in order to collect a body of quantitative data in connection to the variables. The study picked data for projects and sought to investigate the concept trends and status of project outcomes at a particular period (2014-2018).Results: The results indicated that the geographical environment affect project outcomes (4.565); Social Cultural environment inhibit project outcomes (3.875); Beliefs and traditions affect project outcomes (4.670); Political instability hinders success of project outcomes (3.734) and technological changes affect project outcomes (3.713). The findings revealed the moderating effect of project environment on the relationship between constrained programming and project outcomes in UN agencies in Kenya.Contribution to policy, practice and theory: Humanitarian projects should realize that in the present project environment, constrained programming forms an important element of intangible assets of the UN agencies. These should be reconfigured to ensure that the projects seize opportunities, are proactive in the market place, make new product and process innovations.

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Fridgeirsson, Thordur Vikingur, Helgi Thor Ingason, Haukur Ingi Jonasson, and Bara Hlin Kristjansdottir. "The VUCAlity of Projects: A New Approach to Assess a Project Risk in a Complex World." Sustainability 13, no. 7 (March 30, 2021): 3808. http://dx.doi.org/10.3390/su13073808.

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The “projectification” of Western societies has been consolidated by a number of studies and now calls for various adaptations in the managerial framework of project management. Faster rates of change in complex environments antagonize the traditional risk assessment approach and demand a more dynamic approach. A framework commonly used for understanding the challenges of complexity in the modern business environment is VUCA. VUCA stands for volatility, uncertainty, complexity, and ambiguity. In order to mitigate the impact of a VUCA environment on complex projects, organizations and project leaders need to know the type and severity of challenges they are dealing with in each unique project. This study explores the VUCA framework in the context of projects and suggests that the VUCA approach can enhance the conventional risk assessment procedure. The study also drafts an accessible diagnostic tool to assess the VUCA dimensions a project is facing, so that project managers can effectively isolate “fat tail” risk events. The tool is tested on five complex projects in the manufacturing industry and its effectiveness is discussed.

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Soroka-Potrzebna, Hanna. "PROJECT MANAGEMENT – TRADITIONAL OR AGILE?" Zeszyty Naukowe Wyższej Szkoły Humanitas Zarządzanie 20, no. 1 (March 31, 2019): 89–98. http://dx.doi.org/10.5604/01.3001.0013.2423.

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In a fast-growing world, project management has become one of the most important pillars that help companies operate without interruptions in their processes. Both small and large organizations around the world use methods and techniques of project management to successfully complete various projects without any obstacles. Although traditional project management has been used for a long time, for several years changes have been observed on the one hand due to the high level of complexity and dynamics of the business environment, and on the other hand the innovativeness of enterprises. In such an environment, the traditional approach becomes inadequate to the contemporary requirements of the environment and may be unfavorable for projects that are structurally complex and uncertain. Currently, it is the agile project management that is considered the most practical and flexible for the company’s development. The article aims to present and compare both approaches to project management, and to assess the validity of the prevailing belief that agile project management is better.

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Liu, Zhao Hui. "Study of FIDIC Condition in Innovative Engineering Environment." Applied Mechanics and Materials 484-485 (January 2014): 531–34. http://dx.doi.org/10.4028/www.scientific.net/amm.484-485.531.

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The FIDIC Condition has been widely applied in the international engineering. The practice applying in foreign-invested projects in China indicates it can speed up the process of standardization of construction project management and improve the level of construction project management. However, because of constraints of various factors, the application of the FIDIC Conditions is limited in China. This paper describes the questions of application and the measures to be taken currently.

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Bricken, William, and Geoffrey Coco. "The VEOS Project." Presence: Teleoperators and Virtual Environments 3, no. 2 (January 1994): 111–29. http://dx.doi.org/10.1162/pres.1994.3.2.111.

