Academic literature on the topic 'Project Manager Perspective'
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Journal articles on the topic "Project Manager Perspective"
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Xie, Hai. "Differences of the Project Management and Program Management." Advanced Materials Research 1030-1032 (September 2014): 2547–50. http://dx.doi.org/10.4028/www.scientific.net/amr.1030-1032.2547.
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Program management is the process of managing several related projects, often with the intention of improving an organization's performance. In practice and in its aims it is often closely related to systems engineering and industrial engineering. The Program Manager has oversight of the purpose and status of all projects in a Program and can use this oversight to support project-level activity to ensure the overall program goals are likely to be met, possibly by providing a decision-making capacity that cannot be achieved at project level or by providing the Project Manager with a program perspective when required, or as a sounding board for ideas and approaches to solving project issues that have program impacts. Typically in a program there is a need to identify and manage cross-project dependencies and often the PMO (Program or Project Management Office) may not have sufficient insight of the risk, issues, requirements, design or solution to be able to usefully manage these. The Program manager may be well placed to provide this insight by actively seeking out such information from the Project Managers although in large and/or complex projects, a specific role may be required. However this insight arises, the Program Manager needs this in order to be comfortable that the overall program goals are achievable.
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Patanakul, Peerasit. "Project Manager Assignment: A Strategic Perspective." Open Economics and Management Journal 2, Suppl 1: M4 (March 31, 2015): 21–28. http://dx.doi.org/10.2174/2352630001502010021.
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Joseph, Nazeer, and Carl Marnewick. "Measuring Information Systems Project Complexity: A Structural Equation Modelling Approach." Complexity 2021 (January 18, 2021): 1–15. http://dx.doi.org/10.1155/2021/5907971.
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Complexity has emerged as the new norm in the 21st century, and IS projects play a significant role in organisations to address various socio-political concerns. The purpose of this paper is to understand what are the relevant constructs for measuring IS project complexity. A model for measuring IS project complexity is developed using PLS-SEM. The model reveals that organisational complexity, technical complexity, and uncertainty underpin IS project complexity. Organisational complexity in terms of project team, stakeholder management, and strategic drive should be managed by the project manager. Technical complexity was established in terms of project goals, requirements management, technology management, and norms and standards. Uncertainty in IS projects exists in terms of skills management, the triple constraint, and activity management. Suggestions were provided to guide IS project managers on how to manage each construct and alleviate the level of project complexity. This paper presents an updated and different perspective on measuring and managing IS project complexity. The findings would serve as additional building blocks to further elucidate IS project complexity understanding and assist with improving the value of these projects. Furthermore, the suggestions for IS project managers can lead discussions around how IS projects should be managed to ensure complexity is under control.
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TING, MICHAEL M. "Whistleblowing." American Political Science Review 102, no. 2 (May 2008): 249–67. http://dx.doi.org/10.1017/s0003055408080192.
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By skipping managers and appealing directly to politicians, whistleblowers can play a critical role in revealing organizational information. However, the protection of whistleblowers can affect managers' abilities to provide employees with incentives to exert effort. This paper explores this tradeoff with a model of agency decision-making under incomplete information. In the game, an employee's effort determines a project's quality, and a manager chooses whether to approve the project and discipline the employee. The employee and politician wish for only “good” projects to be approved. By whistleblowing, an employee reveals the quality to a politician outside of the organization, who may override the manager's decision. A key finding is that from the politician's perspective, the benefits of whistleblower protections depend on the preferences of the manager. If the manager is inclined toward approving projects, then the costs of lower employee effort may outweigh the informational benefits of whistleblowing. The optimal policy may then be to ban whistleblowing. By contrast, when the manager is inclined toward rejecting projects, whistleblower protections prevent him or her from suppressing effort and are unambiguously beneficial.
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Koops, Leonie, Ceciel van Loenhout, Marian Bosch-Rekveldt, Marcel Hertogh, and Hans Bakker. "Different perspectives of public project managers on project success." Engineering, Construction and Architectural Management 24, no. 6 (November 20, 2017): 1294–318. http://dx.doi.org/10.1108/ecam-01-2015-0007.
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Purpose The authors argue that public project managers do not consider the iron triangle (cost, quality and schedule) primary important in measuring the success of their projects. To investigate which success criteria are important to public project managers, the authors interviewed 26 Dutch project managers who are employed by the government and who are responsible for managing infrastructural projects. The paper aims to discuss these issues. Design/methodology/approach In this research the Q-methodology is applied. Q-methodology helps to find for correlations between subjects across a sample of variables. Q-factor analysis reduces the individual viewpoints down to a few factors. A factor can be seen as the mathematical representation of an “average” perspective shared by a group of people. Findings Findings are based on the individual rankings of 19 success criteria; the authors distinguished three common perspectives: the holistic and cooperative leader, the socially engaged, ambiguous manager and the executor of a top-down assignment. In none of the perspectives the iron triangle criteria formed the top three to measure project success. Research limitations/implications The research results may have a national character. The way project success is perceived by public project managers may be culture dependent. For this the authors expand the research to other countries in the near future. Practical implications This paper contributes to the understanding of the public project manager by their private collaboration partners, like consultants, engineers and contractors. This will help them to understand their client and contribute to better collaboration in projects. Originality/value This paper shows that the difference in work attitude and value frame in the public sector leads to a specific view on project success.
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Marcusson, Leif, and Siw Lundqvist. "Swedish IT Project Managers' Personality Traits Mirrored in the Big Five." International Journal of Information Technology Project Management 7, no. 3 (July 2016): 1–14. http://dx.doi.org/10.4018/ijitpm.2016070101.
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Project success, which is critical to achieve, requires a competent project manager. Could anybody become a skilled project manager, or what does it take? One factor that is considered to influence the opportunities of succeeding is individuals' personality traits. Which ones would be suitable for Swedish IT project managers then? Could these be mirrored in the perspective of the Big five categories? This research was carried out by collecting and analyzing job advertisements (henceforth ads.) once a year (2010-2013), in total 325 ads. The findings indicate that the three most requested personality traits for a Swedish IT project manager are driven, communicative and structured. Mirrored in the Big five dimensions the most requested traits from the study fell into the categories conscientiousness and extraversion. The practical implication is improved ads. by using the Big five categories; research implications are foremost yet another perspective of IT project managers' personality traits.
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Li, Ying, Tao Sun, Yongyi Shou, and Hua Sun. "What Makes a Competent International Project Manager in Emerging and Developing Countries?" Project Management Journal 51, no. 2 (February 25, 2020): 181–98. http://dx.doi.org/10.1177/8756972820901387.
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This study explores what makes a competent international project manager in emerging and developing countries by applying content analysis and multidimensional scaling method on the reports of project managers nominated by a Chinese nonprofit organization. The results indicate that international project manager competences can be understood from an efficiency-effectiveness−oriented perspective and an input-output−focused perspective. Four competence sets are identified, including fundamental knowledge and skills, goals-oriented competences, uncertainty and change management competences, and stakeholder management competences. The findings contribute to competence research in the international project context and provide insight for companies and individuals on career and competence development.
