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Journal articles on the topic 'Project management life cycle'

Author: Grafiati

Published: 4 June 2021

Last updated: 4 February 2022

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1

Altunel, Haluk. "Agile Project Management in Product Life Cycle." International Journal of Information Technology Project Management 8, no. 2 (April 2017): 50–63. http://dx.doi.org/10.4018/ijitpm.2017040104.

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Agile project management methodologies are becoming more popular day by day. They provide flexibility and adaptability to customers and project teams in terms of planning and competition. Due to these benefits, the share of the agile managed projects has been increasing. Most of the agile projects are executed on products. On the other hand, every product has a life cycle. Just as living beings, it is born, it grows/changes, matures, loses ground and completes its life and dies. The stages that define the product life in this way were put forth in The Product Life Cycle Theory. One or generally more projects and various operational works accompany the product throughout the product life. In this study, the effects of applying agile project management principles on product's life cycle are analyzed. In order to receive effective results from the agile project that accompany the product, project is suggested to be divided into phases and these phases are proposed to be differentiated according to the stage of the product. Furthermore, Product Life-time Project concept is introduced with agile methodologies. It reserves a project and its team to a specific product during its whole life. Product Life-time Project is applied to software development and automotive industries and the results are presented and compared with the traditional approach.

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2

Luo, Fu Zhou, and Yan Hu Han. "Integrated Risk Management Based on Life Cycle of Engineering Project." Applied Mechanics and Materials 357-360 (August 2013): 2680–83. http://dx.doi.org/10.4028/www.scientific.net/amm.357-360.2680.

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Risk management is the key factor to projects success, while the integrated risk management based on the life cycle of engineering project is an inevitable trend. With project lifecycle management and integrated thought as theoretical basis, this paper has introduced some related concepts about the integrated risk management based on the life cycle of engineering project, constructed the risk management model based on the PRAM (project risk analysis and management) method, and has discussed integrated management of project risk, combined with the characteristics of modern engineering projects.

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Burmistrov, Andrey, Maria Siniavina, and Oksana Iliashenko. "Project Management Life Cycle Models to Improve Management in High-rise Construction." E3S Web of Conferences 33 (2018): 03005. http://dx.doi.org/10.1051/e3sconf/20183303005.

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The paper describes a possibility to improve project management in high-rise buildings construction through the use of various Project Management Life Cycle Models (PMLC models) based on traditional and agile project management approaches. Moreover, the paper describes, how the split the whole large-scale project to the "project chain" will create the factor for better manageability of the large-scale buildings project and increase the efficiency of the activities of all participants in such projects.

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Jaafari, A. "Concurrent Construction and Life Cycle Project Management." Journal of Construction Engineering and Management 123, no. 4 (December 1997): 427–36. http://dx.doi.org/10.1061/(asce)0733-9364(1997)123:4(427).

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5

G. B, Abhinand, Abhinav Agrawal, and Dr Prashant S H. "A Review of Project Life Cycle Management." IARJSET 8, no. 6 (June 30, 2021): 546–50. http://dx.doi.org/10.17148/iarjset.2021.8695.

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Gachie, Wanjiru. "Project risk management: A review of an institutional project life cycle." Risk Governance and Control: Financial Markets and Institutions 7, no. 4-1 (2017): 163–73. http://dx.doi.org/10.22495/rgc7i4c1art8.

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This article is a desktop analysis of project risk management involving a project management institutional restructuring. The pragmatic nature of this research allows for the literature review and the document analysis to be integrated and presented as both a descriptive and analytical research. The analysis demonstrates that the project committee did not proactively manage project risk. The restructuring was a change management project, entailing the implementation of many organisational changes, such as restructuring, lay-off of some part of the administrative workforce, adoption of new technology, provision of new approaches to well-established procedures, and implementation of new performance initiative, the process which should have been managed with an effective integrated risk strategy and plan. Analysis of the restructuring project risk management exhibits little evidence of a systematic (computer based or manual) record that should have provided policies, procedures, and structures for managing risk. The article concludes that the restructuring risk process was inadequate and it could not have ensured a successful project. An analysis of the restructuring project risk monitoring and control exhibits a reactive rather than proactive application of risk management procedures. The analysis further indicates that the committee failed to make use of the various project risk management processes, standards, and guidelines. Based on the conclusions, the article recommends that project risk planning, strategy, control, and monitoring should be put in place for future institutional projects. The project management team should also put in place procedures for primary stakeholders engagements, identify and address their nature of interest and power in future risk management projects.

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Савченко, Яна, and Анна Харланова. "Разработка компонентов корпоративной системы управления проектами с учетом стадии жизненного цикла организации." ИЗВЕСТИЯ ДАЛЬНЕВОСТОЧНОГО ФЕДЕРАЛЬНОГО УНИВЕРСИТЕТА. ЭКОНОМИКА И УПРАВЛЕНИЕ, no. 2 (2020): 81–93. http://dx.doi.org/10.24866/2311-2271/2020-2/81-93.

