Relevant bibliographies by topics / Project managers

Academic literature on the topic 'Project managers'

Author: Grafiati
Published: 4 June 2021
Last updated: 1 August 2024

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Journal articles on the topic "Project managers"

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Zulkiffli, Noorul Adharina, and Aryani Ahmad Latiffi. "Review on Project Manager’s Leadership Skills in the Pre-Construction Phase of Sustainable Construction Projects." MATEC Web of Conferences 266 (2019): 01011. http://dx.doi.org/10.1051/matecconf/201926601011.

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Project managers have played a vital role in sustainable construction projects by integrating the concept of sustainability into their practices. The role of project manager is important in all phases of sustainable construction projects but especially in the pre-construction phase when the greatest challenges that require their involvement occur. This requires project managers to have effective leadership skills to think a project through and remain focused on the end goal. Thus, the aim of this paper is to identify the project manager’s leadership skills in the pre-construction phase of sustainable construction projects. A key significant contribution of this paper is the literature review of journals and books on project manager’s leadership skills when engaged in sustainable construction projects. The overall intent is to highlight and identify the leadership skills of project managers in the pre-construction phase of sustainable construction projects so that the values and benefits of these skills can be adapted in current practices to successfully deliver such projects.
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Thoumy, Mira, and Joelle Moubarak. "Project Manager Assignment and Its Impact on Multiple Project Management Effectiveness." International Journal of Information Technology Project Management 8, no. 4 (October 2017): 46–65. http://dx.doi.org/10.4018/ijitpm.2017100104.

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This article aims at identifying the predictive effect of Project Manager's assignment on multiple project management effectiveness in the case of information technology projects in the Lebanese banks. The multiple project management effectiveness was measured on 3 different levels: organizational, projects success and project manager. A survey-based analysis was conducted on a random sample of 43 project managers working in 19 different Lebanese commercial banks. The results showed that most of the project manager's assignment factors influence positively the multiple project effectiveness with some exceptions.
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Dvir, Dov, Arik Sadeh, and Ayala Malach-Pines. "Projects and Project Managers: The Relationship between Project Managers' Personality, Project Types, and Project Success." Project Management Journal 37, no. 5 (December 2006): 36–48. http://dx.doi.org/10.1177/875697280603700505.

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do Vale, João Walter Saunders Pacheco, Breno Nunes, and Marly Monteiro de Carvalho. "Project Managers’ Competences." Project Management Journal 49, no. 3 (June 2018): 82–97. http://dx.doi.org/10.1177/8756972818770884.

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This article investigates the individual competences of project managers through a methodological approach that combines a systematic literature review and an analysis of employment opportunities. A comparative analysis of project manager’s competences from the literature and the job advertisements was done. The systematic literature review was the first stage of the research and consisted of adopting methods of bibliometrics and content analysis. The second stage included an analysis of project managers’ competences in the selection process. Thus, five Brazilian recruitment websites and the selection of employees were investigated. Through literature review, it was possible to classify and code competences in four categories (contextual, managerial, technical, and behavioral). The analysis of job advertisements allowed us to identify core competence requirements in the job descriptions and to develop a project manager profile expected by Brazilian organizations.
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Nasser, Fahd Mahmood Mohammed, Nahg Abdulmajid Alawi, Abaidullah Mustaffa, Asniza Yusuf, Abd Al-Aziz Al-Refaei, and Mahmood Fahd Mahmood Mohammed. "Matching of the Project Manager’s Approach and the Project Delivery System to Achieve Project Success in Yemeni Projects." European Journal of Business and Management Research 9, no. 3 (June 10, 2024): 101–9. http://dx.doi.org/10.24018/ejbmr.2024.9.3.2334.

