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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.
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Rodríguez-Castro, Mónica. "The project manager and virtual translation teams." Translation Spaces 2 (November 15, 2013): 37–62. http://dx.doi.org/10.1075/ts.2.03rod.
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The project manager (PM) has become an inevitable and indispensible component of translation workflow due to the rapid industrialization of the translation industry over the last two decades. A PM serves as the mediator between the translator(s), the language service provider (LSP), and the end client. The human resources of language industry projects are increasingly organized into geographically distributed and culturally heterogeneous “virtual teams”. The virtual character of these teams has created new challenges for group dynamics. This paper attempts to define the fluid role of the modern project manager by focusing on translators’ attitudes toward the PM in virtual teamwork situations, as revealed by an online survey. The survey looked at the factors of (a) communication workflow; (b) matching the skills of team members to projects; (c) interpersonal relationships; (d) translator appreciation, and (e) the PM’s level of team support and supervision. Survey results were analyzed via a regression model as a means of exploring the important elements of a PM’s role in virtual translation teams from the perspective of the team members themselves.
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Ruano-Mayoral, Marcos, Ricardo Colomo-Palacios, Ángel García-Crespo, and Juan Miguel Gómez-Berbís. "Software Project Managers under the Team Software Process." International Journal of Information Technology Project Management 1, no. 1 (January 2010): 42–53. http://dx.doi.org/10.4018/jitpm.2010100204.
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Despite the clear relevance of the Information and Communications Technologies (ICT) market in world economics and the evident lack of success of software projects, organizations devote little effort to the development and maturity of the software project manager profession. This work analyzes the figure of project manager from the perspective of the Team Software Process (TSP), and it considers the required skills, attitudes and knowledge for a software development project. The basis for the study is the analysis of relevant references from the literature for their subsequent categorization into different competency concepts. The results of the analysis are compared with the contributions which the Guide to the SWEBOK® and the PMBOK® Guide models provide of the profiles of the project manager. The results indicate that the literature relating to the Team Software Process is focused on the definitions of skills and attitudes, and to a lesser extent on knowledge components. The lack of the definition of the components which comprise competency constitutes a challenge for software development organizations that use TSP, whose project managers should confront the task with full capacities, and without the help of established and recognized competencies. The current work attempts to establish the competencies for project managers identified in the literature, in the environment of the use of TSP for software development, using a study based on content analysis.
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Nekvapilova, Ivana, and Jaromir Pitas. "Factors Affecting Project Management in the Public Sector." International conference KNOWLEDGE-BASED ORGANIZATION 22, no. 1 (June 1, 2016): 206–14. http://dx.doi.org/10.1515/kbo-2016-0037.
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Abstract Abiding by the principles and rules of project management in the public administration environment provides project managers with a range of pitfalls that can influence the success of the project. This fact has been proved by a number of analysed projects. The managers themselves claim that the most challenging problem from the perspective of project management and assessment of the project success is the field of leadership (the leading of the project team by a project manager). The authors of this article have therefore identified the most important factors for assessing the success of the project management of a team by a manager at various stages of the lifecycle of a project. Furthermore, both the direct and indirect impact of not respecting these factors in achieving the project objectives and in creation of job satisfaction within the project team have been presented in compliance with the data analysis of completed projects in the public sector and the authors’ own experience in dealing with projects in the public sector. The article offers approaches to mitigate some negative aspects regarding the principles and rules of project management according to recognized international standards. Although the article is primarily intended for project managers in the public administration environment, it can also provide some inspiration for fresh approaches to the field of leadership for project managers in the private sector. This article was written as a part of the project Development of Social Skills of a Soldier (LEADER_DZRO_K104), funded by institutional support, which is intended for the development of research organizations in the Ministry of Defence (DZRO K-104) funded from.
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Aramo-Immonen, Heli, Andrea Bikfalvi, Núria Mancebo, and Hannu Vanharanta. "Project Managers’ Competence Identification." International Journal of Human Capital and Information Technology Professionals 2, no. 1 (January 2011): 33–47. http://dx.doi.org/10.4018/jhcitp.2011010103.
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The objective of this article is to help align higher education of future project managers to the contemporary requirements of global project business. The perspective is project managers’ competencies in knowledge intensive industry, such as in IT branch. In this paper, it is considered that a holistic view of competence self-evaluation helps to assess the current intentional change. The system introduced supports decision making by measuring and capturing the actual drivers designed specifically for the role of project manager. Generalizing the competence identification process appears to be more constructive than detailing about competence content itself. This study brings valuable and novel empirical data using a sample of students acting as project managers in Spain and a sample of experienced project managers from Finland. A number of possible future studies using the same experimental set up are apparent.
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Sha, Kaixun. "Incentive strategies for construction project manager: a common agency perspective." Construction Management and Economics 37, no. 8 (February 6, 2019): 461–71. http://dx.doi.org/10.1080/01446193.2018.1554255.
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Alnajjar, Justyna, and Olaf Flak. "A Managerial and Linguistic Perspective on Researching Manager Behaviour Aimed at Replacing Human Managers with Robots." International Journal of Systems and Society 3, no. 2 (July 2016): 35–49. http://dx.doi.org/10.4018/ijss.2016070103.
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This paper takes on both a managerial and linguistic perspective on conducting research into manager behaviour. It presents theoretical foundations for creating knowledge about the activities of team managers using a system of organisational terms, and showcases how linguistic analysis can be applied to enhance findings in the area of management studies. The authors discuss the results of an experiment carried out with management students within the field of project planning. The students played the roles of team managers and were asked to plan a specific project using specified online management tools: Goaler (to set up goals) and Tasker (to describe tasks). All activities of experiment participants were recorded by these tools.
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Backlund, Fredrik. "A project perspective on doctoral studies – a student point of view." International Journal of Educational Management 31, no. 7 (September 11, 2017): 908–21. http://dx.doi.org/10.1108/ijem-04-2016-0075.