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В исследовании определены требования к моделям жизненного цикла организации, позволяющим сформировать адекватную корпоративную систему управления проектами и получить максимальный эффект от ее использования. Выявлены наиболее подходящие для поставленных целей модели жизненного цикла. Определен состав и содержание компонентов корпоративной системы управления проектами на разных стадиях жизненного цикла организации. The application of various life cycle models in the company development is becoming more widespread. When a company realizes at what stage of its life cycle it is, it can adjust its behavior, avoid traps and develop the appropriate strategies. Relevant management decisions are to be made and specific management tools are required at each stage of the organization life cycle. Project management is no exception. A specific set of approaches and methods of project management is essential at each stage of the organization life cycle. A certain level of the project management system development is inherent to each stage of the organization life cycle. The organization life cycle theory and project management were the theoretical and methodological background of the investigation. The study presents the analysis of various models of the organization life cycle according to their features in the process of developing the corporate project management system and its individual components. The requirements to the life cycle model, which allows forming an adequate corporate project management system and get the maximum effect from its application, were determined. The life cycle models that are most suitable for the set goals were identified. These were the Adizes life cycle model and the Chernov model. The requirements for the components of the corporate project management system at different stages of the organization's life cycle were specified. The study found that the implementation of project management system components is most effective in the period from the stage of "youth" to the stage of "aristocracy" in accordance with the model of the Adizes life cycle. It is at these stages that it is essential for the company to introduce the methodology and formalize project and program management processes. The necessity for setting up a full-fledged project management system for the company appears at the stage of “stability” and it is at this stage that it has all the resources required for implementing the system.

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8

Odendaal, M. M., F. NS Vermaak, and E. Du Toit. "Cost estimation and management over the life cycle of metallurgical research projects." Southern African Business Review 19 (February 26, 2019): 137–56. http://dx.doi.org/10.25159/1998-8125/5811.

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This study investigates whether all expected costs over the life cycle of metallurgical research projects are included in initial, normal and final cost estimates, and whether these costs are managed throughout a project’s life cycle since there is not enough emphasis on the accurate estimation of costs and their management over the life cycle of metallurgical research projects. The study also determines during which phase of the life cycle of metallurgical research projects’ costs are normally determined, during which phase most of the costs are incurred, and during which phase costs are managed. Project life cycles, techniques of cost estimation and cost management are examined. 10A survey was used to gather information by means of face-to-face and telephonic interviews, as well as an electronic questionnaire. The total population of entities in South Africa that conduct metallurgical research projects is small, numbering only 12 in all. The ten entities that conducted the largest metallurgical research projects in terms of average size were selected for this study. 11The conclusion drawn from the survey was that all costs over the life cycle of metallurgical research projects are not taken into account in the initial cost estimate of a project. Costs are mainly managed during the growth phase of a project and not during the introduction phase, when 80% of the costs are normally committed. The implication of this is that cost estimates for metallurgical research projects may not be accurate and costs are not necessarily managed properly throughout the life cycle of such projects. This may lead to cost overruns of project budgets, project budgets being depleted before the delivery stage and research sections running at a loss.

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Cha, Jonghyuk, and Eunice Maytorena-Sanchez. "Prioritising project management competences across the software project life cycle." International Journal of Managing Projects in Business 12, no. 4 (December 2, 2019): 961–78. http://dx.doi.org/10.1108/ijmpb-11-2017-0145.

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Purpose The purpose of this paper is to investigate the relative importance of project management (PM) competences across the different stages of a software project life cycle to identify competence development gaps and opportunities. Design/methodology/approach A deductive and quantitative approach was adopted to address the research questions with a web-based survey for data collection. Findings After reviewing the context of competences and PM competences, the importance of the PM competences overall and for specific stages in the project life cycle was analysed. The result highlights that functional and meta-competences are perceived to be the most important competence dimensions for software project practitioners. Originality/value This study makes three contributions. First, it consolidates PM competences into a set of 20 within four competence dimensions. Second, it prioritises these competences across the software project life cycle. Third, it identifies the significance of the inter-relationship between PM competences and project life cycle to reveal PM competence development gaps and opportunities.

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10

Gusakova, Elena. "Development of high-rise buildings: digitalization of life cycle management." E3S Web of Conferences 33 (2018): 03063. http://dx.doi.org/10.1051/e3sconf/20183303063.

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The analysis of the accumulated long-term experience in the construction and operation of high-rise buildings reveals not only the engineering specificity of such projects, but also systemic problems in the field of project management. Most of the project decisions are made by the developer and the investor in the early stages of the life cycle - from the acquisition of the site to the start of operation, so most of the participants in the construction and operation of the high-rise building are far from the strategic life-cycle management of the project. The solution of these tasks due to the informatization of management has largely exhausted its efficiency resource. This is due to the fact that the applied IT-systems automated traditional "inherited" processes and management structures, and, in addition, they were focused on informatization of the activities of the construction company, rather than the construction project. Therefore, in the development of high-rise buildings, the tasks of researching approaches and methods for managing the full life cycle of projects that will improve their competitiveness become topical. For this purpose, the article substantiates the most promising approaches and methods of informational modeling of high-rise construction as a basis for managing the full life cycle of this project. Reengineering of information interaction schemes for project participants is considered; formation of a unified digital environment for the life cycle of the project; the development of systems for integrating data management and project management.