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Laslo-Roth, Roni, Yossi Hadad, Baruch Keren, and Zohar Laslo. "Engagement of portfolio manager in assessing relative priority of project activities: Authority or perspective matter?" SIMULATION 94, no. 9 (December 7, 2017): 821–34. http://dx.doi.org/10.1177/0037549717744023.
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Authority struggles are mostly coincident with relational conflicts that impede rational solutions and have destructive impacts on performance. This study revealed that disagreements with the portfolio manager about relative priority of project activities seem, to the project managers, to be groundless and are therefore suspected as authority matters. The results from implementation of a developed multiple-criteria decision-making simulation on a realistic field scenario showed that such conflicts may result from the wider perspective of the portfolio manager. Project managers’ awareness of this insight may reduce the intensity of such conflicts and by that, decrease their negative effect on the performance.
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Zainal Abidin, Noor Ain, Mohamad Syazli Fathi, Mohd Yusof Md Daud, and Harmi Izzuan Baharum. "A Preliminary Study on the Learning Perspective at Malaysia's Government Technical Department." Applied Mechanics and Materials 773-774 (July 2015): 809–13. http://dx.doi.org/10.4028/www.scientific.net/amm.773-774.809.
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A project manager is responsible for the successful project delivery. The project manager needs to effectively manage his team and all resources, in order to ensure the project is completed within the constraint of cost, schedule and quality, and also meeting the client’s satisfaction. Looking at project complexity nowadays, the project manager and project team member are required to acquire new knowledge and develop new skill from time to time. Time is not a privilege as ones handle more than one project at one time. Hence, the objectives of the study are to investigate their perspective towards learning and their perception on organizational support on learning. The study was conducted at a Malaysia’s Government technical department located in Klang Valley. 340 questionnaires were distributed and the rate of responses was about 53%. It was a quantitative approach and the analysis is mainly descriptive. The study demonstrated that all respondents realize the importance of learning and they are motivated to learn. They also perceived that there is organizational support towards learning, thus create a learning culture in the organization. Future studies should be undertaken to address the issue of what is the appropriate learning approach to enhance project management learning.
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Bredillet, Christophe, Stephane Tywoniak, and Ravikiran Dwivedula. "What is a good project manager? An Aristotelian perspective." International Journal of Project Management 33, no. 2 (February 2015): 254–66. http://dx.doi.org/10.1016/j.ijproman.2014.04.001.
Full textDissertations / Theses on the topic "Project Manager Perspective"
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Adams, Brent Michael, and Thi Bich Van Tran. "Project Manager Competencies in managing International Development Projects : The Project Managers' Perspective." Thesis, Umeå universitet, Företagsekonomi, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-130986.
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This research studies the competencies of International Development (ID) project managers from their perspectives, taking into consideration the contextual factors and the challenges that they face when managing ID projects. The study adopts a constructionist ontological viewpoint and an interpretivist epistemological philosophical assumption. The nature of the research is exploratory with an inductive approach, using qualitative research method. The data was collected through semi-structured interviews with experienced project managers in International Development projects. Template analysis strategy was used to analyse the data. The findings show that contextual factors have a significant influence on the challenges that ID project managers face when managing projects. Contextual factors are operating environment, large network of stakeholders and intangible goals of ID projects. Five challenges were identified as the results of the context, namely stakeholder management challenge, beneficiary needs analysis challenge, the challenge of balancing strategic and operational views, capacity building and training challenge and sustainable funding challenge. To overcome these challenges, seven ID project manager competencies were identified management skills, personal qualities, interpersonal skills, stakeholder engagement skills, capacity building skills, and change management skills. These competencies are found to be interrelated and complementary. While the role and responsibilities of ID project managers were also uncovered during the research, the findings on contextual factors, challenges and competencies help to better understand the ID project manager role and responsibilities. This study makes the contributions from both theoretical and practical point of view. With regards to theoretical contribution, our findings expanded on ID project manager competencies as well as relating them to the context and challenges in ID projects. The role and responsibilities of ID project manager is another theoretical contribution in this study. From a practical point of view, this thesis’s findings would be useful for various organizations who deliver ID projects, particularly human resources management. In addition, it can act as knowledge sharing with ID project managers and help in designing and enhancing educational programmes in ID project management. Overall, this could result in better delivery and overcoming the challenges of International Development projects.
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DIAS, PHILIPE DESCHAMPS GONCALVES. "THE DIVERSITY IN TEAMS FROM THE PERSPECTIVE OF THE PROJECT MANAGER." PONTIFÍCIA UNIVERSIDADE CATÓLICA DO RIO DE JANEIRO, 2010. http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=15824@1.
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PONTIFÍCIA UNIVERSIDADE CATÓLICA DO RIO DE JANEIROA diversidade em equipes sob a ótica do gerente de projetos tem como objetivo precípuo estudar a percepção dos gerentes de projeto acerca da diversidade em suas equipes de trabalho, analisando, em particular, o modo como eles lidam com as diferentes perspectivas que um ambiente de projetos oferece. A pesquisa de campo, de caráter qualitativo e exploratório, utilizou o método fenomenográfico, partindo de um paradigma interpretativo que se baseia na compreensão do sentido humano, nas maneiras de enxergar um fenômeno particular e nas idéias dos indivíduos a respeito do mundo a sua volta (MARTON, 1981, 1986). Durante julho e agosto de 2009, foram ouvidos 15 gerentes de projeto de diferentes áreas de atuação, formação acadêmica e experiência. A partir das opiniões dos entrevistados, foi realizada uma revisão de literatura sobre as tipologias de diversidade surgidas: de conhecimento e comportamento. O papel do gerente de projeto e a comunicação foram levantados como fatores atenuantes da diversidade. Diante do referencial teórico e das opiniões dos entrevistados, conclui-se que os gerentes de projeto enxergam, primeiramente, as diversidades técnicas, em detrimento de diversidades mais óbvias à primeira vista, como gênero, raça e etnia. Conclui-se, também, que as diversidades de conhecimento e comportamento são benéficas para o desenvolvimento de projetos e para as equipes envolvidas. Um time diverso é mais rico, mais criativo e inovador, pois alimenta diversas visões e perspectivas que diferentes modelos mentais trazem para a resolução de problemas. Por outro lado, a diversidade dos indivíduos pode ocasionar problemas de comunicação e coesão.