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Purpose Many doctoral students never obtain a doctoral degree, and many do not finish their studies in time. To promote aspects of effectiveness and efficiency in doctoral studies, the purpose of this paper is to explore a project perspective, more specifically how doctoral students experience their studies in terms of key dimensions of projects. Design/methodology/approach Written reflections concerning a project perspective in doctoral studies, based on 18 students at a Swedish university, have been categorised and analysed by the means of the qualitative research software NVivo. Findings Main findings are reflections on the project manager role including both the supervisor and the doctoral student, and different views on project control parameters and the concepts goal-seeking and goal-orientation. A more comprehensive picture of project planning is presented, compared with the Individual Study Plan, including different project methods and tools that can be suitable in a doctoral project. Research limitations/implications The study is based on a limited number of doctoral students; however, the aim has been to give examples of project perspectives. The findings could be valuable for increased understanding of doctoral studies and of the project management field in general. Practical implications The study can induce awareness among doctoral students and supervisors of a project perspective in doctoral studies, promoting aspects of efficiency and effectiveness. Originality/value Compared to previous research, this study explicitly tries to understand how doctoral students make sense of their doctoral studies from a project perspective.
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Plaza-Lara, Cristina. "How does machine translation and post-editing affect project management? An interdisciplinary approach." Hikma 19, no. 2 (December 19, 2020): 163–82. http://dx.doi.org/10.21071/hikma.v19i2.12516.
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Machine translation (MT) and post-editing (PE) are two services that are increasingly in demand in the translation industry. In a context in which large-scale projects are required within tight deadlines, the deployment of this technology to increase productivity is a reality. However, this increase in productivity can only be achieved with appropriate management of the project: MT must not be understood as a tool, but as a process, and project managers, who are usually responsible for the project from start to finish, have to cope with new MT and PE workflows that pose different challenges. Although much has been written about the use of MT and PE in professional practice (resulting in different lines of research in this field), little attention has been paid to the role of the project manager in MT and PE projects. For this reason, the main objective of this paper is to analyse how MT and PE affect the factors that project managers must keep in mind when managing projects, taking as a starting point the most important reference frameworks in project management. The main objective is to offer an interdisciplinary perspective that explains the new challenges the industry is facing and how these challenges affect the different stakeholders involved in the project.
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Laberschek, Marcin, Martyna Piotrowska, Agnieszka Kantor, Kinga Reczka, Katarzyna Ciemiera, and Aldona Stopa. "“Figuring the Chaos Out”: Organization of the Krakow Film Music Festival from the Perspective of Project Manager and Stage Manager." Cultural Management: Science and Education 4, no. 1 (June 25, 2020): 85–104. http://dx.doi.org/10.30819/cmse.4-1.05.
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The article was written on the basis of ethnographic research of the Krakow Film Music Festival in 2019. The research in the form of observation and interviews was held by a team of ten researchers belonging to the “Konfraternia Eksploratorów Kultury” (“Confraternity of Culture Explorers”) scientific circle oper-ating at the Institute of Culture of the Jagiellonian University. The article presents how the organization of the festival looks like in the perspective of two people managing different spheres of it - the project manager and the stage manager. The organization itself can be reduced to the common denominator of “figuring the chaos out”. The festival is a complex collection of spontaneous and often unexpected situa-tions. The managers and the physical space in which the organizers operate and the audience stays, have therefore tasks that introduce order, so the tasks of “figuring out”. The article is then a story about ordering the festival reality.
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A. Bakr, Ghanim, and . "Ranking the Factors that Influence the Construction Project Success: the Jordanian Perspective." International Journal of Engineering & Technology 7, no. 3.32 (August 26, 2018): 97. http://dx.doi.org/10.14419/ijet.v7i3.32.18401.
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Project success is what must be done for the project to be acceptable to the client, stakeholders and end-users who will be affected by the project. The study of project success and the critical success factors (CSFs) are the means adopted to improve the effectiveness of project.This research is conducted in an effort to identify which factors influence the success of project accomplishment in Jordan. This study has selected, through an extensive literature review and interviews, (83) factors categorized into (7) main groups that the questionnaire respondents were required to score. The responses from 66 professionals with an average of 15 years of experience in different types of construction projects in Jordan were collected and analyzed using SPSS and the most important factors for success for various success criteria are presented depending on the relative importance index to rank the categories. The research revealed the significant groups of factors are: factors related to Client , factors related to Contractor’s, factors related to Project Manager (PM), and factors related to Project management. In addition the top ten sub factors are: Assertion of the client towards short time of the project, availability of skilled labor, Assertion of the client towards high level of the quality, capability of the client in taking risk, previous experience of the PM in similar projects, previous experience of the contractor in similar projects, decision making by the client/ the client’s representative at the right time, assertion of client towards low cost of project, experience in project management in previous projects, and flow of the information among parties. The findings of this study might be useful to construction project participants in taking decisions leading to successful finishing of construction projects in Jordan.
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Rohman, Mohammad Arif, Hemanta Doloi, and Christopher Andrew Heywood. "Success criteria of toll road projects from a community societal perspective." Built Environment Project and Asset Management 7, no. 1 (February 6, 2017): 32–44. http://dx.doi.org/10.1108/bepam-12-2015-0073.
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Purpose While the success of the toll road projects procured through public private partnerships (PPPs) routes are widely confined to the cost, time and quality performance in the delivery context, considerable evidence suggests that such success criteria are not sufficient when the toll road projects are assessed in relation to meeting the long-run community expectations. The purpose of this paper is to examine the key factors associated with the success of the toll road projects from a societal perspective in Indonesia. Design/methodology/approach Based on the input from 12 experts and a rigorous literature review, a questionnaire survey was designed and a total of 206 respondents from three broad stakeholders’ groups, namely, government, private and end-users’ communities were surveyed to measure the performance of eight toll road projects. The data were primarily analyzed using exploratory factor analysis and reliability test using SPSS Software. Findings Four significant factors associated with the project social benefit were established as a measure of the overall success criteria in toll road projects. It is expected these can be used as guidance to deliver project social benefit to the community in the overall project lifecycle. Research limitations/implications This research contributes to the incorporation of social project benefit attributes to the the toll road projects’ success criteria in overall project lifecycle. Practical implications This study can be used as guidance for the overall stakeholders, such as the government and the project manager to address the current social problems and better navigate the project direction in order to achieve the overall toll road project success in the overall project lifecycles. Social implications The research highlights how the Indonesian government’s program of developing toll road projects using the PPP procurement routes can be supported for complete social inclusivity by considering the social dimension to achieve long-term success. Originality/value Identification of the key project social factors based on the data set with a wide representation of the stakeholders has made the research original and unique.