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11

Schaufelberger, John. "Life Cycle Project Management: A Systems Approach to Managing Complex Projects." Construction Management and Economics 27, no. 9 (September 2009): 901. http://dx.doi.org/10.1080/01446190903171188.

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Jaafari, Ali, and Hemanta Kumar Doloi. "A Simulation Model for Life Cycle Project Management." Computer-Aided Civil and Infrastructure Engineering 17, no. 3 (May 2002): 162–74. http://dx.doi.org/10.1111/1467-8667.00264.

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13

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

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

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14

Zhang, Ya Ni. "Design of the Whole Life-Cycle Information Management Mechanism of Project." Applied Mechanics and Materials 556-562 (May 2014): 6544–47. http://dx.doi.org/10.4028/www.scientific.net/amm.556-562.6544.

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Corporate faces problems such as resource limitation and conflicts, information deficiency and that the project document management fails to meet the company’s requirements, and so on, in order to solve these problems. This paper emphasizes the importance of managing projects by stages, studies and tries to design the lifecycle model of project management. Also, using multi-hierarchy grey comprehensive evaluation method, this paper evaluates and compares the project activities which have resource conflicts. The application of the system in practical project management verifies the efficiency of the research method discussed in this paper.

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15

Chaaya, Michel, and Ali Jaafari. "Cognizance of Visual Design Management in Life-Cycle Project Management." Journal of Management in Engineering 17, no. 1 (January 2001): 49–57. http://dx.doi.org/10.1061/(asce)0742-597x(2001)17:1(49).

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16

Doloi, Hemanta Kumar, and Ali Jaafari. "Toward a Dynamic Simulation Model for Strategic Decision-Making in Life-Cycle Project Management." Project Management Journal 33, no. 4 (December 2002): 23–38. http://dx.doi.org/10.1177/875697280203300404.

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This paper argues that process simulation technology is an added facility in the quest for optimizing project decisions based on market and external uncertainties associated with the project's environment. The authors put forward a dynamic simulation modeling system (DSMS) as a tool for proactive and optimal decision-making in the project life cycle. DSMS is geared toward representing generic processes with a hierarchical and modular model structure. DSMS facilitates the optimization of technical and operational functionality during development and operation phases of projects. Project life-cycle objective functions are the basis for decision-making throughout the project's life. The paper reviews the limitations of the current systems’ ranges and capabilities. A review of the existing simulation techniques leads to a discussion on the need for setting up an integrated model to encompass the entire project life cycle. Details of the system are described, and a case study is used to demonstrate its capabilities.

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Łapuńka, Iwona, and Iwona Pisz. "Knowledge Management in the Project Life Cycle - Initial Research on Polish Smes." Foundations of Management 6, no. 2 (December 1, 2014): 67–82. http://dx.doi.org/10.1515/fman-2015-0012.

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Abstract Contemporary organizations run their activities in an environment, which might be defined as fully uncertain and turbulent. Due to variations that occur in the surrounding environment, an increased attention of management practitioners and theoreticians is paid to new management concepts frequently in an integrated version. The authors express a deep belief that consolidation of approaches to project management and knowledge management constitutes a response to challenge for modern organizations. Research into the issue was based on an attempt to determine significance of the knowledge management issue in a life of projects performed by Polish small and medium-sized enterprises (SMEs). Systemizing of desired knowledge management results in a project, from the point of view of its crucial success factors, is essentially substantiated in providing success of projects performed. Preliminary research included SMEs in construction engineering industry. The enterprises perform project- driven orders or apply a project approach in economic activities that they execute. Research conducted by the authors so far, implies, that the SME sector is characterized by a particularly low efficiency in project management. Hypothetic assumptions indicate that one of the main reasons of reaching an unsatisfactory level of project proficiency shaped mainly by processes of synchronizing and coordination of project activities, is an insufficient level of development of social, organization and technological systems and methods of capitalization, as well as transmission of useful project management knowledge. Essential function is performed by a group of selected respondents - 25 enterprises from the group of SMEs, including 5 micro enterprises, 12 small enterprises, and 8 medium-sized enterprises. Analyses performed so far, take into consideration the economic situation of SMEs in Poland.

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Fakhravar, Hengameh, and Monier Madison Ouabira. "Effective Project Management and the Role of Quality Assurance throughout the Project Life Cycle." European Journal of Engineering and Technology Research 6, no. 5 (July 29, 2021): 84–88. http://dx.doi.org/10.24018/ejers.2021.6.5.2345.

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Quality is a fundamental requirement in effective project management. Effective project management entails a steady focus on quality management as well as achievement of all user requirements as defined during the requirements engineering phase of project implementation. Quality assurance must be executed throughout the project development cycle as a new normal in reducing errors and challenges during project development. Conducting quality assurance throughout the project development cycle has many benefits to both the project as well as the project development team. Understanding the research approach to use is critical in achieving high-quality findings in projects. There is a need to understand how to utilize deductive, inductive, and abductive research reasoning when conducting project implementation.

