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This study aims to identify the primary aspects contributing to the project’s successful implementation by considering project risk management as a mediating component. The paper uses the survey methodology to examine the impact of project management processes (project start-up, planning, execution, monitoring and control, and closing the project) on successful project implementation by the arts of project risk management as a mediating variable. The study population consists of project managers employed by the Jordan Engineers Association, Jordan Construction Contractors Association, and King Abdullah Design and Development Bureau in Jordan, with a sample size of 96 project managers. A questionnaire was divided into three categories. The primary data were analyzed using the Partial Least Squares (3.3.3) software. The result shows that the arts of project risk management mediate the impact of project start-up, planning, execution, monitoring and control, closing, and management processes on successful project implementation. The findings recommend that integrated project management processes with project risk management could enhance the chances of successful project implementation for Jordanian project managers.
As work in libraries continues to become more project-driven, formal project-management training for librarians and other library staff is not necessarily keeping pace. While this scenario is far from ideal, workarounds can be effectively utilized if need be. In this column, Amy Stewart-Mailhiot offers guidance to librarians about how to rely on the proven tools of their trade to successfully manage projects. She suggests that employing such approaches, and applying some dependable rules of thumb—while not optimal—can help pave the way to accomplishing this critical work in the absence of exposure to more structured project-management training.—Editor
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Yeong, Anthony, and Thou Tin Lim. "Integrating knowledge management with project management for project success." Journal of Project, Program & Portfolio Management 1, no. 2 (January 19, 2011): 8. http://dx.doi.org/10.5130/pppm.v1i2.1735.
This paper aims to study the improvement of project success in organizations by integrating knowledge management strategies with project management practices in a typical project lifecycle. According to the Standish Group’s Chaos Report for 2009, only 32% of all surveyed projects are considered to be successful and are delivered on time, on budget, with the required features and functions. This could be an indication that project management practitioners have not fully acquired and transferred knowledge learned from past projects to ensure a higher success rate for current and future projects. Knowledge management is an emerging discipline and practice in organizations. This paper proposes an integrated model that combines knowledge management with project management to improve project success and thus contribute towards competitiveness and sustainability in organizations.
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Kivilä, Jesse, Miia Martinsuo, and Lauri Vuorinen. "Sustainable project management through project control in infrastructure projects." International Journal of Project Management 35, no. 6 (August 2017): 1167–83. http://dx.doi.org/10.1016/j.ijproman.2017.02.009.
Kazmi, Syed Ali Naqi, Asia Baig, and Muhammad Zia-Ur Rehman. "The Economy of Projects: Analyzing Project Management Resilience, Stress Management and Project Sustainability." Global Economics Review III, no. I (June 30, 2018): 50–61. http://dx.doi.org/10.31703/ger.2018(iii-i).06.
The due economy of projects is a catchword nowadays in the world. Advancement in project sustainability has reshaped the banking across the globe forcing companies to perform tasks and activities in the form of projects; resilience, stress management are some of the factors that redesign project sustainability. This cross-sectional study investigates the impact of resilience and stress management on project sustainability also making a contribution by analyzing the association of resilience and stress management. The beta values and results show in favor of acceptance of the entire hypothesis. The data was collected from the members of the project team working on a diverse project in the banking sector of Pakistan. The instrument used to collect the data was questionnaires to measure each variable. Pearson correlation and stepwise hierarchal regression were used to analyze the data. The study at the end highlights valuable findings and recommendations for the future and the researchers offer practical guidance further professionalizing Project Management.
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Parth, Frank R. "Project Management for Year 2000 Projects." Project Management Journal 29, no. 3 (September 1998): 7–9. http://dx.doi.org/10.1177/875697289802900303.
Tote bag homemade yang berkualitas dan unik serta dapat membantu mengurangi limbah tekstil dan produk yang kami buat sangat ramah lingkungan jadi sangat nyaman untuk digunakan sehari-hari. Product yang kami buat ini bernama BeNew by TwoJe_SKV adalah sebuah bisnis/usaha milik mahasiswa/i UIB dengan visi membuat sampah kain menjadi produk unik dan fungsional, memuaskan konsumen dengan melakukan inovasi – inovasi pada desain produk dan tetap memperhatikan lingkungan dalam operasi bisnisnya dengan cara berpartisipasi dalam memberikan pengembangan berkelanjutan kepada masyarakat dan lingkungan di bidang fashion dan lifestyle.