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Uhlir, Zeljko. "The Effect of the Project Manager Certification Process on the Development of Project Management – A Croatian Perspective." Procedia - Social and Behavioral Sciences 74 (March 2013): 223–32. http://dx.doi.org/10.1016/j.sbspro.2013.03.009.
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Dong, Heyun, Jian Zhang, and Shisen Lv. "Engineering Project Real-time Objective Monitor Based on Grid Management and Buffer Analysis." Open Civil Engineering Journal 10, no. 1 (November 30, 2016): 794–806. http://dx.doi.org/10.2174/1874149501610010794.
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Engineering projects often face a great number of uncertainties which will lead projects to deviate from the anticipated objective. This paper carried out a detailed study on real-time monitoring of objective deviation in engineering projects, and it will help project managers monitor the state of engineering project better. A Grid Management (GM) method was used to set up a monitor structure, and the real-time monitor grid structure was constructed in level, milestone and objective dimensions. The buffer analysis method was designed to measure the level of objective deviation. The objective deviation level is based on the result of the grid cell buffer analysis. The principal part construction of Shenyang Olympic Tennis court was selected as the example to illustrate the real-time monitor process in detail. The results indicated that the proposed real-time objective monitor method makes it possible for project manager to real-time monitor all the main objectives in one model and carry out management, and decision-making in a more macro perspective.
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Muegge, Steven M. "A game theory perspective on product development project charters: the project manager - project sponsor relationship as an iterated Prisoner's Dilemma." International Journal of Project Organisation and Management 9, no. 1 (2017): 57. http://dx.doi.org/10.1504/ijpom.2017.083115.
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Borg, Ruth, Rebecca Dalli Gonzi, and Simon Borg. "Building Sustainably: A Pilot Study on the Project Manager’s Contribution in Delivering Sustainable Construction Projects—A Maltese and International Perspective." Sustainability 12, no. 23 (December 5, 2020): 10162. http://dx.doi.org/10.3390/su122310162.
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Despite ample technological advancements, the building industry is still seen as an unsustainable activity. To counteract this, building development is now being requested to be more sustainable. Due to the increasing complexity of sustainable projects’ criteria, the project manager’s role, tasked with the overall management of a building’s different development phases, is changing, becoming increasingly crucial for the attainment of pre-established sustainability goals. Based on this premise, the research presented in this paper is a pilot study set to preliminarily establish and identify a set of project management processes and supporting practices from existing literature, and gauge their significance and possible added value provided. This was done via a purposely designed questionnaire distributed locally, in Malta, and globally amongst established project managers. Notwithstanding the preliminary nature of the study some interesting results were obtained. Among the main outcomes of the study, it is observed how all respondents are very aware about sustainability issues and that their decision-making role places them in an optimum position to bring forward a sustainability agenda for a particular project. In terms of intervention, pre-construction (43%) and construction (28%) were considered to be the main stages were a project manager usually gives the highest input. However, various challenges were also highlighted by the respondents, including clients’ refusal to commit increased capital (34%), the requirement for further training (33%), and the lack of incentives aimed towards increasing the sustainability of projects (22%).
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Szentes, Henrik, and Per Erik Eriksson. "Societal Changes and New Conditions for the Management of Large Construction Projects." Open Construction and Building Technology Journal 7, no. 1 (December 13, 2013): 182–92. http://dx.doi.org/10.2174/1874836820131111006.
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The construction industry is often described as mature, conservative and resistant to change in research studies, governmental reports as well as in media. Both scholars and policy makers thereby find it critical to encourage innovation, development, and change within the construction industry. This study takes on a different perspective by investigating changes that have actually taken place. The aim is to increase the understanding of both backgrounds of changes which occurred, as well as how the changes have entailed new conditions for the management of large construction projects in Sweden. People working as clients’ project manager, contractors’ project manager or design manager were interviewed to obtain their perceived views on changes influencing the execution of large construction projects. Substantial changes have taken place creating new conditions for the management of large construction projects and a better understanding of these new conditions is important when planning for new projects. Changes within the field are often reactions to societal changes, and thus often implemented in an uncoordinated way creating sub-optimization and problems for the personnel. It seems as if the reputation of the construction industry being conservative has become an institution it-self amongst many professionals within the industry, potentially creating a self-fulfilling prophecy.
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Alhyari, Salah, Laylana Sukkari, Taghrid Suifan, Aya Darab\\'a, and Rateb Sweis. "The Relationship between the Competency Level and the Efficiency of a Project Manager: Self-perspective vs. subordinates Perspective." International Journal of Productivity and Quality Management 1, no. 1 (2019): 1. http://dx.doi.org/10.1504/ijpqm.2019.10030915.
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Suifan, Taghrid, A. Daraba', N. A. a, Lilana Sukkari, Salah Alhyari, and Rateb J. Sweis. "The relationship between the competency level and the efficiency of a project manager: self-perspective vs. subordinates' perspective." International Journal of Productivity and Quality Management 33, no. 1 (2021): 57. http://dx.doi.org/10.1504/ijpqm.2021.115260.
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Mohammed Alashwal, Ali, and Hamzah Abdul-Rahman. "Aspects of project learning in construction: a socio-technical model." Construction Innovation 14, no. 2 (April 1, 2014): 229–44. http://dx.doi.org/10.1108/ci-06-2013-0029.
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Purpose – The purpose of this paper is to determine the measurement constructs of learning within construction projects' milieu. The literature indicated some mechanisms of learning in projects under four aspects, namely knowledge sharing, knowledge creation, team action to learn, and learning support. The empirical study attempts to verify whether intra-project learning can be measured through these aspects. Design/methodology/approach – The study used a survey method to collect the data from 36 mega-sized building projects in Malaysia. In total, 203 questionnaires were collected from professionals working in the sites of these projects. The data were analysed using principal component analysis (PCA) to determine the constructs of intra-project learning. Partial least squares-path modeling was used then to confirm the results of PCA and determine the contribution of each construct to intra-project learning. Findings – The results affirmed two constructs of intra-project learning, named, social and technical and each consisted of four indicators of learning. Originality/value – The paper emphasized the socio-technical perspective of learning and contributed to developing a hierarchical measurement model of learning in construction project. A project manager can propose new initiatives in response to the new perspective of learning for team building and continuous development. Lastly, the paper provides a comprehensive presentation of how to estimate the hierarchical measurement models of project learning as a latent variable.