The diversity in teams from the perspective of the project manager has the ultimate goal of studying the perception of project managers on diversity in their work teams, analyzing in particular how they deal with the different perspectives that a project environmental offers. In the field research, of qualitative and exploratory nature, we used the phenomenographic method, starting from an interpretive paradigm based on understanding the human sense, the ways of seeing a particular phenomenon and the ideas of individuals about the world around them (MARTON, 1981, 1986). During July and August 2009 we heard 15 project managers from different areas of expertise, academic background and experience. Based on the opinions of these respondents, we carried out a literature review on the typologies of diversity emerged: knowledge and behavior. The role of the project manager and communication have been raised as mitigating factors of diversity. Given the theoretical referential and the opinions of respondents, it appears that project managers see, first, technical diversities rather than the more obvious differences at first sight, such as gender, race and ethnicity. It also appears that the diversities of knowledge and behavior are beneficial to the development of projects and the teams involved. A diverse team is richer, more creative and innovative, since it gathers various visions and perspectives that different mental models bring to solving problems. On the other hand, the diversity of individuals can lead to problems of communication and cohesion.
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Kaijser, Jonathan. "Try to see it my way : Towards a multi-actor perspective in the project owner-manager relationship." Thesis, Högskolan i Gävle, Avdelningen för Industriell utveckling, IT och Samhällsbyggnad, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:hig:diva-19731.
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Project management involves many different actors. Rather than solely looking at those actors as individuals, the interaction between them should not be forgotten either. This thesis tries to provide a better understanding of one specific type of interaction: the project owner-manager relationship. This relationship is approached as the dyadic interaction between one project manager and one project owner. Previous studies indicate that project owners and project managers depend on one another, but that they can have diverging perspectives as well. The goal of this study is to get a deeper understanding of how these different perspectives can influence the success of the project-owner relationship. In order to achieve this understanding, a multiple case study involving 8 project owner-manager relationships was employed. Both project owners and project managers were interviewed, in order to get closer to a multi-actor perspective. The results show that there are both similarities and differences between the perspectives of these actors. However, a lack of understanding between these perspectives can cause the project owner-manager relationship fail. In the end, the potential effects of this relationship cannot and should not be ignored, as this study shows that it can be the difference between project success and project failure. Therefore, in a world that is ever more dominated by projects, this thesis has multiple practical and scientific implications.
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Gustafsson, Bennet, and Bhavna Yadav. "Closing IT projects : A swedish public sector perspective." Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Informatik, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-22316.
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The objective of this study was to investigate IT projects within the Swedish public sector. Furthermore we have looked at the project closure in IT projects. The problem that occurs in this topic is that the projects can run overtime or over budget. In this research we used interviews to conduct the data collection. We have collected data from two public sector organizations – Jönköpings kommun and Domstolsverket, both of these orginzations have a dedicated IT department. Through the methods, theoretical framework and analysis we found many different activities and theories on how to handle project closure in IT. The main subjects that keep coming up when addressing the problems of project closure are communication and planning. The responsibilities of the project manager are investigated and the focus is on closing an IT project. A descriptive diagram has been created to show what is important during and before project closure
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Chrons, Antti, and Jussi Kaivola. "Consultant Project Managers Coping With Liminality : An identity and sensemaking perspective." Thesis, Linköpings universitet, Företagsekonomi, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-157972.
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Background: Usage of temporaries in contemporary business is increasing due to demand for agile and efficient way of doing business. This trend has been rising especially when turning into 21stcentury. Growing group of temporary workers in different industries being mobile and under different circumstances than regular full-time workers. One professional group working with clients in temporal terms is consultants hired as project managers to lead customer projects in project-based organizations. These project managers switch context between businesses and try to adapt as soon as possible to new environments. The paper uses concept of liminality as a metaphor to describe these passages between projects which starts identity work and sensemaking process in individual. Purpose of Thesis: The purpose of this thesis was to study how project managers cope with liminality using sensemaking and identity work as a point of view. Methodology: This is a qualitative cross-sectional study conducted through semi-structured interviews in order to gather primary data for further analysis and findings. The empirical data was gathered from a Finnish professional service company and consisted ten interviews of consultant project managers. Findings: The study presents a four-field matrix forming project manager archetypes as embodiments of variation how consultant project managers deal with liminality. Although, the group of people in the sample can be perceived homogeneous, it turned out that it contained heterogeneous characteristics regarding the research scope. The main differences found are illustrated through technical or social approach toward work, and whether sensemaking processes occurred in individual or collective manner. Therefore, the study was able to create four different form of archetypes: the realist, the connector, the performer and the moderator.
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Kirchev, Filip, and Malin Bartoschek. "Labor Productivity Influence in the Construction Industry : An interpretive approach to project success." Thesis, Jönköping University, Internationella Handelshögskolan, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-52715.
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The construction sector is one of the most important industries for the economy in Sweden. Between 2010 to November of 2020, there has been an increase in employment in the construction industry by 35.4 percent. In 2019 the Swedish construction sector was valued at EUR 53.3 billion, where the construction sub-sector makes up 47.6 percent (European Construction Sector Observatory - Country profile Sweden, 2020). The construction industry is a fundamental part of society, whereas labor productivity, which represents the quantity of work performed per hour (Park 2006), is a vital element in the process of construction. Gunduz et al. (2020) state that labor consumes a significant amount of cost in construction projects, thus labor productivity is a determinator of cost optimization i.e., the process of making something as good or effective as possible (Cambridge Online Dictionary, n.d.). The benefit of productivity is seen as reduced construction time and cost (Fox, Marsh & Cockerham, 2010). Moreover, a lack of effective management activity towards construction resources can potentially decrease labor productivity. Thus, the familiarity of project managers with labor productivity factors is of major importance (Shehata & El-Gohary, 2011) and contributes to project success (Gunduz & Abu-Hijleh, 2020).
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Bernehjält, Matilda, and Isabella Carlbom. "How Global and Virtual Teams are Efficiently Managed by Project Managers : From a Construction Management Perspective." Thesis, KTH, Ledning och organisering i byggande och förvaltning, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-277050.