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Bērziša, Solvita. "Project Management Knowledge Retrieval: Project Classification." Environment. Technology. Resources. Proceedings of the International Scientific and Practical Conference 2 (August 5, 2015): 33. http://dx.doi.org/10.17770/etr2011vol2.968.
Project management knowledge contains a wide range of information that can be accumulated from theory and practice. This knowledge is not always readily available to project manager and that can leave a significant impact on project management efficiency and success. Therefore, this knowledge is necessary to store in the project management knowledge repository and then to retrieve it when necessary. To find this knowledge it is necessary to define attributes for searching relevant projects and knowledge associated with these projects. The objective of this paper is to develop a set of project classification attributes that can be used to describe project characteristics and use them in similarity definition. The project classification attributes are defined as a part of the architecture of project management knowledge retrieval. They are identified by analyzing several project management methodologies and are validated by classifying twenty two empirical information technology projects.
This article deals systematically with the author’s practical experience of organising and carrying out terminology projects and attempts to relate them to project management theory. It is intended to serve as a guide of sorts for terminologists confronted with the task of managing a terminology project. The first section defines what terminology projects are, what sets them apart from other types of project, what forms they can take and how these forms are prioritised within the project portfolio, as well as proposing a possible model to describe the various phases of a project. Separate sections are then devoted to each of the phases, namely Acquisition, Needs Analysis and Offering, Planning, Implementation and Controlling, Handover and Completion, and Follow-up.
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Schieg, Martin. "RISK MANAGEMENT IN CONSTRUCTION PROJECT MANAGEMENT." Journal of Business Economics and Management 7, no. 2 (June 30, 2006): 77–83. http://dx.doi.org/10.3846/16111699.2006.9636126.
By adopting risk management, savings potentials can be realized in construction projects. For this reason, for project managers as well as real estate developers, a consideration of the risk management process is worthwhile. The risk management process comprises 6 process steps, which will be discussed in greater detail below. The integration of a risk management system in construction projects must be oriented to the progress of the project and permeate all areas, functions and processes of the project. In this, particular importance is attached to the risks in the personnel area, for, particularly for enterprises providing highly qualified services, specialized employees are essential for market success.
The PH.D. thesis deals with the concept of diversity management in the field of IT project management. It is based on the extensive empirical research. The findings and conclusions enable to adapt and implement concrete actions in the organizational context.
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Kollmann, Ladislav. "Projektový management." Master's thesis, Vysoké učení technické v Brně. Fakulta strojního inženýrství, 2017. http://www.nusl.cz/ntk/nusl-318796.
The master thesis is focused on the topic Project Management. In the theoretical part the literary research is elaborated. The practical part of the thesis provides an analysis of the current state of the project company ZETOR TRACTORS a.s.. On the basis of knowledge of the system, the arrangements are proposed to improve it.
In the final master work is analysing the industrial project management, its system and practical issues. Therefore is made analysis of theoretical aspects of fundamental project management methods. Questionnaire of manufacturing sector was made. Collected data about projects and its implementation from 42 enterprises of Lithuania industrial enterprises. Analysis is made by statistical data and empirical research results to evaluate parameters and successfulness of project management in industrial enterprises. Regression relationships are defined between organizational parameters and project implementation success. According to analysis of scientific literature, statistics and results of empirical research formed an improvement model of project management system in industrial organization. Baigiamajame magistro darbe nagrinėjama pramonės įmonių projektų vadyba, jos metodai ir praktinės problemos.Šiam tikslui atliekamas bedrosios projektų vadybos metodologijos teorinių teiginių analizė. Vykdyta gamybinio sektoriaus įmonių anketinė apklausa. Surinkti duomenys iš 42 Lietuvos pramonės įmonių apie projektus ir ju įgyvendinimą. Atlikta empirinių duomenų anlizė, kurios tikslas remiantis tyrimo ir statistiniais duomenimis įvertinti gamybos įmonių projektų parametrus bei jų įgyvendinamumą. Nustatytos regresinės priklauomybes tarp parinktų kriterijų ir projetų įgyvendinimo sėkmingumo įmonėse. Remiantis mokslinės literaturos analize, statistiniais duomenimis ir empiriniais tyrimo rezultatais suformuotas projektų vadybos sistemos tobulinimo pramonės įmonėms modelis.