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Wu, Dengsheng, Xiaoqian Zhu, Jie Wan, Chunbing Bao, and Jianping Li. "A Multiobjective Optimization Approach for Selecting Risk Response Strategies of Software Project: From the Perspective of Risk Correlations." International Journal of Information Technology & Decision Making 18, no. 01 (January 2019): 339–64. http://dx.doi.org/10.1142/s0219622019410013.
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Studies on software risk response theories and methods play an important role in improving the success rate of software project. With the requirement of software risk management, the existing single-objective risk response strategies section model is difficult to manage software risks effectively. This paper regards software risk response cost and software risk exposure as optimization objectives and proposes a multiobjective risk response strategies optimization model for software project. Furthermore, it analyzes the risk correlation from the perspective of risk probability dependence and risk loss interaction and puts forward a multiobjective risk response strategies optimization model for software project from the perspective of risk correlation. Empirical analysis results show that there is a trade-off relationship between the software risk exposure and software risk response cost. The software manager can identify the corresponding optimal risk response strategies according to the actual risk response budget. The results also indicate that the consequence of the multiobjective risk response strategies optimization model for software project considering risk correlation can better describe the actual situation of risk management.
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Monteiro de Carvalho, Marly. "An investigation of the role of communication in IT projects." International Journal of Operations & Production Management 34, no. 1 (December 20, 2013): 36–64. http://dx.doi.org/10.1108/ijopm-11-2011-0439.
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Purpose – The purpose of this paper is to explore communication management in information technology (IT) projects and to identify barriers to communication, from both individual and organisational standpoints, and from distinctive stakeholders' points of view (project management office (PMO), project manager, IT and business personnel). Design/methodology/approach – A case-based research in a large IT service provider was conducted, mixing qualitative and quantitative data. A literature review shed light on different epistemological fields, and different aspects of communication in IT projects were analysed and different perspectives were brought together in a communication integrated framework (CIF). Several data collection methods were combined. Structured and unstructured interviews of 78 participants (PMO, IT and business personnel), PMO archival data, and survey-based research were performed in order to achieve triangulation. Findings – The contribution of the CIF to project communication management theory can be summarized as follows. First, the framework considers different perspectives, from the individual to the organisational, which affect communication during IT projects in the form of an integrated system approach. Second, the contingency perspective of different stakeholders are explored, particularly as regards the PMO, IT and business personnel. The case revealed an inconsistency: on the one hand, the importance of communication is exalted by all the analysed stakeholders, and on the other hand, the communication processes and practices proposed by the PMO and formalised in the company's project management (PM) methodology are neither followed nor prioritised by project managers. Research limitations/implications – This study was dependent on self-reported perceptions. It embraced IT projects, and new studies should be done for other types of projects. The focus is within a specific organisation and its characteristics conditioned the findings. Practical implications – CIF allows improving the assessment of the communication area in projects. An important managerial implication of this study is that the adoption of a standardised PM framework is not sufficient for the elimination of barriers to communication. The study suggests that firms should consider manners of developing the communication management process, as well as increasing the efficient use of performance report and communication tools to reduce detrimental conflict. Originality/value – The paper proposes a framework. CIF allows to considering different perspectives, from the individual to the organisational level that affect communication in IT projects.
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Balthazor, L. R. "Project review — do you really know where you are?" Aeronautical Journal 98, no. 973 (March 1994): 91–96. http://dx.doi.org/10.1017/s0001924000050090.
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Abstract Project reviews are carried out to enable the right decisions to be taken to achieve project objectives. However, these decisions are often taken on incomplete, optimistic, inaccurate, misleading or simply wrong information. Whilst incompleteness is inevitable with the complex and rapidly changing nature of high technology engineering projects, it is important that the project manager has a good appreciation of the extent to which these other factors may affect the progress information upon which judgements are made. This paper explores a few of the traps the author has come across, and suggests possible approaches to avoid some of them. A systems perspective is recommended, with a focus on risk management, resolving ambiguity, rapid response, trend analysis, earned value principles and taking account of the effects of organisational changes.
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Parker, David W., Uwe Dressel, Delroy Chevers, and Luca Zeppetella. "Agency theory perspective on public-private-partnerships: international development project." International Journal of Productivity and Performance Management 67, no. 2 (February 12, 2018): 239–59. http://dx.doi.org/10.1108/ijppm-09-2016-0191.
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Purpose Agency theory suggests that divergences will occur when a principal, e.g. client, and agent e.g. a project manager, interests are different in the execution of a project. The purpose of this paper is to explore if the agency theory can explain the subtleties integral to the behaviours and relationships between players delivering a public-private-partnership (PPP) in the context of an international development (ID) project. The intra-/interpersonal dynamics include governments, non-governmental organisations (NGOs) and private commercial service providers. The authors develop a conceptual framework and provide evidence from a case study of the testing of a Road Safety Toolkit in Kenya to explore several propositions. Design/methodology/approach Extant literature identified application of the agency theory, and the development of a conceptual framework. A case study describing an ID project was used to validate the propositions prior to the expansion of a research instrument for data collection in the field. Findings Through the lens of the agency theory and the limitations imposed by exploring a series of propositions, several insightful conclusions have been derived from the case. ID projects have particular nuisances that make them unique when compared to the majority of commercial applications. An added dimension and level of complexity is a consequence of the PPP incorporating government, NGOs and private corporations. The case exemplified the need for PPP ID projects to build on partner networks to influence and disseminate outcomes. Some agency problems were far less prominent than would normally be seen in a commercial project. Research limitations/implications The methodologies presented in this paper need to be adapted and practiced in different kinds of ID projects in order to get confirmatory analytical results. The limitations imposed by the use of the single case, whilst drawing insightful conclusions, would necessitate greater testing in the field. Practical implications Although the problems of the agency theory are well researched in the operations management literature, there is limited application to ID projects and no previous research within the context of a PPP. Therefore, this work is important for greater understanding of the specific issues associated with project delivery of an ID. Social implications Conflicting goals between principals and agents are common for organisations, which in turn affect inter-relationships on an international footing. The agency theory has had little attention in the project management field, yet is fundamental to relationships and communication. Originality/value There has been little research that explores the agency theory in the context of a PPP involving governments, NGOs and private commercial service providers, executed as an ID project. This work, therefore, exhibits new and novel findings.