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The goal of this study is to seek answers to whether project managers’ approach is influenced by the project delivery system for achieving project success in Yemeni projects. A quantitative approach was adopted in this paper, and 375 project managers from two governorates of Yemen served as respondents. The idea is to assess the connection between the project managers’ approach (PMA) and the project delivery system (PDS). The results revealed that the project manager’s approach (participative and directive) and alignment with the project delivery systems (traditional or design and build) were directly linked with project success or failure. Moreover, the results revealed that the project managers adopting a participative approach have constructive effects, while the project managers adopting a directive approach harm project success. It is a chance for inexperienced project managers to receive advice on how to implement their management strategy and learn that, for Yemeni projects (YPs), every project delivery system requires a suitable approach to leadership.
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Myneni, Kranti Kumar, and Amrutha A. "IMPACT OF EMOTIONAL INTELLIGENCE ON PROJECT MANAGER’S COMPETENCY." International Journal of Engineering Science Technologies 7, no. 3 (May 16, 2023): 23–41. http://dx.doi.org/10.29121/ijoest.v7.i3.2023.501.

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There is increased awareness about the factors that affect project success since project stakeholders are constantly working towards a successful project. Although there are many aspects that affect a project's success, project managers are essential. The purpose of this study is to investigate how emotional intelligence (EI) affects project managers' ability to manage projects effectively. Research has been done in fields of relation between emotional intelligence and project success, but influence of emotional intelligence on project manager’s competency in the field is unknown. In this study linear regression is applied to determine the inter relation between emotional intelligence and competency of a project manager. The practical application of linear regression was demonstrated and conclusions were drawn from the findings of the study. The inter-relations between emotional intelligence and competency of project managers are determined along with the degree of dependency. It is important to understand the dependency of competency on soft skills to enhance a project manager’s performance and thus the project’s success.
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Montenegro, Alessandra, Marina Dobrota, Marija Todorovic, Teodora Slavinski, and Vladimir Obradovic. "Impact of Construction Project Managers’ Emotional Intelligence on Project Success." Sustainability 13, no. 19 (September 28, 2021): 10804. http://dx.doi.org/10.3390/su131910804.

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Numerous authors are persistent in investigating the competency profile of the ideal construction project manager in order to decrease the failure rate of construction projects. There is evidence for the change in construction project management, from traditional practices to practices more focused on people and working relationships. The literature demonstrates a positive correlation between project manager’s Emotional intelligence and project success but less is written about the mechanisms that interfere with that relationship. Furthermore, project manager’s relationships with stakeholders are recognized as an important determinant of project success in the construction industry. Considering the above facts, this study was motivated to examine how the construction project manager’s emotional intelligence influences project success, and whether the relations with internal and external stakeholders interfere as mediators in that relationship. In the conducted research, 110 project managers participated. The results demonstrate that the emotional intelligence of construction project managers significantly influences the project success and that internal and external stakeholder relationships play an important role as mediators among them. Moreover, it is found that some components of EI have more significant influence on stakeholder relationships and project success and that internal and external relationships in different amounts affect components of project success.
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Lemos Dias, Taciana, Bruno Silva Oliveira, Teresa Cristina Janes Carneiro, Ralf Luis De Moura, and Susileia Dos Santos Lima. "Project manager competencies associated with the projects' success in the public sector." Revista de Gestão e Projetos 14, no. 2 (August 1, 2023): 31–54. http://dx.doi.org/10.5585/gep.v14i2.23651.

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Although project management is widely used in the public sector, many projects still fail even when project management tools and practices are employed. Several studies show that a project's success depends partly on the project manager's competencies; however, there is little empirical research on this subject in the public sector. This study aims to analyze the significant characteristics linked with the competencies of the public sector project manager and outlines a profile of these professional competencies characteristics that can lead to the success of projects. Through empirical research conducted with 77 project managers from 32 public organizations in Brazil, this study examined the relationship between project managers' competencies and the likelihood that projects will succeed. Using factor analysis and logistic regression, we looked at factors like time, cost, quality, and scope to determine their relationship to the likelihood that projects will succeed. The findings highlight the importance of project management knowledge, communication abilities, attitudes relating to motivation, trust, and emotional intelligence, and most traits defining project managers in the public sector. The employee's length of service was the single factor that had a negative impact on the project's outcomes. This study contributes to the current knowledge of project managers' competencies in the public sector, showing the main characteristics a successful project manager needs to have and can help direct efforts in selecting a more suitable professional, contributing to the reduction of the turnover of the workforce and the consequent loss of knowledge of the organization.
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Jeffery, Peter. "Project managers and major projects." International Journal of Project Management 3, no. 4 (November 1985): 225–30. http://dx.doi.org/10.1016/0263-7863(85)90054-7.