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The acceleration of globalisation has forced companies to cope with its propulsion in order to become more competitive and internationalised, an internationalisation that creates the importance of knowing how to manage global and virtual teams (GVT). The knowledge in the area today has shown to be vague, generalised and hard to grasp, especially for the unexperienced GVT-project manager. The purpose of this thesis is therefore to study whether the literature regarding how to manage a GVT corresponds with the perceptions in practice and how these findings can contribute to a more efficient project management approach. This study is examined using a qualitative method based upon literature and semi-structured interviews. This foundation is used to provide a deeper understanding of the subject as well as it puts this research questions into the proper context. The interview respondents are from the same organisation, however, from offices located in four different countries. The result shows that there are different perspectives on how GVTs should be managed efficiently, and that different leadership preferences exits. Furthermore, there exists a lot of possibilities, but also challenges that must be coped with in order to reach the team’s full potential. These challenges are connected to the virtual work settings and practical problems as well as the team's heterogeneity and communication structure. It was found that it is important to consider the purpose of the collaboration in order to strategically plan for its initiation and execution.Globaliseringens acceleration har tvingat företag att hantera sin framdrift för att bli mer konkurrenskraftiga och internationaliserade, en internationalisering som vidare leder till vikten av att veta hur man ska hantera globala och virtuella team (GVT). Kunskapen i området idag har visat sig vara vag, generaliserad och svår att ta till sig, särskilt för den oerfarna GVT-projektledaren. Syftet med detta examensarbete är därför att studera huruvida uppfattningen om hur man ska hantera GVT skiljer sig mellan litteratur och i praktiken samt hur dessa upptäckter kan bidra till ett mer effektivt projektledningssätt. Denna studie undersöks med en kvalitativ metod baserad på litteratur och semi-strukturerade intervjuer. Grunden används sedan för att få en djupare förståelse av ämnet såväl som den sätter rapportens frågeställningar i rätt sammanhang. Intervjurespondenterna är från samma organisation, dock från kontor i fyra olika länder. Resultatet visar att det finns olika perspektiv på hur GVT ska ledas effektivt och att olika ledarskapspreferenser existerar. Dessutom finns det många möjligheter, men också utmaningar som måste hanteras för att nå teamets fulla potential. Dessa utmaningar är kopplade till virtuella arbetssätt och praktiska problem samt teamets heterogenitet och kommunikationsstruktur. Det konstaterades att det är viktigt att överväga syftet med samarbetet för att strategiskt planera för dess initiering och genomförande.
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Carlsson, Simon, and Erik Kyrk. "Hybrid Projects’ Success Factors in Physical Product Development : An exploratory qualitative study from the project manager’s perspective." Thesis, Jönköping University, Internationella Handelshögskolan, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-52724.
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Background: During the last decades there has been a rapid increase in the desire of being more flexible and responsive, which has paved the way for Agile Project Management – APM. As a consequence of implementing APM into environments previously defined as traditional, it has opened up a discussion of merging APM with Traditional Project Management – TPM. This combination of methodologies is referred to as Hybrid Project Management – HPM, whose aim is to leverage benefits from both APM and TPM. Purpose: Prior research has failed to keep up with this trend. Those that have shed light on this phenomenon have failed to realize the differences between IT and non-IT sectors. With this in mind, and the call for including managers’ perspective on HPM, this study has investigated project managers’ experiences and perceptions of factors that influence hybrid project success in physical product development. In order to address this purpose this study has also investigated how project managers perceive project success. This was done since one must first determine what constitutes project success in order to identify what factors that could bear a potential influence on it. Method: From an interpretivist philosophical standpoint this, exploratory and inductive, study has been carried out through semi-structured interviews with experienced project managers within HPM. Inspired by Grounded Theory, this study has employed purposive sampling and analyzed the data through a grounded analysis technique. Conclusion: This research has successfully identified a range of various factors that influence hybrid projects’ success. Based upon this, a model exhibiting the factors influencing hybrid projects in physical product development could be constructed, as well as a model depicting how project managers perceive hybrid project success. It was found that there is a constant tension between the TPM and APM when merging the two. Instead of identifying one way to optimize the hybrid project, it is more or less about managing this balance between APM and TPM practices. It was also found that project success is a dynamic and subjective concept, rather than the static and additive concept that is often illustrated by contemporary research.
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Bolanowski, Daniel. "The Leadership Perspective of Promoting Creativity and Innovation : A case study of an R&D organization." Thesis, Uppsala University, Department of Business Studies, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-9385.
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This paper focuses on leadership problems and possibilities regarding creativity in a specific R&D organization. This is done with the help of a model consisting of four domains of special interest for R&D leaders. A survey in the form of personal interviews was conducted with leaders and staff members of two R&D sections in the organization. The analysis pointed towards problems on work load and stress issues. Furthermore the organizational structure of the two sections provided a discussion on optimal structural build‐up in order to maximize creativity. Trust issues arose because of the apparent use of control by upper management as described by lower level leaders and the employees. Indications showed that the trust issues put up obstacles for learning and dealing with failure. On the other hand the relationships between section management and staff were perceived as good. Also the ground works of a good creative work was laid with the trusting relationships between fellow professionals within the group.
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Semple, Keven John. "Exploring the behavioural competencies of the future project manager : perspectives from a South African project management organisation / Semple K.S." Thesis, North-West University, 2011. http://hdl.handle.net/10394/7279.
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Project management is as much art as it is science. Competence of project managers is
receiving increasing interest as more organisations accept that project performance has an
impact on organisational performance. Scholars and practitioners of project management
tend to agree that while the technical aspects of project management are important, it is the
behavioural competencies, or soft skills, of project managers that are required for success ?
now and in the future. This study set out to explore the expected evolution of the
behavioural skills and competencies of the project manager over the next decade.
Secondary objectives of the study were to establish if perceptions differ amongst the
respective demographic groups, the importance of leadership skills and how identified future
behavioural competencies are addressed in current job profiles for project managers.
The research study began in the literature where projects and project management was
introduced followed by an exploration of some of the trends and perceptions expected to
impact on project management in the future. Projects of the future will be strongly influenced
by technology with complexity and uncertainty as common themes. Leadership and
flexibility will be key for project managers to survive in such a dynamic, hyper–connected
environment.
A thorough literature study was conducted into the behavioural competencies of project
managers especially with respect to the most widely used project management bodies of
knowledge. The concept of competency was defined and a number of models of
competency were presented. Soft skills relating to project managers were discussed
including emotional intelligence which has received much attention recently. A comparison
was made of the behavioural competencies of project managers as addressed in the IPMA
International Competence Baseline 3.0, the APM Body of Knowledge and the PMI Body of
knowledge. Concluding the literature study, the fifteen behavioural competencies from the
IPMA International Competence Baseline were discussed drawing on insight from the
literature.
An empirical study was completed with the aid of a new questionnaire designed using the
behavioural competencies contained in the IPMA International Competence Baseline 3.0 as
constructs. The questionnaire survey explored the perceptions of members in a South
African project management organisation regarding the evolution of the importance given to
the identified behavioural competencies. Analysis of the responses showed the
questionnaire to be reliable and valid. Respondents indicated that they expect the following
project manager behavioural constructs to grow in importance in the future: Efficiency,
Leadership, Creativity, Openness and Engagement and Motivation. Respondents
expect the following behavioural constructs to be less important in the future: Ethics, Values
Appreciation, Reliability, Conflict and Crisis and Self–control.
Structured interviews conducted to validate the survey results highlighted only that
Leadership is an area that is expected to take on more importance for project managers in
future. The interviews produced similar expectations to the literature regarding the future
challenges for project management regarding complexity, uncertainty and the rate of
change.
A review of Project Manager job profiles yielded that generally behavioural competencies for
project managers are not comprehensively addressed with more attention required and to
utilise research as a basis. Proficiency requirements and assessment of proficiencies
remains a major challenge that must be addressed by organisations in future.