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The Virtual Environment Operating Shell (veos) was developed at University of Washington's Human Interface Technology Laboratory as software infrastructure for the lab's research in virtual environments. veos was designed from scratch to provide a comprehensive and unified management facility to support generation of, interaction with, and maintenance of virtual environments. VEOS emphasizes rapid prototyping, heterogeneous distributed computing, and portability. We discuss the design, philosophy and implementation of veos in depth. Within the Kernel, the shared database transformations are pattern-directed, communications are asynchronous, and the programmer's interface is LISP. An entity-based metaphor extends object-oriented programming to systems-oriented programming. Entities provide first-class environments and biological programming constructs such as perceive, react, and persist. The organization, structure, and programming of entities are discussed in detail. The article concludes with a description of the applications that have contributed to the iterative refinement of the VEOS software.

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Spalek, Seweryn. "The role of project management office in the multi-project environment." International Journal of Management and Enterprise Development 12, no. 2 (2012): 172. http://dx.doi.org/10.1504/ijmed.2012.047891.

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Hong, Paul, Abraham Y. Nahm, and William J. Doll. "The role of project target clarity in an uncertain project environment." International Journal of Operations & Production Management 24, no. 12 (December 2004): 1269–91. http://dx.doi.org/10.1108/01443570410569047.

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Ibrahim, Mohd Faisal, Rosanita Adnan, Zarina Zainol, and Nur Atiqah Sia Abdullah. "A Private Cloud-Based Video Transcoding Architecture for Project-Based Learning Environment." International Journal of Machine Learning and Computing 8, no. 2 (April 2018): 164–68. http://dx.doi.org/10.18178/ijmlc.2018.8.2.681.

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Глазунова, Олена Григорівна, Тетяна Володимирівна Волошина, and Валентина Ігорівна Корольчук. "HYBRID CLOUD-ORIENTED LEARNING ENVIRONMENT FOR IT STUDENT PROJECT TEAMWORK." Information Technologies and Learning Tools 77, no. 3 (June 19, 2020): 114–29. http://dx.doi.org/10.33407/itlt.v77i3.3210.

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The article proposes a technology for the development and implementation of a hybrid cloud-oriented learning environment for the electronic support of interdisciplinary projects in the educational process of future IT specialists. To organize such a project, a model of hybrid cloud-oriented learning environment was designed. The components of such an environment are as follows: competence, communication and technology. Based on the developed model, a MS Teams-based cloud environment for project teamwork was created. It integrated all the necessary services for the implementation of an interdisciplinary project. The technological component regulates the content, methods and forms of training during the project implementation. According to the content of the interdisciplinary project, methods and forms of training, both traditional and cloud-oriented, were selected. This environment provided interaction between teachers of different disciplines and teams of students. The software component consists of tools for communication, project management and placement of the teaching resources included in MS Teams and complemented by additional tools that integrate with it, for example, professional tools and tools for presenting the results of work. Teachers could additionally integrate necessary e-learning courses and tools. Data analysis of experimental studies demonstrated that MS Teams-based cloud-oriented environment, which ensures execution of tasks on communication, organization of teaching process, project management and makes it possible to integrate additional tools for arranging an interdisciplinary project, namely, professional, educational and the like, – is an effective environment for the development of the digital, professional and personal competences of the future IT specialist. Moreover, interdisciplinary projects contribute to the development of integral competence of future IT specialists. An experimental study conducted on the basis of the National University of Life and Environmental Sciences involved 3rd year students of the specialty 122 – “Computer Science”.

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Tuuli, Martin Morgan. "What has project characteristics got to do with the empowerment of individuals, teams and organisations?" International Journal of Managing Projects in Business 11, no. 3 (July 2, 2018): 708–33. http://dx.doi.org/10.1108/ijmpb-08-2017-0097.