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Ahmad Latiffi, Aryani, and Noorul Adharina Zulkiffli. "The Improvement Factors of Leadership Skills among Project Managers in Pre-Construction Phase of Sustainable Construction Projects." International Journal of Real Estate Studies 15, S1 (November 30, 2021): 27–38. http://dx.doi.org/10.11113/intrest.v15ns1.114.

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Leadership skills are required in any area, including the construction industry. Compared to conventional construction projects, the obstacles of practising leadership skills are more significant in sustainable construction projects. In the context of managing a project, a project manager is accountable for overseeing the project from the pre-construction phase to the post-construction phase. Nevertheless, project managers often encountered utmost difficulties in sustainable construction projects during the pre-construction phase. Despite that, improving leadership skills would emerge to boost project manager performance in managing sustainable construction projects. Thus, this paper aims to determine the improvement factors of leadership skills among project managers in the pre-construction phase of sustainable construction projects. A questionnaire survey was developed with 44 improvement factors of leadership skills among project managers in the pre-construction phase of sustainable construction projects, in which 153 experienced project managers in sustainable construction projects in Malaysia responded. Data were analysed using normality test, exploratory factor analysis (EFA) and reliability analysis via IBM SPSS version 24 software. The finding reveals that all improvement factors were significant to improve leadership skills among project managers in the pre-construction phase of sustainable construction projects. Hence, this paper's findings would assist project managers in grasping the improvement factors that can improve their leadership skills, particularly in sustainable construction projects.
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Dissertations / Theses on the topic "Project managers"

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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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Mtshekexe, Ntombesibini Octavia. "Problems experienced by project managers on housing projects." Thesis, Nelson Mandela Metropolitan University, 2014. http://hdl.handle.net/10948/d1020930.

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Housing projects are amongst the South African (SA) Government’s major focus points with reference to budgeting for its financial years. The delivery of these housing projects is taking place at a slower rate than anticipated due to the problems experienced in the processes involved in their management. The project management shortcomings are a major setback with reference to the delivery of houses to the communities. It is, however, stated by the Constitution of the Republic of South Africa (RSA) that every South African citizen has a right to housing and that the Local Government, as the closest entity to communities, must do whatever it possibly can to ensure timeous service delivery to its communities. The objective of this research is to ascertain the nature and extent of project management problems experienced by municipal project managers, the impact thereof and potential solutions to the identified problems. The study is intended to advise on possible ways to address project management problems arising during the implementation of housing projects in the Nelson Mandela Bay Municipality (NMBM) through investigation and analysis of information gathered in both theory and practice. Project management is a process of controlling the achievement of project objectives through the application of knowledge, skills, tools and techniques. For a housing project the main objective is to deliver safe, quality houses on time and within budget. Problems which hinder the delivery of housing projects relate to cost, time and the quality of housing projects delivered. The fact that these key project objectives are not met needs to be addressed urgently in order to improve the housing delivery. The literature reviewed and the feedback from the surveys; indicate that these problems have a vast impact on housing projects. The survey also reveals that it is not only housing Project Managers (PMs) that are unable to perform well, but also other parties involved in the project management of housing projects and which play a great role in project management failures of housing projects. Some of these parties are consultants and contractors. The lack of performance by project managers affects the delivery of houses negatively in the NMBM.
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Adham, Talal Abbas. "Formation of project managers." Thesis, Loughborough University, 1992. https://dspace.lboro.ac.uk/2134/7012.