Conclusions regarding the findings of the research study were presented and
recommendations for organisations and interested parties given. The research study was
evaluated opposite the primary and secondary objectives with the conclusion that both were
achieved. Finally, recommendations for further research into the behavioural competencies
and related topics were proposed.Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2012.
Books on the topic "Project Manager Perspective"
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Practical project management: A manager's perspective. Hitchin: Technical Communications, 1996.
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Gazi, Rukhsana. Functioning of Thana Functional Improvement Pilot Project: Perspectives of managers, service providers, clients, and community. Dhaka: ICDDR,B Centre for Health and Population Research, 2001.
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Traviglia, Arianna, Lucio Milano, Cristina Tonghini, and Riccardo Giovanelli. Stolen Heritage Multidisciplinary Perspectives on Illicit Trafficking of Cultural Heritage in the EU and the MENA Region. Venice: Fondazione Università Ca’ Foscari, 2021. http://dx.doi.org/10.30687/978-88-6969-517-9.
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It is a well-known fact that organized crime has developed into an international network that, spanning from the simple ‘grave diggers’ up to powerful and wealthy white-collar professionals, makes use of money laundering, fraud and forgery. This criminal chain, ultimately, damages and dissipates our cultural identity and, in some cases, even fosters terrorism or civil unrest through the illicit trafficking of cultural property.The forms of ‘possession’ of Cultural Heritage are often blurred; depending on the national legislation of reference, the ownership and trade of historical and artistic assets of value may be legitimate or not. Criminals have always exploited these ambiguities and managed to place on the Art and Antiquities market items resulting from destruction or looting of museums, monuments and archaeological areas. Thus, over the years, even the most renowned museum institutions have - more or less consciously - hosted in their showcases cultural objects of illicit origin. Looting, thefts, illicit trade, and clandestine exports are phenomena that affect especially those countries rich in historical and artistic assets. That includes Italy, which has seen its cultural heritage plundered over the centuries ending up in public and private collections worldwide.This edited volume features ten papers authored by international experts and professionals actively involved in Cultural Heritage protection. Drawing from the experience of the Conference Stolen Heritage (Venice, December 2019), held in the framework of the NETCHER project, the book focuses on illicit trafficking in Cultural Property under a multidisciplinary perspective.The articles look at this serious issue and at connected crimes delving into a variety of fields. The essays especially expand on European legislation regulating import, export, trade and restitution of cultural objects; conflict antiquities and cultural heritage at risk in the Near and Middle East; looting activities and illicit excavations in Italy; the use of technologies to counter looting practices.The volume closes with two papers specifically dedicated to the thorny ethical issues arising from the publication of unprovenanced archaeological objects, and the relevance of accurate communication and openness about such topics.
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John, Dewar, ed. International Project Finance. Oxford University Press, 2015. http://dx.doi.org/10.1093/law/9780198715559.001.0001.
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The second edition of this text on project financing continues to provide guidance on the legal and practical issues relevant to international projects. As well as addressing the basic principles which affect the structuring and documentation of project financings, the book also explains structural, legal, and contractual differences between the various sectors such as transportation, telecommunication,infrastructure/public private partnerships, conventional, renewable and nuclear power, mining, and oil and gas, the latter sector focus being new to this edition. The book considers the application of English and New York law in cross-border documentation and legal and practical matters associated with running financing projects in civil law jurisdictions. Different sources of funding are also examined, such as banking and international bond documentation, and Islamic financing practice, in particular the use of Murabaha financing techniques and with additional analysis in this edition of the growing sukuk (Isalmic bond) market. This includes the legal and documentation issues arising from the use of such financing techniques and how they interact with each other from a legal and contractual perspective. The book also provides analysis of project defaults and work-outs giving guidance on how to manage projects when these circumstances arise. The book also contains coverage of dispute resolution in international projects.
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Delaney, Douglas E. The Imperial Army Project. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780198704461.001.0001.
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How did British authorities manage to secure the commitment of large dominion and Indian armies that could plan, fight, shoot, communicate, and sustain themselves, in concert with the British Army and with each other, during the era of the two world wars? This is the primary line of inquiry for this study, which begs a couple of supporting questions. What did the British want from the dominion and Indian armies and how did they go about trying to get it? How successful were they in the end? Answering these questions requires a long-term perspective—one that begins with efforts to fix the armies of the British Empire in the aftermath of their desultory performance in South Africa (1899–1903) and follows through to the high point of imperial military cooperation during the Second World War. Based on multi-archival research conducted in six different countries on four continents, Douglas E. Delaney argues that the military compatibility of the British Empire armies was the product of a deliberate and enduring imperial army project, one that aimed at ‘Lego-piecing’ the armies of the empire, while, at the same time, accommodating the burgeoning autonomy of the dominions and even India. At its core, this book is really about how a military coalition worked.
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Over het managen van complexe projecten in politieke context. Uitwerking van een sociaal-constructivistisch perspectief in confrontatie met de paspoortaffaire. Eburon, 1998.
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Reily, Suzel Ana, and Jonathan Dueck. Introduction. Edited by Jonathan Dueck and Suzel Ana Reily. Oxford University Press, 2016. http://dx.doi.org/10.1093/oxfordhb/9780199859993.013.29.
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This introductory chapter lays the groundwork for the volume, outlining an “ethnomusicology of Christianity” directed at ways of defining and historicizing the relationship between Christianity and its musics in transnational and cross-cultural perspectives. It identifies the movement of Christian musics across space and time, tracking their circulation and transformation over a long historical canvas, as well as the broad range of modalities of encounter and exchange mediated by Christian musicking. The chapter addresses modes of musical imposition, exchange, and transformation in Western missions and colonial projects; cultural boundary openings and closings as managed musically by utopian Christian communities; Christian musics as tools for constructing and challenging “musical spaces”; Christian music within transnational flows of global capitalism; and the ways Christianity is part of musical experience in places where it is a seemingly ever-present dimension of everyday life.
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Perovic, Jeronim. From Conquest to Deportation. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780190889890.001.0001.
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This book is about a region on the fringes of empire, which neither tsarist Russia, nor the Soviet Union, nor in fact the Russian Federation, ever really managed to control. Starting with the nineteenth century, it analyzes the state's various strategies to establish its rule over populations highly resilient to change imposed from outside, who frequently resorted to arms to resist interference in their religious practices and beliefs, traditional customs, and ways of life. Jeronim Perović offers a major contribution to our knowledge of the early Soviet era, a crucial yet overlooked period in this region's troubled history. During the 1920s and 1930s, the various peoples of this predominantly Muslim region came into contact for the first time with a modernizing state, demanding not only unconditional loyalty but active participation in the project of “socialist transformation.” Drawing on unpublished documents from Russian archives, Perović investigates the changes wrought by Russian policy and explains why, from Moscow's perspective, these modernization attempts failed, ultimately prompting the Stalinist leadership to forcefully exile the Chechens and other North Caucasians to Central Asia in 1943-4.