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Owens, John Allen. "Project management for complex transportation projects." [Ames, Iowa : Iowa State University], 2010. http://gateway.proquest.com/openurl?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:dissertation&res_dat=xri:pqdiss&rft_dat=xri:pqdiss:1476334.
Uzzaman, M. (Md). "Visual project management practices to control projects." Master's thesis, University of Oulu, 2019. http://jultika.oulu.fi/Record/nbnfioulu-201904031379.
Abstract. In today’s technologically advanced world, projects are becoming much more complex and managers often face challenges of controlling the pace of the project. Visual project management is a fundamental element of lean methods that allows the project management activities to accomplish efficiently and effectively within the timeline. The challenges and complexity of projects are on the rise nowadays due to distinct unpredicted characteristics for instance workplace accidents, environmental effects, price hiking of materials cost and so on. Lack of controlling and monitoring the external or internal events within the project sometimes drive to project failure. This thesis aims to gain an insight into the visual project management practices in various projects through literature analysis along with the understanding of the contribution of visual tools and elements in the purpose of controlling the project. The initial part of this research focuses on in-depth literature review concerning the functions, tools, elements and the current state of the visual project management. The analysis is conducted by keeping two case studies as examples. The literature review reveals the contribution of visual management to support managerial strategy by integrating information, providing the elements, tools, and sensory aids into various project work settings. Following this, a qualitative analysis of two case projects provides the insight into the findings of this thesis which focuses on the prominence of visual management in two different project characteristics. Through the analysis and discussion, the anticipation of visual management was explored and identify the findings that disagree or complements the previous literature. Nevertheless, the overall research is concerned with the improvement of the project performance and effectiveness, removing potential threats and uncertainties and controlling the project through visual project management philosophies.
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Karapinar, Akin. "Project Management, Time Management and Motivation for building renovation projects." Master's thesis, Alma Mater Studiorum - Università di Bologna, 2018.
This thesis includes a study and research on project management, time management and motivation. Study and research starts with the introduction of management techniques and tools and continues with the case study. Case study is a restoration project time management of Farabi building in Nicosia, North Cyprus. Techniques and tools which learned and researched for project management, time management and motivation adapted on Farabi building restoration project which held in 2017. With that, a new case study created from the scratch by using all of these knowledge with a proper discussion.
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Olsson, Gustav. "Learning from previous projects for improving project management practices : Improving project risk management and intra-project communication at Saab Dynamics." Thesis, Linköpings universitet, Projekt, innovationer och entreprenörskap, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-151075.
Using certain practices for managing projects is a critical factor in successfully executing projects. For a firm where there are few set practices by the organization for managing projects, project managers have to create their own practices with varying degrees of success. Experienced project managers often have had plenty of time to develop fully functioning practices whereas new project managers struggle to find any practice to use. This thesis examines how learning from previous projects at Saab Dynamics can improve the project management practices project risk management and intra-project communication. Further, this thesis proposes how Saab Dynamics can improve continuous risk management and intra-project communication. A qualitative approach is utilized for this thesis where the data is collected from five separate interviews with project managers from various development projects at Saab Dynamics. The result from the interviews partly contains successful practices used by project managers, such as how to integrate sub-projects or how to manage risks continuously, but also highlights issues for the projects. These findings are analyzed by applying relevant research from the fields of learning in project-based organizations, project risk management and intra-project communication which resulted in a discussion and conclusion providing various recommendations for Saab Dynamics to improve each project management practice. Key findings include that functions are needed to facilitate learning and how post-project reviews need to be structured to transfer tacit knowledge into explicit knowledge, where focus needs to be on documenting using stories. Further, this thesis utilizes a model for risk maturity with five steps where only the top two allow for continuous risk management. To progress to these steps the importance of building a risk culture is recognized where the issue is in communicating the set process of risk management to project managers. Here, having a risk manager is identified as important. Intra-project communication focuses on the areas of information distribution, sub-project integration and communication planning. It was found that the information distribution needs to be balanced between forced and voluntary communication. Moreover, five mechanisms for integration are covered where some are more important for complex projects and some during high uncertainty. Lastly, a model for a communication plan is presented.