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The construction industry is a fundamental, integral part of economic development. It is organised around individual projects. The effectiveness of the industry is largely determined by the collective performance of projects and the effectiveness of the project manager. This thesis investigates the following issues: the major characteristics of construction projects and the variables affecting the construction industry; the education, training and experience of construction project managers; major skills and knowledge required for the construction project managers; comparisons of the general education policies in other countries; performance in construction and the factors affecting the successful completion of construction projects. The investigation of the education, training and experience of project managers, plus the major skills and knowledge required for the project managers was carried out by mailed questionnaires, followed by face to face interviews. This was organised with the co-operation of the European Construction Institute, which represents major international contractors. The number of completed questionnaires received was 120 out of 170 mailed questionnaires. This is a response rate of 70.5%. The responding project managers were clearly successful and working for successful companies. The majority of these project managers are engineering graduates. They are of very strong technical background, but of shallow or very shallow managerial background. The top priority of the required knowledge and skills was given to management related subjects. The importance of technical knowledge is not diminished by the attendant need for management, legal and other personal skills. projects in order to identify the factors affecting the successful completion of construction projects and achieving a clearer picture of the required skills and knowledge for effective project managers. This thesis identifies the following: the education background of project managers; the effectiveness of the major sources of knowledge in contributing to skills and knowledge of the project managers; the top 20 skills required for the job of the project manager; the required actions by all the parties concerned to enhance the effectiveness of construction project managers; the link between the required skills and the factors affecting the successful completion of projects. In general this thesis contributes to the policies for developing effective construction project managers.
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Lomas, D. W. "Surveyors as project managers." Thesis, Hong Kong : University of Hong Kong, 1994. http://sunzi.lib.hku.hk/hkuto/record.jsp?B25947540.

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Cabral, John Stephen. "Project Risk Management Strategies for IT Project Managers." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3663.

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Utilizing information technology (IT) to enable new organizational capabilities to achieve near-term objectives and long-term sustainability is a top priority for many business leaders seeking to maintain or increase market share. However, organizational leaders face significant challenges to their strategy execution because the percentage of challenged IT projects has remained relatively static for decades. The purpose of this qualitative case study was to explore risk management strategies used by 7 purposely selected IT project managers (PMs) from a pharmaceutical company located in the northeastern United States who have effectively managed IT project performance by using risk management strategies, leading to the successful delivery of an IT project. The conceptual framework that guided the research was actor-network theory. The data collection included semistructured interviews and the collection of internal organizational risk registers and other project risk management documentation. An inductive content analysis followed the procedures outlined in Malterud's systematic text condensation strategy, yielding the following major strategies to increase IT project performance: performing knowledge management, promoting a positive risk culture, utilizing an existing risk management framework, and performing risk-related communication. The implications for positive social change include the potential to help IT PMs deliver the expected business value on time and within budget, which, in turn, may enable pharmaceutical companies to improve the quality of life of afflicted individuals and populations in need of safe, economical, and innovative therapies.
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Miranda, Tiago, and Bimal Ghimire. "Desired Competences for Project Managers." Thesis, Umeå University, Umeå School of Business, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-1513.

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Project Management is multidisciplinary in nature; it involves a number of activities and requires the project manager to possess a wide variety of competences. This thesis aims to investigate which competences organizations currently require from project managers. In particular the focus of this research is to examine and contrast the “soft” (interpersonal) and “hard” (technical) competences required by the job market and to find out if organizations recognize the importance of both of them or if they pay special attention to one of them. A total of 50 online job advertisements from different industries and countries were analyzed using content analysis in order to determine what competences are valued by employers. Furthermore, 9 semi-structured interviews were conducted with project management academics and practitioners in order to provide a more in depth study and to allow triangulation between the findings. The results indicate that some competences are more valued than others. Communication, project integration management and scope management are the top three competences required by employers. The results also suggest that employers, academics and practitioners are aware of the need to balance hard and soft competences.

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Blackburn, Sarah Kaye. "Understanding project managers at work." Thesis, Henley Business School, 2001. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.247551.

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Kapogiannis, G. "A conceptual framework for project managers to improve projects performance." Thesis, University of Salford, 2013. http://usir.salford.ac.uk/30642/.