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Geddes, John R., Nancy C. Andreasen, and Guy M. Goodwin, eds. New Oxford Textbook of Psychiatry. Oxford University Press, 2020. http://dx.doi.org/10.1093/med/9780198713005.001.0001.
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The third edition of the textbook presents psychiatry as a medical specialty. The application of science has transformed much of medicine by providing an understanding of the mechanisms of pathology. The genetic basis of psychiatry guarantees a future for explanation by neuroscience. The book sets the scene for such development by explaining the key issues relating to the patient’s perspective, stigma, the global challenge of mental disorder, practical ethics, and the foundations of psychiatry as phenomenology and a medical discipline. It further explains current controversies around diagnosis, psychopathology, evidence, and drug terminology. The scientific basis of psychiatric aetiology and treatment provide simple introductions to the relevant disciplines that underpin our scientific understanding. Individual disorders are covered in sections that follow the structure of the Diagnostic and Statistical Manual of Mental Disorders, fifth edition (DSM-5). Thus, it follows a clinically led summary of how patients present with psychiatric disorder. There is no denying the current utility of symptom-based diagnoses and the consensus that created the current categories. However, the project of applying neuroscience to psychiatry has not failed, as has sometimes been implied by criticism of DSM-5. For these reasons, chapters have been included on genetics, neurobiological targets, and imaging in the sections of the book focused on specific disorders. Sections have also been included on service provision and forensic psychiatry because these are critical to the context in which psychiatric disorder is managed.
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Herrold, Catherine E. Delta Democracy. Oxford University Press, 2020. http://dx.doi.org/10.1093/oso/9780190093235.001.0001.
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For decades, the United States has funded democracy promotion programs in the Middle East to little avail. Delta Democracy: Pathways to Incremental Civic Revolution in Egypt and Beyond argues that there is another way forward for US democracy aid. Drawing upon the author’s ethnographic research on Egypt’s nongovernmental organizations (NGOs) in the wake of the 2011 Arab Spring uprisings, Delta Democracy uncovers the strategies that local NGOs used to incrementally build a more democratic and just society. As it takes the reader inside the walls of Egypt’s NGOs, the book illuminates local activists’ perspectives on democracy in Egypt and reveals how savvy organizations promoted it as they navigated rapidly evolving opportunities and constraints in the years following the uprisings. Departing from US democracy brokers’ heavy-handed attempts to reform national political institutions, local organizations worked with grassroots communities to build a culture of democracy through public discussion and debate, free expression, and rights claiming. By weaving this democracy building work into public-facing economic development projects, Egypt’s NGOs managed to persevere through years of government crackdowns on civil society. Taking lessons learned from the Egyptian case, Delta Democracy advances our scholarly understanding of how civil society organizations maneuver state repression to combat political authoritarianism. It also offers a concrete set of recommendations on how US policymakers can restructure foreign aid to better connect with global contemporary civic revolutions for democracy.
Book chapters on the topic "Project Manager Perspective"
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Fuchs, Marius. "System Dynamics in Distressed Investments: Power and Limitations from the Perspective of a Project Manager." In Systemic Management for Intelligent Organizations, 179–93. Berlin, Heidelberg: Springer Berlin Heidelberg, 2012. http://dx.doi.org/10.1007/978-3-642-29244-6_10.
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Murao, Osamu. "Exchanging Disaster Science Expertise Between Countries—A Japanese Personal Perspective." In The Demography of Disasters, 233–50. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-49920-4_12.
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Abstract Having experienced firsthand the catastrophic Great East Japan Earthquake and Tsunami of 2011, Tohoku University founded the International Research Institute of Disaster Science (IRIDeS) in 2012. IRIDeS staff, with a broad array of relevant specializations, conducts world-class research on disaster science and disaster mitigation in collaboration with organizations from many countries. As a member of IRIDeS, Prof. Osamu Murao, the founder and manager of the International Strategy for Disaster Mitigation Laboratory (ISDM), has conducted several international collaborative research projects. This chapter briefly reports on the activities of the IRIDeS and ISDM and highlights key factors for successful international collaborative research and exchange experiences with other countries. The author recounts his initial collaborative research experience in a long-term project examining Taiwan’s recovery from the impact of the 1999 Chi-Chi Earthquake which was the foundation of the international research collaboration at ISDM. The chapter concludes with a summary of the valuable lessons learned from the author’s participation in this research.
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Price, Stan. "The Sheffield University Maxi Project The Industrial Project Manager’s Perspective." In Projects in the Computing Curriculum, 184–95. London: Springer London, 1998. http://dx.doi.org/10.1007/978-1-4471-1261-7_13.
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Woodbridge-Dodd, Kim, and Evette A. Hunkins-Hutchinson. "Reflections on the Impact of Mental Health Ward Staff Training in Race Equality and Values-Based Practice." In International Perspectives in Values-Based Mental Health Practice, 379–89. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-47852-0_44.
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AbstractIn this chapter, the authors reflect on a project they ran a few years ago that combined race equality with values-based practice training for the staff on a high-achieving mental health ward. One author (KWD, who is white) organised the project in her role as operational manager. She also ran the values-based practice part of the training drawing on her considerable experience in this area. The other author (EH, who is black) carried out an independent evaluation of the project drawing on her experience with both values-based practice and race equality in mental health. Notable is the extent of the differences between them in their pre-project expectations and in their initial understandings of the experiences of the participants. In resolving these differences, they come to a number of shared conclusions about how future projects of this kind might be run.
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Dai, Xinghang, and Nada Matta. "A Knowledge Engineering Perspective of Knowledge Management: How to Manage Project Meeting Knowledge." In IFIP Advances in Information and Communication Technology, 15–31. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-55970-4_2.
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Farfaglia, S., G. Lollino, M. Iaquinta, I. Sale, P. Catella, M. Martino, and S. Chiesa. "The Use of UAV to Monitor and Manage the Territory: Perspectives from the SMAT Project." In Engineering Geology for Society and Territory - Volume 5, 691–95. Cham: Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-319-09048-1_134.
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Cattaneo, Alberto A. P., Luca Bonini, and Martina Rauseo. "The “Digital Facilitator”: An Extended Profile to Manage the Digital Transformation of Swiss Vocational Schools." In Digital Transformation of Learning Organizations, 169–87. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-55878-9_10.
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AbstractDigital transformation requires the field of education to increasingly deal with the interplay between the teachers’ individual development of digital competence and institutional integration and adoption of digital technology. This is especially crucial in the vocational education context, which is closer to the world of work and, therefore, more sensitive to the disruptive changes of digitalisation. This chapter addresses this issue by proposing the result of a project that aimed to identify a new professional profile in the context of dual vocational education in Switzerland. The Digital Facilitator is a new term that refers to a teacher with advanced digital competency who is an expert in facilitating digital innovation adoption within educational institutions. Thus, it constitutes a possible concrete way to address the issue of integrating the individual and the organisational perspectives related to digital transformation. The profile is discussed by presenting an analysis of acknowledged existing frameworks and by considering the specificities of the context in which it was developed. The opportunities and challenges associated with introducing the profile are also critically addressed.