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Gao, Hong, Qiang Li, and Guo Lv. "Green Management Analysis of Construction Projects Based on Full Life-Cycle." Advanced Materials Research 689 (May 2013): 13–17. http://dx.doi.org/10.4028/www.scientific.net/amr.689.13.

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In China, green management of a construction project’s full life-cycle is an essential step the construction industry has to take towards achieving sustainable development. This paper outlines the implementation of green management based on the contents of a construction project. It discusses green management over the entire life-cycle of the project from design, construction, use to removal phase. Finally, the paper concludes how to assure the implementatation of green management of construction projects through establishing environmental quality assessment and evaluation systems.

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Manivong, Kitsana. "Synthesis of a Model for Life-Cycle Project Management." Computer-Aided Civil and Infrastructure Engineering 15, no. 1 (January 2000): 26–38. http://dx.doi.org/10.1111/0885-9507.00168.

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Jinsen, Liu, Li Lijuan, Lu Sibin, and Zhang Yan. "Life-cycle Management Research in Power Grid Construction Project." International Journal of Grid and Distributed Computing 9, no. 9 (September 30, 2016): 93–102. http://dx.doi.org/10.14257/ijgdc.2016.9.9.09.

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South, Andrew, Kent Eriksson, and Raymond Levitt. "How Infrastructure Public–Private Partnership Projects Change Over Project Development Phases." Project Management Journal 49, no. 4 (July 17, 2018): 62–80. http://dx.doi.org/10.1177/8756972818781712.

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This research adds to work on the development of infrastructure public–private partnership projects (P3s), which is a rapidly growing mode of infrastructure service delivery. Infrastructure P3 projects typically have a long life cycle, but little is understood about the nature of the changes that such a project goes through over the phases of its life cycle. This article contributes to project research as it studies the changes that an infrastructure P3 project goes through over its life cycle and suggests how those changes can be governed over the life cycle of the project. The research is empirically informed from an in-depth case study of a highway transportation P3 in California over a 20-year period. This research shows that the developmental phases of P3s differ by dramatic changes in the composition of stakeholder networks and the use of institutional logic. First, employing social network analysis (SNA), we map the network of stakeholders in the P3 case and show how the stakeholder network changes over four phases. Second, we identify how different stakeholders use formal and informal institutional logic in their interactions, and demonstrate that the dominant institutional logic employed in the P3 changes from informal to formal over the P3’s life cycle. We further show how this change in the P3’s dominant institutional logic corresponds to the dynamism in the stakeholder network. We propose that infrastructure P3s should be analyzed and governed as the dynamic arrangements they are—constellations of stakeholders that change individually and undergo change collectively over a long life cycle of different phases.

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Coetzee, Jos, Frederik J. Mostert, and Jan Hendrik Mostert. "The management process of project risk in South Africa." Corporate Ownership and Control 8, no. 2 (2011): 285–95. http://dx.doi.org/10.22495/cocv8i2c2p5.

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As enterprises need to remain financially viable and competitive in a business environment which changes continuously, projects are of prime importance to assist the transformation process. Executive managers should therefore play a proactive role by handling project risks during the project life cycle to ensure the successful completion of projects. The objective of this research embodies the improvement of financial decision-making concerning the management of project risk. To achieve this objective, attention is paid, amongst others, to the project life cycle, the importance, duration and re-evaluation of the phases of the management process of project risk, the techniques used to identify, as well as analyse project risks, and alternative response strategies used when handling project risk. The various aspects mentioned will be addressed by means of a literature study and an empirical survey.

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Li, Wei, Xue Lei Zhou, and Yu Fu. "Life-Cycle Cost Analysis of Public Rental Housing." Applied Mechanics and Materials 584-586 (July 2014): 2476–80. http://dx.doi.org/10.4028/www.scientific.net/amm.584-586.2476.

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The cost of public rental housing depending on the view of life-cycle has been studied. The construction project life-cycle cost management paradigm consider both of the cost in construction period and the cost in operation period was proposed. The proposed construction of projects cost includes not only the cost of funding sense, should also include environmental costs and social cost. By reducing life-cycle cost of public rental housing, maximize the project value, so the economy and people's livelihood can truly improved.

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Del Río Cortina, Abel, and Johan Manuel Redondo. "A multidimensional analysis for the management of research projects in business faculties." Memorias, no. 1 (November 2, 2018): 87–94. http://dx.doi.org/10.22490/25904779.3071.

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The purpose of this short-paper is to show an overview of academic research in business faculties, making emphasis on the way the interactions of project life cycle and product life cycle are the support for the improvement of organizational capabilities. We start by addressing the generalities of research systems; later, we get into some ideas about the management of research processes in business faculties; we exemplify the management of these kind of projects; and finally, we show the general way in which project life cycle and product life cycle support the improvement of organizational capabilities in business faculties.

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Labuschagne, Carin, and Alan C. Brent. "Sustainable Project Life Cycle Management: the need to integrate life cycles in the manufacturing sector." International Journal of Project Management 23, no. 2 (February 2005): 159–68. http://dx.doi.org/10.1016/j.ijproman.2004.06.003.