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The Architecture, Engineering and Construction (AEC) sector often encounters difficulties in attaining satisfactory project performance. The secondary data in this research (literature review) clearly shows that an inability to pre-identify problems leads to projects becoming ‘risky’. This can be due to a lack of meeting certain project targets, i.e., a lack of predicting ‘accurate’ project time and costs, a failure to raise the project’s quality issues and failures in predicting a project’s return on investment. In addition, it has been shown that a major lack of anticipating problems within a construction project can occur because of a lack of providing accurate data/information and a lack of team collaboration between project stakeholders. Much research has been conducted in order to anticipate construction project problems and to attempt to offer technological solutions, including information maturity models. However, in spite of all this, research projects still run into risks. Therefore, this thesis aims to investigate a conceptual framework to support construction project managers in order to enhance project performance. This conceptual framework brings together three main entities: Integrated Collaborative Technologies, Team Collaboration and Proactive Behaviour. These three notable entities are used to support project managers’ strategies in order to successfully fulfil the project. In order for this to be achieved the researcher has met the following objectives: an investigation as to how proactive behaviour impacts on the progress of construction projects, an investigation into how team collaboration relates to proactive behaviour and an investigation into how team collaboration and integrated collaborative technologies can support proactive behaviour. The research design includes primary mixed data analysis and secondary data analysis from the literature review. In order to gather data, semi-structured interviews and a questionnaire have been undertaken by the researcher. The proposed conceptual framework was tested by asking professional experts whether the proposed framework was applicable within a construction project environment. The research shows that there is a relationship between integrated collaborative technologies and team collaboration, and team collaboration and proactive behaviour, and hence these factors impact on project performance. Moreover it has been proved that, in order to achieve a successful outcome, a project requires stakeholders to learn how to collaborate with the support of integrated collaborative technologies. Throughout this ‘iterative process’ construction project managers can enhance their proactive behaviour at an individual level and thus can enhance their ability to pre-identify construction related problems. Arguably, this behavioural change will impact positively on project performance indicators.
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Senthill, Monica. "Leadership Styles and Competencies of Project Managers in Successful Projects." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5778.

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Leadership style and competency are relevant to the failure or success of a project. The purpose of this single case study was to explore the leadership styles and competencies that project managers possess to improve information technology (IT) project outcomes. The targeted population included 5 project managers from an organization headquartered in the mid-Atlantic region of the United States who have successfully managed U.S.-based IT projects and improved the project outcomes. The 3 traditional leadership styles (transformational, transactional, and participatory) were the conceptual framework for this study. Data collection included review of archival organizational documents and semistructured interviews with 5 qualified participants. Data were compiled, organized, dissembled, reassembled into a sequence of groups, and interpreted for meaning. The interview protocol, interview transcription, member checking, and methodological triangulation added to the trustworthiness of the findings. Three themes emerged from the data analysis: selecting leadership style, selecting leadership competency, and identifying project factors affecting project outcomes. The implications of this study for positive social change include the potential to increase job opportunities through improved organizational performance that may result from improved project outcomes.
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Ojo, Emmanuel Opeyemi. "Project Managers' Capacity-Planning Practices for Infrastructure Projects in Qatar." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7320.

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Infrastructure project delays and cost overrun are caused by ineffective use of organizational skills, processes, and resources by project managers in the construction industry. Cost overrun and schedule delay in Qatari infrastructure projects have had damaging effects on the national economy by way of claims and litigation, contractual disputes, delays in dependent projects, and project abandonment. The purpose of this qualitative case study was to explore the perceptions of project managers regarding how they utilize capacity-planning practices to mitigate project schedule delay and cost overrun in government-funded infrastructure projects in Qatar. This study was framed by three conceptual models developed by Gill to outline the capacity management needs within a construction company: (a) the time horizon model, (b) the individual-organization-industry levels model, and (c) the capacity development across components model. Date were collected from semistructured interviews with 8 participants, observational field notes, and archival data regarding Qatari infrastructure project managers' experiences in capacity-planning practices. Thematic analysis of textual data and cross-case synthesis analysis yielded 5 conceptual categories that encompassed 15 themes. The conceptual categories were (a) resources to meet performance capacity, (b) knowledgeable and skillful staff, (c) short- and long-term planning strategy, (d) cost overrun issue, and (e) time management. Findings may be used to promote timely completion of infrastructure projects, which may benefit citizens, construction companies, and the economy of Qatar.
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Books on the topic "Project managers"

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Ferraro, Jack. Project management for non-project managers. New York, NY: AMACOM, 2012.

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Wright, David. Law for Project Managers. 2nd edition. | Abingdon, Oxon [UK] ; New York : Routledge, 2017.: Routledge, 2017. http://dx.doi.org/10.4324/9781315160757.