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Hibbard, Kenneth E. "Systems Engineering (From the Perspective of a Project Manager)." In Aerospace Project Management Handbook, 151–78. CRC Press, 2017. http://dx.doi.org/10.1201/9781315154886-13.
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Birgün, Semra, and Zeynep Altan. "A Managerial Perspective for the Software Development Process." In Agile Approaches for Successfully Managing and Executing Projects in the Fourth Industrial Revolution, 243–66. IGI Global, 2019. http://dx.doi.org/10.4018/978-1-5225-7865-9.ch013.
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The companies will become the center of business with the Industry 4.0 revolution implementing IT integration, cloud-based applications, data management, rapid decision-making operations, etc. These transformations can be realized with an effective project management, and project managers have a big role in this context. The quality of the software is very important for Industry 4.0, given that it can be as strong as the weakest link in a chain. Collaboration between producers and customers plays an increasingly important role in software processes where agile applications have recently been proposed. In this chapter, for the success of the project manager, Theory of Constraints is applied to remove the problems that may be encountered with the implementation of the agile methods during identifying the problem and determining its solution. The proposed solutions to uncover the reasons not reaching the targeted quality and removing the obstacles will be a guide for software project managers.
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Van der Merwe, Linky. "Social Media Use within Project Teams." In Strategic Integration of Social Media into Project Management Practice, 139–59. IGI Global, 2016. http://dx.doi.org/10.4018/978-1-4666-9867-3.ch009.
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This chapter gives practical recommendations about the social media tools and applications for use on projects. It will introduce the reader to the most popular and widely used social media tools and will provide considerations for the selection of the best tools to integrate with projects. Platforms being described from a project management point of view are LinkedIn, Facebook, Twitter, Yammer, Google+, Blogs, Wikis, Instant Messaging, YouTube, Webinars, SlideShare, Podcasts and Vodcasts. Best practice recommendations are given for each tool from a project manager as well as a team member perspective. Advice is given about dealing with various challenges such as security concerns and managing the culture change. The current trends that will dictate and influence the use of social media on projects are also discussed.
Conference papers on the topic "Project Manager Perspective"
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Bishop, David, Pam Rowland, and Cherie Noteboom. "Antecedents of Preference for Agile Methods: A Project Manager Perspective." In Hawaii International Conference on System Sciences. Hawaii International Conference on System Sciences, 2018. http://dx.doi.org/10.24251/hicss.2018.678.
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Moreno, Vito, Meagan Ferreira, Peter Malicki, Seth Morris, John DePasquale, Logan Schier, and Hollis Smith. "Learning Experiences From an Industrially Sponsored Senior Design Capstone Program: A Student Perspective." In ASME 2017 International Mechanical Engineering Congress and Exposition. American Society of Mechanical Engineers, 2017. http://dx.doi.org/10.1115/imece2017-70916.
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A key element of the Department of Mechanical Engineering Senior Design Program at the University of Connecticut is the industrial sponsorship of virtually all Capstone projects. This paper is a collaborative effort between the Program Manager and two of the current 2016–2017 student teams. The students discuss their initial reasons for selecting their projects and their experiences in working with a peer group in the planning and execution of a project. Learnings from their interaction with the industrial sponsor, achievement of the ABET objectives and the value that the project experience has provided in obtaining post-graduation employment. Opportunities and actions, based on this feedback, for continued development of the program to improve effectiveness are also identified.
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Moreno, Vito, Eric Cutiongco, and Vinay Patel. "Development of an Industrially Sponsored Senior Design Capstone Program: A University and Sponsor Perspective." In ASME 2016 International Mechanical Engineering Congress and Exposition. American Society of Mechanical Engineers, 2016. http://dx.doi.org/10.1115/imece2016-66076.
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The University of Connecticut Department of Mechanical Engineering Senior Design (Capstone) Course utilizes projects that are sponsored by local companies. While this approach offers many immediate benefits to near-graduating seniors, it introduces many unique problems to the academic community. Developing and sustaining an industrially-sponsored capstone design program requires an understanding of the synergies and differences between academia and industry.[1] Key issues that are addressed in this paper are project identification, oversight, mentorship and critical feedback. This paper is a collaboration between the Program Manager and 2 of the industry Sponsors from the 2015 2016 academic year. Following a brief discussion of several projects, sponsor comments on the value and areas of continued improvement are provided.
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Hessler, Peter G. "Construction Management for Today’s Power Plant Outage (Or, How to Keep Those Shut-Downs on Target)." In International Joint Power Generation Conference collocated with TurboExpo 2003. ASMEDC, 2003. http://dx.doi.org/10.1115/ijpgc2003-40190.
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Today’s power plant outages are much more time, quality and dollar sensitive than ever before. At $600,000 of lost revenues per calendar day, along with the multi-million dollar outage costs for a 500 MW unit while out of service, today’s owners want to know that everything possible is being done to return their units back on-line, on target. It is the outage manager, working in close concert with his labor force and outside contractors, who is usually charged with making this happen. His job is tough, it’s stressful and in these days of leaner staffs, he needs all of the support he can get. That’s the objective of this paper, to offer him that support and ideas on how to keep those shut-downs on target. In this paper, outage management skills are addressed, from the perspective of the owner and his general contractor as well as from their various contractors’ perspectives. Starting with the initial specification development, the bidding process is reviewed. Then, the structuring of the construction contract is discussed with the objective of devising a win-win document. Properly setting up the site operations and then managing the work within the constraints of the originally defined scope, schedule and budget are reviewed. And finally, specific tools and techniques are introduced to keep the plan in focus. Managing a power plant outage can be a daunting undertaking and if not properly managed, from the conceptual phase right through to the final completion, the outage target dates will never be assured. However, this paper shows that if properly structured and properly managed, a very successful project can result.
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Ghowel, Ahmed Samir. "Customer’s Waste at Dry-docking." In SNAME 5th World Maritime Technology Conference. SNAME, 2015. http://dx.doi.org/10.5957/wmtc-2015-289.
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Dry docking is a short period of time where a ship is placed inside a dry dock to finish a list of integrated jobs. During this period, any non-value work, generated by the Shipyard, is consider a waste of time and cost from the customer’s perspective. Different studies were made early to differentiate between value and non-value work done by the shipyard from the customer point of view. However author founds that, there are other different types of waste that generated by the customer himself which affects the project course. Therefore the burden of maximizing value and minimizing waste should be carried by the customer before the shipyard. And the shipyard in return should ensure that, because the loss impact on the shipyard will be more than on the customer. Case studies are utilized to demonstrate the customer’s waste and its impact on the shipyard during dry-docking. Showing the wastes from the shipyard’s perspective, instead of the customer’s, will enhance the customer’s scope and profit at the end of dry-docking. This will be guided by analytical methods to show, in figures, the owner’s loss and profit. The author’s objective, as project manager in a well-known shipyard, is to illustrate what is done and what should be done from the customer’s side to initiate and enforce Lean Ship repair. This paper explores the waste from the shipyard’s perspective, which if adopted by the customer, lean repair will be working in parallel on both sides.