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Sołtysik, Mariusz, Małgorzata Zakrzewska, Adam Sagan, and Szymon Jarosz. "Assessment of Project Manager’s Competence in the Context of Individual Competence Baseline." Education Sciences 10, no. 5 (May 21, 2020): 146. http://dx.doi.org/10.3390/educsci10050146.
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This study’s aim is to determine the consistency of student opinions regarding the importance of individual skills in three areas—people, practice, and perspective—with expert assessment. The study group consisted of five-year students accredited by IPMA Poland. The team of experts was comprised of recruiters, project management lecturers, assessors, and information technology (IT) industry project managers. Our research shows divergences in the approach to key competence that a project manager should have. This is understandable, given the specifics of the comparison. However, the analysis that has been conducted and presented will allow the curricula to be revised. The subsequent evaluation of curricula should address the changes in the labor market. Education should provide key competences, especially as modern project management requires a full spectrum of competences and approaches. Besides experience, project management is the most frequently pursued competence that is required in terms of staff recruitment criteria. The research resulting figures may be useful for recruiters, certification institutions, and universities.
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Sinesilassie, Ephrem Girma, Kamalendra Kumar Tripathi, Syed Zafar Shahid Tabish, and Kumar Neeraj Jha. "Modeling success factors for public construction projects with the SEM approach: engineer’s perspective." Engineering, Construction and Architectural Management 26, no. 10 (November 18, 2019): 2410–31. http://dx.doi.org/10.1108/ecam-04-2018-0162.
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Purpose The study of the success factors of a project is a means of improving the effectiveness of the project. Hence, the purpose of this paper is to identify various determinants and validate their effects on the success of public construction projects in Ethiopia. Design/methodology/approach The study uses a questionnaire survey to collect data and structural equation modeling (SEM) to empirically examine the effect of determinants, namely, project manager’s competence, owner’s competence, management support and updates, scope clarity (SC), effective partnering, and monitoring and feedback on success of public construction projects which has been measured by performance on cost, schedule, quality and no-dispute parameters. Out of 407 questionnaires distributed among the selected respondents, a total of 200 completed questionnaires were received. The response rate was 49.1 percent. Findings The results depict that the investigated factors have a significant positive influence on the success of public construction projects with path coefficient of 0.82, the model is substantial in representing the relationship of the factors on the success of public construction projects and the factor “SC” plays a decisive role in the success of a project as it has a path coefficient of 0.98, and it is followed by “effective partnership, and owner’s competency” having equal path coefficients of 0.96. Research limitations/implications The proposed model was validated by collecting data from many senior construction executives in Ethiopia only, hence may induce certain bias in the outcome of the study. Practical implications The significance of six constructs is highlighted to help the project manager in understanding the role of various constructs in public construction projects. The results would enable researchers and industry practitioners to focus on a few factors to take proactive measures and get the optimum result in the successful delivery of public construction projects. Utilization of SEM in the understanding of the significance of various success determinants is an important contribution to the body of theoretical literature in construction management. Since the model includes constructs, SEM has been used for construct validation. Social implications The implications of this study are not limited to researchers and construction industry practitioners alone. The Ethiopian Government could adopt the results of this study to reduce/avoid additional cost incurred due to the poor performance of public construction projects which results in poor utilization and increased social and economic costs. Furthermore, the study may also help the government efforts to enhance efficiency and effectiveness in the use of public funds for construction projects which are an ongoing concern of government and of the international development community. Originality/value This work is original and has neither been published nor under consideration for publication elsewhere. This study can add value to the construction professional in public construction project management as well as the Government of Ethiopia.
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Mahmood, A., E. Cubero-Castan, G. Platzeck, and J. Bequignon. "South American perspective of the International Charter "Space and Major Disasters"." Advances in Geosciences 14 (January 2, 2008): 13–20. http://dx.doi.org/10.5194/adgeo-14-13-2008.
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Abstract. The International Charter "Space and Major Disasters" is about joint operations and tasking of imaging satellites and other space resources of the member space agencies and operators in the delivery of information products to assist in responding to disasters of natural and technological causes. Authorized Users, who are the civil protection, emergency response or similar organizations of a state that is member of the Charter, can request the data and products. A specialist, called the Project Manager (PM), manages the overall data acquisition and delivery process. Regional initiatives, as for the Latin American countries, are under way to involve PMs from non-member states to have access to satellite data and apply these to disaster coverage in their respective regions. Volcanic eruptions are typical examples of disasters that affect the Latin American countries. A few Charter activations on this disaster type are described to highlight the information products provided under the Charter.
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Pourrostam, Towhid, and Amiruddin Ismail. "Study of Methods for Minimizing Construction Delays: Evidences from a Developing Country." Advanced Materials Research 201-203 (February 2011): 2939–42. http://dx.doi.org/10.4028/www.scientific.net/amr.201-203.2939.
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Delays are one of the biggest problems in construction projects in developing countries, as cause negative effects on the projects. Delays can be minimized only when their causes are identified. This paper aims to identify effective methods of minimizing delay in construction projects. The literature related the field of causes and effects of delay and methods for minimizing construction delay has been reviewed over the last decade. This paper highlighted methodology to reduce construction delays from consultant and contractor viewpoints. The perspective of contractors and consultants has been analysed to rank the methods of minimizing construction delays based on their Relative Importance Index (RII). The most effective methods of minimizing delay in construction projects were: adequate funding throughout the project, competent project manager, awarding bids to the right designer/contractor, complete and proper design at the right time, availability of resources, clear objective and scope, and the use of experienced subcontractors and suppliers. The result can be used as a guideline to successfully handling construction projects in Iran as well as other developing countries.
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James, Paul. "Management Practices in a Formal Design Process for a Metro Project in Doha, Qatar." Journal of Management Research 7, no. 4 (May 10, 2015): 1. http://dx.doi.org/10.5296/jmr.v7i4.7513.