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27

Voronina, N. V., and S. Yu Steksova. "Project finance risk management at the stages of the housing projects’ life cycle." IOP Conference Series: Materials Science and Engineering 913 (September 12, 2020): 052002. http://dx.doi.org/10.1088/1757-899x/913/5/052002.

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Zheng, Yan, Di Su, Xu Wang, and Yu Cai. "Life Cycle Cost Analysis for Substation." Applied Mechanics and Materials 638-640 (September 2014): 2370–76. http://dx.doi.org/10.4028/www.scientific.net/amm.638-640.2370.

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Life Cycle Cost of Construction engineering project management is a combination of modern management theory—system theory, cybernetics and information theory combined with the construction project. In this paper, a model of substation life cycle cost is built comprehensively, by making a model for the cost estimating of substation design and construction cost. Meanwhile, the operation loss, operation maintenance cost are analyzed and calculated, the estimate of the retirement costs is carried on. On these basics, analyzes the relationship between the cost, then the numerical example is given ultimately. Eventually, optimal reliability and economical efficiency is achieved.

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Ji, Yingbo, Kai Qi, Yuan Qi, Yan Li, Hong Xian Li, Zhen Lei, and Yan Liu. "BIM-based life-cycle environmental assessment of prefabricated buildings." Engineering, Construction and Architectural Management 27, no. 8 (June 1, 2020): 1703–25. http://dx.doi.org/10.1108/ecam-01-2020-0017.

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PurposeThis research aims to propose a comparative environmental analysis of conventional and prefabricated construction techniques utilizing a building information modelling (BIM) technique.Design/methodology/approachA set of indicators are selected to assess the environmental emissions throughout the construction life cycle, based on BIM platform. An existing project involving ten apartment buildings in Shanghai is selected as a case study.FindingsThe results reveal that prefabricated construction demonstrates environment-friendly performance with some exceptions of acidification and mineral resource consumption. Environmental impacts can also be further reduced by increasing the projected area ratio and percentage of project prefabrication.Originality/valueOverall, the proposed method can be used to identify relevant environmental merits and for decision-making of appropriate construction techniques in building construction projects.

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Geng, Bao Quan. "Integrated System of Life Cycle Management of Large Stadium Projects." Advanced Materials Research 250-253 (May 2011): 3150–54. http://dx.doi.org/10.4028/www.scientific.net/amr.250-253.3150.

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Based on the project management with life-cycle management technology, this paper establishes a integrated system of life-cycle management (LCMIS) for large stadium construction project, which integrates decision making, design, construction and operation by two levels of entire life cycle and phrases. It resolves the existed problems of this kind of project, like the limitation of financing model, the disparity between design and construction, operation problems.

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Minaeva, Elena, Olga Yutkina, Yuliya Anoshina, Ekaterina Maslyukova, and Irina Karapetyan. "Ensuring the competitiveness of innovation projects through the management of their life cycle parameters." E3S Web of Conferences 138 (2019): 02024. http://dx.doi.org/10.1051/e3sconf/201913802024.

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The purpose of this paper is to develop guidelines for the assessment and implementation of innovation projects, which ensure its competitiveness through the management of life cycle parameters. The paper substantiates and generalizes the theoretical aspects of innovation project management, explores and systematizes the principles of developing a competitive innovation project. Based on the analyzed competitiveness factors, an integrated assessment indicator is proposed and an algorithm is formed that allows choosing the optimal set of risk management methods within the framework of an innovation project. In addition, modern methods for monitoring the competitiveness of innovation projects have been proposed, which allow determining the main areas of implementation and the level of research intensity of innovations.

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Favaro, J. "Guest Editor's Introduction: Renewing the Software Project Management Life Cycle." IEEE Software 27, no. 1 (January 2010): 17–19. http://dx.doi.org/10.1109/ms.2010.9.

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Javed, Talha, Manzil-E-Maqsood, and Qaiser S. Durrani. "Managing Geographically Distributed Clients throughout the Project Management Life Cycle." Project Management Journal 37, no. 5 (December 2006): 76–87. http://dx.doi.org/10.1177/875697280603700508.

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Sergeeva, Natalya, and Graham M. Winch. "Project Narratives That Potentially Perform and Change the Future." Project Management Journal 52, no. 3 (March 17, 2021): 264–77. http://dx.doi.org/10.1177/8756972821995340.

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This article develops a framework for applying organizational narrative theory to understand project narratives that potentially perform and change the future. Project narratives are temporal but often get repeated throughout the project life cycle to stabilize meaning, and could be about project mission, vision, identity, value creation, and so forth. Project narratives have important implications for organizational identity and image crafting. This article differentiates among different types of project narratives in relation to a project life cycle, providing case studies of project narratives on three major UK rail projects. We then set out the future research agenda into project narrative work.

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Li, Zhi Gang. "The Risk Management of Whole Life Cycle of IT Outsourcing Project." Advanced Materials Research 926-930 (May 2014): 4057–60. http://dx.doi.org/10.4028/www.scientific.net/amr.926-930.4057.