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Imamoglu, Oksan, and Sitki Gozlu. "The sources of success and failure of information technology projects: Project managers’ perspective." In Technology. IEEE, 2008. http://dx.doi.org/10.1109/picmet.2008.4599756.
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Demme, David C. "Establishing Project Feasibility for Emerging Technology Projects: An Independent Engineer’s Perspective." In 19th Annual North American Waste-to-Energy Conference. ASMEDC, 2011. http://dx.doi.org/10.1115/nawtec19-5423.
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Technology suppliers, waste system managers and project developers across North America are endeavoring to find and implement new approaches to converting the energy in waste to electricity or alternate fuels. These entities, as well as potential financiers and communities that might benefit from these emerging technologies, often retain an independent engineer to assist in establishing the status and risks of the technology itself or the feasibility a specific project that has been proposed. Although independent engineering assessments are a well-established element of the non-recourse finance process, individuals and organizations new to the development process are often unfamiliar with the usefulness and content of these assessments. In the context of emerging technology-based projects, this paper will provide an overview of the role of an independent engineer in the development process, explain the typical assessment process, and discuss the content of a typical independent engineering report (“IE Report”).
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Jenkins, Andrew, Tom Babuk, and Mo Mohitpour. "Managing Projects for Life Cycle Success: Perfecting the Process." In 2004 International Pipeline Conference. ASMEDC, 2004. http://dx.doi.org/10.1115/ipc2004-0089.
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Managing projects for long-term success requires a focus more on process than on technique. Whereas traditional project managers may apply certain well-defined abilities or skills to the task of bringing a project to physical completion on-time and on-budget, development of the “perfect” project requires a much broader perspective. Excellence at every phase of development must be pursued, from concept through to continuous operation. Discipline in process and ruthlessness in execution are key.
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McTernaghan, Tracey, and Hazel Webb. "P-65 Project ECHO™: programme management of a disruptive innovation – project managers’ perspective." In Dying for change: evolution and revolution in palliative care, Hospice UK 2019 National Conference, 20–22 November 2019, Liverpool. British Medical Journal Publishing Group, 2019. http://dx.doi.org/10.1136/bmjspcare-2019-huknc.89.
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Mayo III, James W. "Problem Areas In Large Optics Fabrication: A Project Manager's Perspective." In 1985 Albuquerque Conferences on Optics, edited by Robin S. McDowell. SPIE, 1985. http://dx.doi.org/10.1117/12.948146.
Full textReports on the topic "Project Manager Perspective"
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Matlock, Nathan. Survey of Client Perspective On The Use of Veterinary Telemedicine For Chronic Disease Management. University of Tennessee Health Science Center, April 2020. http://dx.doi.org/10.21007/chp.hiim.0070.
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Veterinary Telehealth is a rapidly growing sector of Veterinary Medicine. Technological advancements have allowed for vast changes in the way chronic disease states can be managed. There are many facets of telemedicine that must be researched to determine the productiveness of such technological advances. The first step in determination of implementation is that of community acceptance and likely utilization. This project’s scope is to determine client perspective on the use of veterinary telemedicine for chronic disease state(s) management.
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Hertz, Jana C., Derick W. Brinkerhoff, Robin Bush, and Petrarca Karetji. Knowledge Systems: Evidence to Policy Concepts in Practice. RTI Press, June 2020. http://dx.doi.org/10.3768/rtipress.2020.pb.0024.2006.
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This policy brief reviews the evolution of knowledge-to-policy studies and the emergence of systems perspectives. We explore the less well understood issue of how to grow and reinforce knowledge systems in settings where they are weak and underdeveloped. We offer a knowledge systems model that encapsulates current thinking and present an example of an effort to strengthen a knowledge system, drawn from a project managed by RTI in Indonesia. We conclude with some recommendations for strengthening knowledge systems including promoting debate among a diversity of voices within the knowledge system, providing sustained stakeholder commitment to the systems approach, investing in the components of the knowledge system as well as the interaction between components, fostering a balance between government mechanisms and space for civil society perspectives, and exploring how knowledge systems can engage the private sector. We conclude with suggestions for applying the knowledge systems model in new country contexts including use of a political economy analysis as well as gauging readiness of government actors, research institutes, and media to engage.
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Kodupuganti, Swapneel R., Sonu Mathew, and Srinivas S. Pulugurtha. Modeling Operational Performance of Urban Roads with Heterogeneous Traffic Conditions. Mineta Transportation Institute, January 2021. http://dx.doi.org/10.31979/mti.2021.1802.
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The rapid growth in population and related demand for travel during the past few decades has had a catalytic effect on traffic congestion, air quality, and safety in many urban areas. Transportation managers and planners have planned for new facilities to cater to the needs of users of alternative modes of transportation (e.g., public transportation, walking, and bicycling) over the next decade. However, there are no widely accepted methods, nor there is enough evidence to justify whether such plans are instrumental in improving mobility of the transportation system. Therefore, this project researches the operational performance of urban roads with heterogeneous traffic conditions to improve the mobility and reliability of people and goods. A 4-mile stretch of the Blue Line light rail transit (LRT) extension, which connects Old Concord Rd and the University of North Carolina at Charlotte’s main campus on N Tryon St in Charlotte, North Carolina, was considered for travel time reliability analysis. The influence of crosswalks, sidewalks, trails, greenways, on-street bicycle lanes, bus/LRT routes and stops/stations, and street network characteristics on travel time reliability were comprehensively considered from a multimodal perspective. Likewise, a 2.5-mile-long section of the Blue Line LRT extension, which connects University City Blvd and Mallard Creek Church Rd on N Tryon St in Charlotte, North Carolina, was considered for simulation-based operational analysis. Vissim traffic simulation software was used to compute and compare delay, queue length, and maximum queue length at nine intersections to evaluate the influence of vehicles, LRT, pedestrians, and bicyclists, individually and/or combined. The statistical significance of variations in travel time reliability were particularly less in the case of links on N Tryon St with the Blue Line LRT extension. However, a decrease in travel time reliability on some links was observed on the parallel route (I-85) and cross-streets. While a decrease in vehicle delay on northbound and southbound approaches of N Tryon St was observed in most cases after the LRT is in operation, the cross-streets of N Tryon St incurred a relatively higher increase in delay after the LRT is in operation. The current pedestrian and bicycling activity levels seemed insignificant to have an influence on vehicle delay at intersections. The methodological approaches from this research can be used to assess the performance of a transportation facility and identify remedial solutions from a multimodal perspective.