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<p>This is a research paper focused on assessing the design project manager behaviour and the raised managerial design issues relating to a formal design review in a metro project start-up. Very little research has been conducted in this area and the paper exposes weak aspects of the design review process previously unexplored in today’s metro construction environments.</p><p>In order to consider more implicitly the questions and issues raised, this empirical groundwork utilised an interpretive perspective. The scope for this research was the design mechanisms/processes associated with a large single package – a TBM Segment Design. The population for this study was made up of a number of individuals (12) engineers/Managers located at site, and a total of 9 Engineers/Managers were determined as the resultant sample frame.</p><p>The outcomes consisted of six (6) themes, namely: Mismanagement Issues; Management Interference; Technical Issues; Contractor Design managers Issues; Documentation Issues; Communication Issues, raised from an initial question; these were further developed into four (4) final themes relating to an assessment of the managerial implications.</p><p>The paper gives a clear insight into the practical issues surrounding a metro design review and the development of appropriate managerial strategies that can be implemented. The paper also addresses some of the implications for continuing design review developments. The paper suggests that projects of this kind may benefit from an Integrated Collaborative Design approach through integrating construction expertise with the design process at the detail design phase.</p>
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Siddique, Lubna, and Bassam A. Hussein. "Grounded Theory Study of Conflicts in Norwegian Agile Software Projects: The Project Managers’ Perspective." Journal of Engineering, Project, and Production Management 6, no. 2 (July 31, 2016): 120–35. http://dx.doi.org/10.32738/jeppm.201607.0005.
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Vishnevskaya, Natal'ya, and A. Afonina. "Design Thinking and Creative Technologies in Project Management: Multi-Stage Approach." Scientific Research and Development. Russian Journal of Project Management 10, no. 2 (August 13, 2021): 31–45. http://dx.doi.org/10.12737/2587-6279-2021-10-2-31-45.
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The present article is devoted to the issues of applying design thinking and other creative technologies destined at the development of innovational solutions of the existing tasks and restrictions in project management processes. The authors are developing a conceptual framework by defining the focus of application of creative technologies in the project management practice as well as are proposing a custom approach to the application of the relevant instruments based on the project type and its lifecycle phases. The findings are made on the basis of fundamentals of project management, strategic management and design thinking methodology, as well as the authors’ own applied studies and experience in project and program management. The proposed approach allows broadening theoretical learnings on the project lifecycle stages from the perspective of creating and developing business innovations, as well as on the project manager role and skills, which in turn helps to resolve complex issues and controversies connected to the application of the existing project management methods in the organizational development and innovation product creation processes.
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Kharzi, Rabeh, Rachid Chaib, and Ahcene Akni. "Prioritizing the actions to be undertaken in health and safety at work: case study region of Tiaret." International Journal of Law and Management 62, no. 3 (May 4, 2020): 267–75. http://dx.doi.org/10.1108/ijlma-01-2018-0009.
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Purpose This paper aims to clarify how is a project managed and how are its objectives achieved? In this manner, prioritize the points to be treated, the tasks to be performed and the solutions to be applied in a given space of time. From now onward, each stakeholder has its own requirements and expectations. Yet, in the end, you have no choice but to list the priority points. Moreover, note that each company, each service and each team is unique. As well as each individual is equally important. Design/methodology/approach Agile approaches, especially the MoSCoW method, were used. This tool is very practical and very simple to implement to set priorities for the actions to be performed. Selecting a tool that is easy to understand and easy to use has the advantage of helping to build consensus around prioritizing requirements, particularly in health and safety at work or even to establish a culture of safety at the workplace. This positive corporate culture is at the heart of sustainable development and the success of occupational health and safety institutions. Findings Therefore, with 51,500 work accidents recorded in 2016, it seems essential to know how to adapt and give one’s management style to one’s environment. Its the key to success! To reach these objectives, the progress of the manager is to supervise his collaborators. For this, it is necessary to know how to make choices, make decisions, ideally the right ones. It is much less common to list the features that are unwanted to be integrated. Thinking in this manner makes it possible to approach the project from a different perspective; thus, it makes it possible to obtain a much more targeted list of tasks and requirements compared with a more traditional method, i.e., the results of this work. Originality/value Capacity to know how to make choices, make decisions, ideally the right ones, especially in health and safety at work. On the other hand, it is not possible to deal with everything in a project. The manager, with a very simple tool easy to implement, manages to supervise his employees and achieving these goals in the company and obtain a list of tasks and requirements much more targeted compared to a more traditional method.
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Bäckström, Ingela. "Health-related quality management values – comparing manager and co-worker perceptions." International Journal of Quality and Service Sciences 11, no. 4 (December 9, 2019): 588–603. http://dx.doi.org/10.1108/ijqss-08-2018-0071.
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Purpose The purpose of this paper was to modify an existing survey that measures co-worker perceptions of health-related quality management (QM) values and perceived health and to measure both co-worker and manager perceptions of those values. The purpose was also to test the modified survey and then compare the results from managers and co-workers from two organizations in which the survey has been used to measure baseline data in a lean research project and to help managers understand the areas where improvement is needed. Design/methodology/approach An earlier survey measuring co-worker perception of the dimensions of the health-related QM values “leadership commitment” and “participation of everybody” has been developed with corresponding statements for managers. The results of the survey were analyzed using SPSS (Statistical Package for the Social Sciences), the Cronbach’s alpha coefficient was calculated for each of the dimensions, and the correlations between the dimensions and the health index were investigated using the Pearson correlation. The mean and standard deviation were also calculated. Findings The modified survey is presented in the paper, and the results demonstrate that the managers’ perception of the presence of health-related QM values is higher than that of the co-workers. Seeing the leadership from the co-workers’ standpoint compared with the managers’ perspective provides novel insight for both the researcher and the managers. Originality/value Leaders in organizations must develop greater efficiency to improve operational performance and develop healthy work environments. Practicing QM can benefit performance and is central for inspiring quality and efficiency within organizations, as well as for enhancing co-worker well-being. Earlier research found relationships between co-workers’ perception of their health and the health-related QM values “leadership commitment” and “participation of everybody.” With the survey presented in this paper, it is possible to measure these health-related QM values and provide a comparison between manager and co-worker perceptions.
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Fernandes, Rita, Beatriz Araújo, and Fátima Pereira. "Nursing management and leadership approaches from the perspective of registered nurses in Portugal." Journal of Hospital Administration 7, no. 3 (April 8, 2018): 1. http://dx.doi.org/10.5430/jha.v7n3p1.