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With the fierce market competition, technology development and technology innovation is also accelerating and the complexity of business opportunities and the uncertainty of management are also increasingly prominent. All of these factors put higher requirements on the IT(Information Technology) outsourcing project management. In addition, as the overall and strategic disappear in the IT outsourcing project risk management activities, a idea of whole life cycle risk management come into being. Identify and evaluate an attribute of IT outsourcing project, and the establish full life-cycle risk management model, then you can understand the information project risk management from systems perspectives.

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Alexander, James, Fran Ackermann, and Peter E. D. Love. "Taking a Holistic Exploration of the Project Life Cycle in Public–Private Partnerships." Project Management Journal 50, no. 6 (June 13, 2019): 673–85. http://dx.doi.org/10.1177/8756972819848226.

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Operations and projects are typically treated as dichotomous concepts; projects create assets to be operated. The segregation of operations from projects is evidenced in the generic project life cycle (concept, feasibility, design, execute, and close) in which consideration of an operations stage is omitted. This article, however, suggests that this omission renders the generic project life cycle (PLC) unsuitable as a frame of reference for managing (and researching) long-term public infrastructure projects, in particular those delivered under the auspices of private participation in infrastructure initiatives such as public–private partnerships (PPPs). Drawing on the normative literature and the authors’ phenomenological research that is embedded in practice, this article demonstrates that operations are an inherent feature of PPP projects. Thus, the generic PLC model is inconsistent with the actuality of PPPs. Implications of this inconsistency for operations management and research of PPPs, particularly in relation to quality, risk, and human resource management are identified and discussed.

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Khang, Do Ba, and Tun Lin Moe. "Success Criteria and Factors for International Development Projects: A Life-Cycle-Based Framework." Project Management Journal 39, no. 1 (March 2008): 72–84. http://dx.doi.org/10.1002/pmj.20034.

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The paper presents a new conceptual model for not-for-profit international development projects that identifies different sets of success criteria and factors in the project life-cycle phases and then provides the dynamic linkages among these criteria and factors. The model can serve as a basis to evaluate the project status and to forecast the results progressively throughout the stages. Thus, it helps the project management team and the key stakeholders prioritize their attention and scarce development resources to ensure successful project completion. Empirical data from a field survey conducted in selected Southeast Asian countries confirm the model's validity and also illustrate important managerial implications.

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Jian, Zhang, and Huang Kun. "Research on Process Management Innovation of Petroleum Drilling Engineering Project Based on Life-Cycle in China." Applied Mechanics and Materials 421 (September 2013): 864–71. http://dx.doi.org/10.4028/www.scientific.net/amm.421.864.

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Since the beginning of the 1980s, project management has been gradually implemented within China's petroleum drilling engineering. Recently, achievements have been made in the institutionalization, routinization and standardization of project management in petroleum industry. The sustainable development of petroleum enterprises has been ensured by process management, which based on the entire life-cycle of drilling project. In this paper, the life-cycle of large-scale petroleum engineering project has been analyzed. And relations between project life-cycle and project management process have been elaborated. Furthermore, the process management based on the entire life-cycle of drilling project has been established. The author believes that process management would be beneficial to the overall efficiency of oil and gas exploration and development.

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Kloppenborg, Timothy J., and Joseph A. Petrick. "Leadership in Project Life Cycle and Team Character Development." Project Management Journal 30, no. 2 (June 1999): 8–13. http://dx.doi.org/10.1177/875697289903000203.

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Volkov, Andrey, Vitaliy Chulkov, and Dmitriy Korotkov. "Life Cycle of a Building." Advanced Materials Research 1065-1069 (December 2014): 2577–80. http://dx.doi.org/10.4028/www.scientific.net/amr.1065-1069.2577.

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The article is considering the problem of resource management to support building in a functional condition. It offers the approach of forming infographic model of a building. It examines info graphic model of building’s lifecycle, infographic model of how to evaluate whether building construction process corresponds with project solution as well as infographic model of building lifecycle stages.

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Loss, Leandro. "Concept Maps as a Tool for Supporting Knowledge Management in Collaborative Research Projects." Journal of Information & Knowledge Management 08, no. 03 (September 2009): 201–11. http://dx.doi.org/10.1142/s0219649209002336.

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The successful writing and management of collaborative research projects requires a common understanding of the project's objectives by all partners involved. It also requires a clear vision of the project inputs and outputs. This paper presents two case-studies where concept maps were used as a knowledge management tool in order to support both project life-cycle management and project proposal writing. Concept maps were drawn in both cases in order to describe the main activities executed in the project work packages (WPs) and to show how the WPs were linked to each other.

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Gordon, Aaron, and Julien Pollack. "Managing Healthcare Integration." Project Management Journal 49, no. 5 (August 8, 2018): 5–21. http://dx.doi.org/10.1177/8756972818785321.