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Harpham, Bruce. Project Managers at Work. Berkeley, CA: Apress, 2018. http://dx.doi.org/10.1007/978-1-4842-2668-1.

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J, Smith Nigel, ed. Project management for managers. Newtown Square, Pa: Project Management Institute, 1999.

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Institute, Project Management, ed. Quick quizzes for project managers. Newtown Square, Pa: Project Management Institute, 2010.

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K, Pinto Jeffrey, Trailer Jeffrey W, and Project Management Institute, eds. Leadership skills for project managers. Newton Square, PA: Project Management Institute, 1998.

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Marsh, David. The programme managers companion. London: Stationery Office, 2001.

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Harrin, Elizabeth. Social media for project managers. Newtown Square, Pa: Project Management Institute, 2010.

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Wastian, Monika, Lutz von Rosenstiel, Michael A. West, and Isabell Braumandl, eds. Applied Psychology for Project Managers. Berlin, Heidelberg: Springer Berlin Heidelberg, 2015. http://dx.doi.org/10.1007/978-3-662-44214-2.

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William, Heldman, ed. Excel 2007 for project managers. Indianapolis, Ind: Wiley Pub., 2007.

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Book chapters on the topic "Project managers"

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Moynihan, Tony. "How Project Managers Construe Projects." In Practitioner Series, 7–31. London: Springer London, 2002. http://dx.doi.org/10.1007/978-1-4471-0155-0_2.

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Hwang, Bon-Gang, Jasmine Ngo, and Hanjing Zhu. "Construction Project Managers' Competencies." In Managing Projects with Smart Technologies, 45–68. London: Routledge, 2024. http://dx.doi.org/10.1201/9781003462231-5.

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Harpham, Bruce. "Michael Lubrano." In Project Managers at Work, 1–13. Berkeley, CA: Apress, 2017. http://dx.doi.org/10.1007/978-1-4842-2668-1_1.

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Harpham, Bruce. "Ilana Sprongl." In Project Managers at Work, 113–24. Berkeley, CA: Apress, 2017. http://dx.doi.org/10.1007/978-1-4842-2668-1_10.

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Harpham, Bruce. "Jason Fried." In Project Managers at Work, 125–36. Berkeley, CA: Apress, 2017. http://dx.doi.org/10.1007/978-1-4842-2668-1_11.

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Harpham, Bruce. "Tom Atkins." In Project Managers at Work, 137–51. Berkeley, CA: Apress, 2017. http://dx.doi.org/10.1007/978-1-4842-2668-1_12.

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Harpham, Bruce. "Cornelius Fichtner." In Project Managers at Work, 153–62. Berkeley, CA: Apress, 2017. http://dx.doi.org/10.1007/978-1-4842-2668-1_13.

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Harpham, Bruce. "Brennan Dunn." In Project Managers at Work, 163–74. Berkeley, CA: Apress, 2017. http://dx.doi.org/10.1007/978-1-4842-2668-1_14.

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Harpham, Bruce. "Tracy Ford." In Project Managers at Work, 175–85. Berkeley, CA: Apress, 2017. http://dx.doi.org/10.1007/978-1-4842-2668-1_15.

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Harpham, Bruce. "Annette Lyjak." In Project Managers at Work, 187–97. Berkeley, CA: Apress, 2017. http://dx.doi.org/10.1007/978-1-4842-2668-1_16.

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Conference papers on the topic "Project managers"

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Brewer, Jeffrey L. "Project managers." In the 6th conference. New York, New York, USA: ACM Press, 2005. http://dx.doi.org/10.1145/1095714.1095754.

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Cojoacă (Alniți), Denisa-Maria, Mădălina-Maria Dodoc (Ghițun), and Marius Sandy Stănescu. "Theoretical Approaches of Project Management." In 9th BASIQ International Conference on New Trends in Sustainable Business and Consumption. Editura ASE, 2023. http://dx.doi.org/10.24818/basiq/2023/09/028.