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Background: The leadership role in nursing reflects the complexity and rapid transformations which take place in healthcare. The influences of this catalyst of change are important for nurses’ identity and professional development, as well as for evolving and innovating nursing practices.Objective: This study is part of a larger research project on doctoral Leadership in Nursing, aims to identify nurses’ perceptions regarding their similarities and differences compared to nurses in manager roles, in order to understand and recognise the influences and barriers to leadership in the nursing hierarchy.Methods: A descriptive cross-sectional study of a qualitative nature, involved the participation of 19 registered nurses (RNs), based on the Zavalloni Ego-Ecological Theory.Results: From the dimension of identification emerged two major themes - the vision of the profession and the competency skills required. The major theme of competency skills includes subthemes of relational, technical/scientific, leadership and management competencies. From the dimension of differentiation emerged two major themes - the vision of the profession and the competency skills. The major theme competency skills included two subthemes - the deficit of relational and management competency skills.Conclusions: Nurse-managers may choose to distance or influence nurses; influence can be achieved through not only a combination of leadership and management competencies but also on the nurse-managers’ evidence-based expertise and relational skills alongside a vision to support team unity in order to create a positive environment which encourages the nurses to be involved in high quality and innovative practices.Implications for nursing management: This study may help to understand the approaches undertaken by leaders in nursing and subsequently enhance their performance. It may also inform future leadership training for nurses.
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Bakshi, Tuli, Arindam Sinharay, Bijan Sarkar, and Subir Kumar Sanyal. "Introduction to soft-set theoretic solution of project selection problem." Benchmarking: An International Journal 23, no. 7 (October 3, 2016): 1643–57. http://dx.doi.org/10.1108/bij-05-2014-0044.
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Purpose The purpose of this paper is to introduce a model of decision-making problem in multi-criteria optimization domain for project selection. The model is built by combining the soft set theory and analytic hierarchical model under fuzziness. Soft set model gives us the opportunity to use parameterization properties. Here, the authors have proved that multiple alternatives can be reduced to make the selection process computationally efficient. Here, the authors illustrate the hybrid method by means of an application of the new mathematical model of soft set theory. Design/methodology/approach This paper is designed to excel a decision support system with multiple criteria analysis tool, analytic hierarchy process combined with soft set theory under fuzziness. Findings In this paper, the authors have taken four projects P1, P2, P3 and P4. As per chosen parameters of softest theory the result of the illustrative example reveals that P2 is the best project. The ranking the authors get is in the order of P2, P3, P4 and P1. The algorithm leads the authors to maximize the proper choice in the environment of imprecise information. The main advantage of this method compare to others is that this hybrid method is very simple in terms of calculation and the computational complexity of the proposed algorithm is low. Originality/value This proposed decision support strategy for an intended project manager helped to take decision in the perspective environment.
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Qiu, Buhui. "The effects of the bank holding equity of the firm: from a moral hazard perspective." Corporate Ownership and Control 6, no. 1-4 (2008): 459–66. http://dx.doi.org/10.22495/cocv6i1c4p5.
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After the repeal of the Glass-Steagall Act in 1999, commercial banks are allowed to hold equity in firms. The current financial crisis also helps make banks universal in the US. This paper investigates the effects of the bank’s equity holding of the firm from a moral hazard perspective. The bank’s equity holding of the firm is shown to help mitigate the conflicts between the firm’s shareholders and debtholders. However, it also creates another moral hazard problem, namely, the bank as an institutional shareholder can collude with the firm manager to pursue perks from project return. Without this moral hazard problem, the bank’s optimal equity holding of the firm is shown to be at the point where its share of the firm’s equity equals its share of the firm’s debt. With this moral hazard problem being taken into consideration, the bank’s optimal equity holding should be less than its debt share in the firm. Otherwise, the bank will force the firm to pursue overly risky projects. If asymmetric information is introduced into the model, the bank’s equity holding becomes a signal to the outside debtholders, thus should be capped above by a certain level. Thus, the paper shows that regulations still need to be imposed on banks’ equity holding in firms.
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Han, Bianca. "Translation, from Pen-and-Paper to Computer-Assisted Tools (CAT Tools) and Machine Translation (MT)." Proceedings 63, no. 1 (December 28, 2020): 56. http://dx.doi.org/10.3390/proceedings2020063056.
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This paper reflects the technology-induced novelty of translation, which is perceived as a bridge between languages and cultures. We debate the extent to which the translation process maintains its specificity in the light of the new technology-enhanced working methods ensured by a large variety of Computer-Assisted Translation (CAT) and Machine Translation (MT) tools that aim to enhance the process, which includes the translation itself, the translator, the translation project manager, the linguist, the terminologist, the reviewer, and the client. This paper also hints at the topic from the perspective of the translation teacher, who needs to provide students with transversal competencies that are suitable for the digital area, supported by the ability to tackle Cloud-based translation tools, in view of Industry 4.0 requirements.
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Grunzke, Leah, David Baumbauer, and Tracy Dougher. "(155) Hybrids Versus Heirlooms: A Comparison Study in Garden Productivity and Marketability for Small-scale Commercial Growers." HortScience 41, no. 4 (July 2006): 1080C—1080. http://dx.doi.org/10.21273/hortsci.41.4.1080c.
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This project investigated the apparent consumer trend in recent years toward increasing popularity of heirloom vegetable varieties, and its significance in regard to growers that market their produce on a local or regional scale. Growing heirloom and hybrid varieties of tomatoes, carrots, eggplants, and sweet corn side by side provided insight on different varieties from a small-scale producer's perspective, including information on garden performance, productivity, and ease of production (including germination, growth habit, yields, maturation, harvest timing, and longevity). Feedback from consumers was gathered while selling the produce at a local farmer's market. Finally, a local chef and deli manager provided professional insight into the potential uses and marketability of the products. From a grower's perspective, there was no distinct pattern of advantages or disadvantages to either hybrids or heirlooms, as the varieties varied widely in terms of field performance. Consumer acceptance of unusual or unique varieties (in terms of appearance and recognition) varied with each crop. The chef evaluation, with taste preferences evenly split between hybrid and heirloom varieties, tended to favor those with an unusual or nontraditional appearance.
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Bolívar, Antonio, and Maximiliano Ritacco. "Impacto del modelo español de dirección escolar en la identidad profesional los líderes escolares." education policy analysis archives 24 (November 28, 2016): 119. http://dx.doi.org/10.14507/epaa.24.2512.