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Healthcare integration projects typically involve significant organizational change, with the intention of providing improved patient services and outcomes through the integration of healthcare services. Some of the management needs of healthcare integration arguably go past the traditional domain of project management, leading practitioners in these projects to use change management in combination with project management. The focus of this article is on the ways that project managers, responsible for merging and integrating healthcare services, have used project management and change management approaches in combination when delivering these projects. The article involves an inductive analysis of data from the integration of 10 healthcare networks. The aim of this article is to contribute to the growing stream of project management literature that explores the blending of both project management and change management. Analysis of these healthcare integration projects led to five key themes, which can be summarized as: (1) traditional project management only partly aligns to the needs of healthcare integration projects; (2) benefits were found in combining project management with change management; (3) change management was particularly beneficial if used early in the project life cycle; (4) the life cycles of these two disciplines did not align, causing complications in practice, and (5) practitioners used an intuitive and improvisational approach to combining the disciplines.

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Zhu, Shuang Ying, Min Zhang, and Nan Ming Mo. "Application of Emotional Quotient in Project Management of Construction." Advanced Materials Research 255-260 (May 2011): 3948–52. http://dx.doi.org/10.4028/www.scientific.net/amr.255-260.3948.

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Emotion Quotient has been used in all kinds of managements, this article will study how to use emotional quotient in project management of construction primarily, especially using most needed EI skills in project management of construction and to make project management efficiently during the project life cycle.

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Boriskina, Yulia. "BIM technologies’ effect on transformation of a property life cycle." E3S Web of Conferences 91 (2019): 08030. http://dx.doi.org/10.1051/e3sconf/20199108030.

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Property life cycle management is exposed to greater changes under impact of new BIM technologies and increasing demand for environmental approach. Many new technologies which BIM comprises, such as laser scanning, augmented reality, automate construction, distant access, renewable energy sources, affect management issues of project management leading to higher efficiency and environment protection via using greater cost predictability, improved schedule, optimized design, better coordination, and reduced energy and water consumption. Property life cycle management using BIM methods has priority over traditional management approach at each project stage, which generally leads to the extension of the life cycle and the construction of buildings with more environmentally friendly characteristics. The BIM management process affects all project parties. The article offers a special table which indicates changes for each participant: investor, developer, bank, designer, construction contractor, broker, tenant, project team, and re-conception team. Despite some controversial issues, like high costs and advanced skills of project participants, BIM management will be used by more developers, bringing economical and environmental efficiency for prolonged property life cycle.

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Wuni, Ibrahim Yahaya, and Geoffrey Qiping Shen. "Critical success factors for management of the early stages of prefabricated prefinished volumetric construction project life cycle." Engineering, Construction and Architectural Management 27, no. 9 (April 13, 2020): 2315–33. http://dx.doi.org/10.1108/ecam-10-2019-0534.

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PurposeFor many types of buildings, prefabricated prefinished volumetric construction (PPVC) is increasingly becoming a preferred alternative construction approach. Empirical evidence of project performance has consistently demonstrated that the ultimate success of PPVC projects is directly linked to the key decisions made at the outset of the PPVC project life cycle. However, there is limited knowledge of how to successfully manage these early stages. This research identified and evaluated the critical success factors (CSFs) required for the management of the conception, planning and design stages of the PPVC project life cycle.Design/methodology/approachA multistage methodological framework was adopted to identify and evaluate the CSFs for management of the early stages of the PPVC project life cycle. Based on a comprehensive literature review and expert review, a list of the 9 CSFs relevant to the early stages of the PPVC project life cycle was established. Drawing on an online-based international questionnaire survey with global PPVC experts, the CSFs were measured. The data set was statistically tested for reliability and analyzed using several techniques such as mean scores, relativity weightings and significance analysis.FindingsThe analysis revealed that the top 5 most influential CSFs for management of the early stages of the PPVC project life cycle include robust design specifications, accurate drawings and early design freeze; good working collaboration, effective communication and information sharing among project participants; effective stakeholder management; extensive project planning and scheduling; and early engagement of key players. The research further found correlations among the CSFs and proposed a conceptual framework for the management of the early stages of the PPVC project life cycle.Research limitations/implicationsThe research recognizes that data quality and reliability risks are the major drawbacks of online questionnaire surveys but the engagement of experts with substantial theoretical and hands-on experiences in PPVC projects helped to minimize these risks. Although small, the sample size was justified and compared with studies that adopted the same data collection approach but analyzed even smaller samples. However, the results should be interpreted against these limitations.Practical implicationsThe findings suggest that effective management of the early stages of the PPVC project lifecycle requires early commitment to the PPVC approach in a project; detailed planning and assessment of the suitability of PPVC for the given project; and collaborative design with manufacturers and suppliers to address module production challenges at the detailed design stage. These findings practically instructive and may serve as management support during PPVC implementation.Originality/valueThis research constitutes the first exclusive attempt at identifying the CSFs for successful management of the early stages of the PPVC project life cycle. It provides a fresh and more in-depth understanding of how best to manage the early stages of the PPVC project life cycle. Thus, it contributes to the practice and praxis of the PPVC project implementation discourse.