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Purpose The purpose of this paper is to explore the impact of project settings on empowerment experiences of individuals and teams by examining the effects of specific project characteristics on facets of the empowerment concept (i.e. the structural and psychological perspectives). Design/methodology/approach A parallel questionnaire survey of client, consultant and contractor organisations was conducted in Hong Kong to test hypotheses relating three facets of the empowerment concept and five project-level antecedents. Hierarchical linear modelling and ordinary least square regression were employed to test the hypotheses. Findings The analyses show that dynamic project environments, high project team integration and high interdependence of project tasks lead to high individual psychological empowerment, while public-client projects (compared with private-client projects), a hostile project environment and high client integration lead to a low individual psychological empowerment. Uncertainty in project technology also leads to high team psychological empowerment, while hostile project environments lead to low team psychological empowerment. Further, dynamic project environments lead to more empowering work climate, while hostile project environments lead to less empowering work climate. However, project team integration, project complexity, project lifecycle and quasi-public-client projects (compared with private-client projects) have no significant association with the empowerment of individuals and teams. Originality/value This study examined task-related factors (i.e. project in this case) which traditionally have not been the focus of studies examining the antecedents of empowerment. Further, project-level antecedents and their link to an integrated perspective of empowerment comprising a sociostructural perspective, a psychological perspective and a team-based perspective are examined, which is a significant departure from the unitary perspective of empowerment taken in most previous studies.

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Williamson, Max. "General financial environment 2014." APPEA Journal 54, no. 1 (2014): 467. http://dx.doi.org/10.1071/aj13045.

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Research available from oil and gas industry commodity traders and bankers suggests relatively stable pricing of key commodities for the next two to three years. Barring another oil shock, or similar major international event, that will mean a positive atmosphere for longer term decision making by project developers and regulators. With a new, stable Federal Government and similar persuasion State Governments focused on repealing the carbon tax and developing key infrastructure around Australia including ports, it is not unreasonable to expect a period of real growth and project development, including a resurgence of interest in oil and gas exploration. Doubtless continuing pressure from political lobby groups and parties to try and claim some ground in areas like groundwater re-treatment and usage, and the repeal of the Mineral Resource Rent Tax and the carbon tax legislation packages, will be apparent. How the government may achieve these legislation changes will have significant impact on project feasibility and how projects are designed, operated and managed. Some of the fascinating developments in researching aspects of how the Australian industry will achieve its technical objectives and how they are supported by the research and development tax incentives are worth more than a cursory financial review. With a historically cheap cost of capital there will be increased focus on borrowing methodologies and supporting techniques, with equity only being freely available to the majors. The funding of exploration programs and the determination of what is research and development in those programs will be critical for smaller companies.

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Тryhuba, Anatolii, Volodymyr Ivanyshyn, Vitalii Chaban, Iryna Mushenyk, and Olena Zharikova. "Influence of agrometeorological component of the project environment on the duration of works in chemical protection projects of agricultural crops." Independent Journal of Management & Production 12, no. 3 (May 1, 2021): s138—s149. http://dx.doi.org/10.14807/ijmp.v12i3.1531.

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The analysis of the state of science and practice of making managerial decisions in agricultural production projects is performed. The expediency of substantiation of the influence of the agrometeorological component of the project environment on the duration of works in the projects of chemical protection of agricultural crops is substantiated. The approach to the definition of fund of works time performance in projects of chemical protection of crops taking into account changing events of an agrometeorological component of the project environment is offered. It is based on the use of statistical data of agrometeorological stations in the regions where these projects are implemented. The peculiarity of this approach is that it provides for the formation of databases and knowledge for planning work in projects of chemical protection of agricultural crops based on the characteristics of a given project environment. To do this, computer simulation is used, which provides a systematic consideration of many variable agrometeorological components of the design environment and their impact on the limitation of the time allocated for work. This improves the quality of the database for forecasting the events of the components of the project environment, as well as gaining knowledge that underlies the acceleration of management decisions in projects of chemical protection of crops. It is established that the duration of agrometeorological determined daily fund of time for work in projects of chemical protection of agricultural crops is variable both during the life cycle of the project and in certain periods of its implementation, which is reflected by the relevant distribution laws. Further research on the planning of chemical protection projects for agricultural crops should be conducted to justify new methods and models of management decisions that will take into account the impact of changing events of the agrometeorological component of the project environment on the time and content of work in these projects.

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