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Malegová, Emília. "Implementation of Project Management office." Master's thesis, Vysoká škola ekonomická v Praze, 2012. http://www.nusl.cz/ntk/nusl-124934.
The goal of my thesis is to describe Project management office, its functions; a structure and its place in an organization as well as assumptions for its right implementation in an orgnanization. A first and a second section of the thesis introduce project management and project management office as such. Basic functions and models are described. A third section deals with each stages of implementatation of the office with a particular focus on main analysis and documents. Trends in implementation of the office, main challenges and variables influencing project management office performance are described in fourth section. The informantion was assembled based on studies carried out in the last 7 years. The last section consists of research, analysis and documentation for the first stage of implementation process designed for a specific organization which is the main outcome of the thesis.
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Majer, Luděk. "Implementace Project Management Office." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2014. http://www.nusl.cz/ntk/nusl-224686.
The diploma thesis consist of an overal view of the issue of project management and project management office topics. Also its functions and its place in an organization structure. In the first part (the theoretical part) of this work is defined the term project management and project management office. Basic functions and models are described. Next part is contains the analysis of the current state of project management in this company. The aim of this thesis is to suggest each stage of implementation of the project management office and its functions.
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Alcaraz, Bosca Neus. "Lean project management. Assessment of project risk management processes." Thesis, KTH, Industriell ekonomi och organisation (Avd.), 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-97888.
Traditional methods of project management are not appropriate for complex projects anymore. Since projects are becoming increasingly complex and uncertain, interaction between activities and resources is growing in ways not considered by these methods. Nowadays, managers need more agile project management methods that are able to recognize and deal with uncertainty and to produce the expected results. Lean project management, the most recent approach of lean methodology, appears as an alternative approach capable of dealing with complexity and uncertainty. The latest investigations in the field show that traditional methods are still adequate for simple projects, while lean methods are more appropriate for complex projects. This thesis aims to investigate the nature of lean project management and to examine project risk management processes so that managers can assess the complexity of projects before their beginning and decide which method to apply in order to manage them.
The textbook outlines modern concepts and methodology of project management, which must be mastered when studying the discipline "Project Management". The textbook materials are based on the recommendations of the Methodological Association of Project Management (International Project Management Association, IPMA) and the international standards ISO 21500 and 21502.
The textbook materials contribute to the development of students' necessary competencies in accordance with the federal state educational standards of higher education of the latest generation in the direction of "Management".
For university students and postgraduates studying management. It can be used in practice by managers and specialists associated with project management in organizations of various profiles.
Lientz, Bennet P. "Multiple Projects and the Project Portfolio." In Project Management, 315–27. London: Macmillan Education UK, 2013. http://dx.doi.org/10.1007/978-1-137-28502-7_22.
Gardiner, Paul D. "Introduction to projects and project management." In Project Management, 1–21. London: Macmillan Education UK, 2005. http://dx.doi.org/10.1007/978-1-137-07973-2_1.
Igberaese, Davies A. "Projects and Project Management." In Introduction to Project Management, 3–14. London: Routledge, 2022. http://dx.doi.org/10.1201/9781003230649-2.
Hanioğlu, Mehmet Nihat. "Management, Project Management, and Construction Projects." In A Cost Based Approach to Project Management, 17–37. New York: Routledge, 2022. http://dx.doi.org/10.1201/9781003172710-2.
Zwikael, Ofer, and John R. Smyrk. "Stakeholder Management." In Project Management, 85–102. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-03174-9_5.
Conference papers on the topic "Project management":
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Huljenic, D., S. Desic, and M. Matijasevic. "Project management in research projects." In 2005 Proceedings of the 8th International Conference on Telecommunications. IEEE, 2005. http://dx.doi.org/10.1109/contel.2005.185981.
"Project Management and Crisis Management in Different Projects (Base on Elena Project Guide)." In Dec. 7-8, 2017 Paris (France). ERPUB, 2017. http://dx.doi.org/10.17758/erpub.er1217310.
Marie, Franck, and Jean-Claude Bocquet. "A Multi-Project Management Approach for Distributed Projects Management." In ASME 2001 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. American Society of Mechanical Engineers, 2001. http://dx.doi.org/10.1115/detc2001/dac-21102.