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Spain presents a unique school management model: a teacher chosen by his own workmates (teachers) exercises the management of the school, and after this term of management (4-8 years), returns to the teacher staff. Such an itinerary of “back and forth” presents a series of duplications in identity: manager or leader; representative of the Administration and/or teaching colleagues; accountability agent and/or pedagogical agent; etc. This paper reviews the literature on management identity, especially under the ISSPP (International Successful School Principals Project), as well as the characteristics of the Spanish management model. Methodologically, from a biographical-narrative perspective, the study looks to understand the impact of the Spanish model of school management upon the identity of the principals through content analysis of the testimony of 15 school principals (in depth interviews). As a result of the data categorization process, a group of categories emerged: Personal identity; Professional identity (internal perspective); Professional identity (external perspective); Social identity; Professionalization; [and] Double identity – that reference those dimensions of the school principals’ identity impacted by the Spanish school management model. Finally, fragments and excerpts extracted from the interviewed testimonies are used in order to advance in the narrative and interpretative construction of the study (grounded theory).
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Rajeh, Mohammed, John E. Tookey, and James Olabode Bamidele Rotimi. "Estimating transaction costs in the New Zealand construction procurement." Engineering, Construction and Architectural Management 22, no. 2 (March 16, 2015): 242–67. http://dx.doi.org/10.1108/ecam-10-2014-0130.
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Purpose – Within construction procurement, transaction cost economics offers a mechanism to understand “unseen” costs associated with the pre- and post-contract work. Pre-contract, these include costs related to information gathering and procurement. Post-contract they include activities of contract administration and enforcement. The purpose of this paper is to estimate the magnitude of transaction costs (TCs) for different procurement systems used in construction projects in New Zealand. Specifically estimating the relative values of TCs for Traditional and Design-Build delivery systems for the purpose of comparison. Design/methodology/approach – This study develops a conceptual model for the relationship between procurement systems and TC. The model was operationalized and developed into a questionnaire. A cross-sectional sample approach was deployed, involving pilot and survey questionnaires, and results verification through “real world” cases. Data were sought from construction professionals in management, design and operations (i.e. project managers, architects, engineers, quantity surveyors, and procurement officers). TCs were measured using time-spent conducting procurement-related activities as a surrogate for cost. Professionals evaluate their time-spent in procurement activities using a Likert scale 1-5, comparing the Traditional and Design-Build delivery systems. Data were triangulated with “real world” cases to test and explain the developed model. The test included validity and reliability, path analysis, regression analysis, factor analysis, and structural equation modelling (SEM). The primary analytical technique used was SEM to yield information on goodness-of-fit, model development and comparison, and confirmatory strategies. SPSS Amos 21 statistical software was used for data analysis and model development. Findings – The results suggest that procurement systems have indirect impact on TCs. The relationship between procurement system and TCs is fully mediated by costs of information, procurement, administration, and enforcement. Applying the developed models (the Traditional and Design-Build) to “real world” cases, it was found that TCs in the Traditional system amounts to 18.5 percent of the annual salary cost of a project manager (as an indicator quantum), while in the Design-Build system, it amounts to 14.5 percent of the annual salary cost of a project manager. TCs were calculated using regression equations based on factor loadings in the Traditional and Design-Build models. Practical implications – This study applies new theoretical model for the link between procurement system and TCs, investigating and empirically demonstrating the influence of procurement system on TCs in construction. It also offers a new plausible explanation for the factors influencing TCs in procurement. The study emphasizes “in-house” TCs from the perspective of the professionals. The findings have practical implications on construction business practice due to their robust empirical nature and theoretical framework, which might enhance the performance of the construction industry. Originality/value – This study contributes to the procurement selection in construction, by introducing a new conceptual model for the link between procurement system and TCs. It has extended the current practices for procurement selection by estimating TCs for the Traditional and Design-Build systems for comparison.
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Cheng, A. H., L. B. Chartier, S. Hawes, S. Vaillancourt, M. McGowan, and K. Dainty. "LO104: A collaborative approach to developing and delivering a multi-modal quality improvement and patient safety curriculum for emergency medicine residents." CJEM 18, S1 (May 2016): S66. http://dx.doi.org/10.1017/cem.2016.141.
Full textAbstract:
Introduction / Innovation Concept: The 2015 CanMEDS framework requires all Canadian residency programs to increase their focus on Quality Improvement and Patient Safety (QIPS). A survey of the FRCP Emergency Medicine Residency Program Directors in Canada (63% response rate, 8/13) found that 75% (6/8) of programs have QIPS curricula with 84% (5/6) in the form of didactic lectures and 67% (4/6) as resident participation in a local project. Lectures alone do not expose learners to the practicality of conducting a QIPS project, and local resident projects often do not expose learners to the complexities of organization-wide QI initiatives. Furthermore, QI initiatives require working in interdisciplinary teams. We therefore hypothesize that an effective QIPS curriculum will require multiple education methods delivered using a multi-disciplinary lens. Methods: A collaborative longitudinal QIPS curriculum for emergency medicine residents at the University of Toronto (UT) was developed using multiple educational methods by physicians and non-medical QI specialists. The curriculum addresses three levels of QIPS training: Knowledge (lectures in PGY1 and 2), practical skills at the local clinical microsystem level (QI project in PGY3), and practical skills at the organization level (problem solving using the case method in PGY5). Curriculum, Tool, or Material: The lectures are taught by physicians involved in local and organization-wide QI projects and by those in senior management. The PGY3 residents enrol in a co-learning curriculum developed by the Department of Medicine, where residents and faculty conduct a local QI project together. The PGY5 teaching cases were created with management consultants using material from a real hospital QIPS initiative. PGY5s are taught using the case method that places the learner in the role of the organization’s manager who discusses the issues in class and proposes actions. Residents learn about the practicality of their recommendations by discussion with the management consultants, who disclose the case outcomes and review the lessons learned. Conclusion: A longitudinal QIPS curriculum for emergency medicine residents at UT was developed collaboratively. Multiple teaching methods address all three levels of QIPS training. This curriculum represents a novel use of the case method to instruct QIPS project leadership and management outside of the business school setting. Discussions with management consultants provide a different perspective of the real-life challenges of conducting QIPS initiatives.