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Maney, John P., and A. Dallas Wait. "The Role of Representativeness in the Project Life Cycle." Environmental Forensics 6, no. 1 (March 16, 2005): 17–19. http://dx.doi.org/10.1080/15275920590916207.

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Hassan, Sallaudin, Natasha Farhana, Siti Aishah, Siti Mahirah, and Khairul Firdaus Jimisiah. J. "Evaluating critical success factors and level of challenges in project life cycle (PLC)." International Journal of Engineering & Technology 7, no. 2.29 (May 22, 2018): 67. http://dx.doi.org/10.14419/ijet.v7i2.29.13131.

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This research aims to evaluate the Critical Success Factors (CSF) of project management and to assess the level of challenges at each steps in Project Life Cycle (PLC). Five Independent Variable (IV) is been selected as Critical Success Factors which is Leadership, Effective Communication, Teamwork, Organization and Project Nature. There are four main stage in project which is Defining, Planning, Executing and Closure. The scope of this research is on projects/events conducted under Student Development and Campus Life Style (SDCL). Five projects has been selected for assessment in this research. Survey questionnaire is been used as primary data collection. LIKERT Scale is been used to rank the answer from respondents. 50 respondents are involve in this research. Data is analyzed by using SPSS version 21. Result shows that the most critical success factors in project is Team Work while the least Critical Success Factor is Leadership. Meanwhile, the most challenges stage in project management is Executing, while the least challenges stage is Defining. The finding in this research is considered important discovery. More efforts should be focus on identified Critical Success Factor and the most challenges stage in Project Life Cycle. It is suggested that the scope of study to be extended to other universities or industries in future research.

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Cîrţînă, Liviu Marius, Daniela Cîrţînă, and Liliana Luca. "Quality Management in Projects - Quality Planning." Applied Mechanics and Materials 657 (October 2014): 891–95. http://dx.doi.org/10.4028/www.scientific.net/amm.657.891.

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The project is defined as an ensemble coordinated by some activities accomplished in order to reach a well determined purpose, namely the project defines a process. Quality management in projects includes the processes necessary for providing the fact that the project satisfies the necessities it had been accomplished for. The quality planning function must remain present throughout the project life cycle. The settlement of the main (strategic) objective of the project and of the lower objectives together with the establishment of the methods by means of which these objectives are reached represent the quality planning in projects. After fixing quality strategic objective of the project it pass to the first major process of quality management in projects and namely to the quality of the planning projects.

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Hartwell, James Christian, Yog Upadhyay, and Amr Sourani. "Influential factors of life cycle management in education PFI projects." Built Environment Project and Asset Management 9, no. 2 (June 10, 2019): 302–14. http://dx.doi.org/10.1108/bepam-02-2018-0043.

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Purpose It has been claimed that the private finance initiative (PFI) provides value for money in the overall life of the project through the lifecycle costing (LCC) process under the umbrella of lifecycle management (LCM). The available literature points to the fact that LCC is very important in getting value for money from PFI projects. However, there is no literature available on the effect of the use of LCM in PFI projects in the UK. Therefore, the purpose of this paper is to explore the factors that influence the success of LCM in educational PFI projects. Design/methodology/approach The paper adopts a post-positivist approach to literature review. Purposive sampling is utilised with a mixed methodological approach. 6 qualitative inductive interviews offer key themes, which are further investigated using quantitative deductive questionnaires, of which 35 were issued and 26 were returned. Findings The paper provides empirical insights about the key success factors of LCM in the education sector. The results highlight the necessity of quality standardized data collection in a big data form. It highlights the need for a cultural shift from short- to long-term profit maximisation and service provision by the use of LCM in the PFI education sector. Research limitations/implications A purposive sample was used to maximise the validity of data collection. Although this method has garnered concise and clear results, it is understood that this study is limited into a niche sector and a set of subsequently niche professionals. It is recommended that a larger sample be utilised and the spectrum of PFI sectors be opened up to further explore the topic. Practical implications Further investigations across different sectors of PFI project may be viewed as a good comparison, sectors such as health, accommodation and prisons. Gathering responses across all sector types could have resulted in a greater number of responses received and offer greater validity to this study. Social implications While key success factors are clearly identified, fragmentation is seen as a barrier to the wholesale collection of such data. The responsibility, obligation to collect data for the benefit of future projects is not a priority for SMEs with little or no incentive to consider the progression of the sector. Albeit, there is evidence of one particular successful constructor/SPV, which is consolidating their business and are experiencing greater and sustained success. Originality/value This paper identifies previously unknown key influencing factors of success for educational PFI projects in relation to LCM.

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Ma, Heng Sheng, and Feng Gao. "The Analysis of Life Cycle Quality Management in Real Estate Development." Applied Mechanics and Materials 644-650 (September 2014): 5999–6002. http://dx.doi.org/10.4028/www.scientific.net/amm.644-650.5999.

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Firstly,summarizes and analyzes the theory of the life cycle,and then inductive research the current real estate project quality management status.Secondly,divide the phases of the life cycle quality in the real estate project were set off.Thirdly,stand in developer's perspective,systemically analyzes the main content of LCP in the real estate project,the key points and the methods of the quality control.

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