Abstract As planning is the action undertaken before execution, it has a great importance as every investment. We identify some problematics in the planning process, and give some lightings about how to make it more efficient and reliable. We propose some methods for managing project at each detail level. We propose the extension of project manager’s concepts to all the people who are accountable for some objective or deliverable. So, there are in a single project a lot of people managing the part they are responsible for as an entire project. We propose a standard methodological kit for them, and we describe the consequences on skills and responsibilities of the project actors, and on the decisions they have to take and efforts they have to undertake to reach their objectives.
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Sandile, Bonga Dube, Molusiwa Ramabodu, and Morena William Nkomo. "PROJECT MANAGEMENT." In Creative Construction e-Conference 2023. Online: Budapest University of Technology and Economics, 2023. http://dx.doi.org/10.3311/ccc2023-093.
Thibodeaux, C. Jim, R. Don Vardeman, and Charles E. Kindel. "Nansen/Boomvang Projects: Overview and Project Management." In Offshore Technology Conference. Offshore Technology Conference, 2002. http://dx.doi.org/10.4043/14089-ms.
Türgen, Nurbanu. "Project Management In Real Estate Development Projects." In 22nd Annual European Real Estate Society Conference. European Real Estate Society, 2015. http://dx.doi.org/10.15396/eres2015_269.
Kamel, Michael, and Hani Guirguis. "From Project Management to Project Design: A Research Proposal." In ASME 2005 International Mechanical Engineering Congress and Exposition. ASMEDC, 2005. http://dx.doi.org/10.1115/imece2005-79429.
Project Management has had an increasingly important role in industrial organization, new product development and innovation theories over the last few decades. The majority of the current project management research and literature are focused on the post contract award phase as well as the skills and know-how of the project manager. Empirical research shows that, despite strict adherence to the best management norms and best practices, many projects still fail to achieve their objectives while others are aborted before they are completed. The authors argue that this project failute is due to the lack of an analytical and systematic process of designing the project prior to its award and that this phase of Project Design plays a major role in predetermining the project’s outcome. The following paper is a research proposal for presenting the literature review, theoretical basis and empirical evidence of the need for a theoretical framework for designing projects. This framework will encompass a dynamic model for the interactions between the various project success factors across different project categories.
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Mohr, J., P. Hengst, and W. McKay. "Design Change Management, Mobile Landing Platform." In Maritime Project Management 2016. RINA, 2016. http://dx.doi.org/10.3940/rina.mpm.2016.02.
Watfa, Mohamed, and Catherine Todd. "Implications of virtual project management on project management processes." In 2016 Sixth International Conference on Innovative Computing Technology (INTECH). IEEE, 2016. http://dx.doi.org/10.1109/intech.2016.7845127.
Bekker, M. C., and H. de V Steyn. "Project governance for global projects." In Proceedings of PICMET 2006-Technology Management for the Global Future. IEEE, 2006. http://dx.doi.org/10.1109/picmet.2006.296808.
ADAMS, D. E. Project Hanford management contract quality improvement project management plan. Office of Scientific and Technical Information (OSTI), March 1999. http://dx.doi.org/10.2172/781598.
BRIGGS, S. L. K. ENVIRONMENTAL MANAGEMENT SYSTEM PROJECT MANAGEMENT PLAN. Office of Scientific and Technical Information (OSTI), September 1999. http://dx.doi.org/10.2172/757133.
WILLIAMS, N. H. IX disposition project, project management plan. Office of Scientific and Technical Information (OSTI), May 1999. http://dx.doi.org/10.2172/782365.
Choi, I. G. IX Disposition Project - project management plan. Office of Scientific and Technical Information (OSTI), December 1994. http://dx.doi.org/10.2172/10116316.
Feller, Peter H., and Roger Smeaton. The Project Management Experiment. Fort Belvoir, VA: Defense Technical Information Center, May 1988. http://dx.doi.org/10.21236/ada197490.
Krupnick, Jim, and Joe Harkins. ALS Project Management Manual. Office of Scientific and Technical Information (OSTI), May 2000. http://dx.doi.org/10.2172/827560.
NAVARRO, J. E. River Protection Project (RPP) Project Management Plan. Office of Scientific and Technical Information (OSTI), March 2001. http://dx.doi.org/10.2172/806777.
SEEMAN, S. E. River Protection Project (RPP) Project Management Plan. Office of Scientific and Technical Information (OSTI), April 2000. http://dx.doi.org/10.2172/802970.