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Our paper aims to critically analyze the scientific literature regarding the competencies of project managers and their role in creating and coordinating an efficient team. To carry out our research, we employed a qualitative research approach based on the study of secondary sources. As a result of the literature review, we have classified and analyzed the competencies of managers that lead to successful project outcomes. Furthermore, based on the particularities and competencies of managers, we have analyzed how the relationship between the manager and the team influences project outcomes. Furthermore, based on the particularities and competencies of managers, we have analyzed how the relationship between the manager and the team influences project outcomes. This research should be considered a starting point for future research by providing insights into the skills and competencies required for effective project management. The project managers and teams can use our findings to develop and implement a strategic vision to achieve project objectives. Moreover, creative skills and the ability to motivate the entire team represent relevant elements to conduct successful projects and strengthening team cohesion. This study is of great relevance to academics and practitioners in project management, as it offers the opportunity to identify areas for improvement and implement corrective measures to enhance project success. Therefore, future research should focus on developing and transforming the manager's skills into a true leader.
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Stirling, Gunn, and Ka˚re Ho̸gmoen. "Assisting Project Managers to Manage Risk by Planned Verification." In 2010 8th International Pipeline Conference. ASMEDC, 2010. http://dx.doi.org/10.1115/ipc2010-31497.

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Operators of large and complex pipeline systems face numerous risks and verification is a means to manage risk. Important factors to be considered when selecting a verification strategy are; legislative requirements and expectations, contracting philosophy, interface management, communication strategy, project technical challenges and quality assurance philosophy. To assist project managers in planning and communicating the verification strategy, a standardized three tiered verification scope is described.
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Mizuno, Osamu, Tohru Kikuno, Yasunari Takagi, and Keishi Sakamoto. "Characterization of risky projects based on project managers' evaluation." In the 22nd international conference. New York, New York, USA: ACM Press, 2000. http://dx.doi.org/10.1145/337180.337226.

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Yuan, Hongping, and Jing Wang. "Investigating Project Managers’ Waste Reduction Behavior in Construction Projects." In International Conference on Construction and Real Estate Management 2017. Reston, VA: American Society of Civil Engineers, 2017. http://dx.doi.org/10.1061/9780784481066.045.

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Sebt, Mohammad Hassan, Vahid Shahhosseini, and Mohammad Rezaei. "Competency Based Optimized Assignment of Project Managers to Projects." In 2010 12th International Conference on Computer Modelling and Simulation. IEEE, 2010. http://dx.doi.org/10.1109/uksim.2010.65.

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Duncan, William R. "Competency model for the project managers of technical projects." In Rochester - DL tentative, edited by Ernest Sternberg, Allen J. Krisiloff, and Roland R. Schindler. SPIE, 1992. http://dx.doi.org/10.1117/12.58926.

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Andrews, D. "Ship Project Managers Need to be Systems Architects Not Systems Engineers." In Maritime Project Management 2016. RINA, 2016. http://dx.doi.org/10.3940/rina.mpm.2016.07.

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Wang, Yi, and Fan Li. "How does project managers' personality matter?" In Proceeding of the 24th ACM SIGPLAN conference companion. New York, New York, USA: ACM Press, 2009. http://dx.doi.org/10.1145/1639950.1640049.

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Liu, Shuangqin, and Cheng Liu. "Management Innovation of IT Project Managers." In 2010 International Conference on Information Management, Innovation Management and Industrial Engineering (ICIII). IEEE, 2010. http://dx.doi.org/10.1109/iciii.2010.337.

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Reports on the topic "Project managers"

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Unterhitzenberger, Christine. Stakeholder challenge: Dealing with difficult stakeholders. Association for Project Management, February 2018. http://dx.doi.org/10.61175/pkjw9157.

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The study identified three areas – structural environment, social environment and the stakeholder themselves, that cause difficult situations in projects related to stakeholders, and also some examples of what difficult situations typically look like in a project. The study found that difficult situations have an impact on a project, as well as on the project manager themselves. Building on this the research identified that project managers adopt two different coping strategies when they deal with difficult situations created by project stakeholders. These are project coping strategies and personal coping strategies. The research findings enabled a validated framework for Coping Strategies with Difficult Stakeholders to be developed whilst highlighting some practical recommendations for project management practitioners to use when encountering difficult stakeholders.
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Pinelli, Thomas E., Myron Glassman, Walter E. Oliu, and Rebecca O. Barclay. NASA/DoD Aerospace Knowledge Diffusion Research Project. Report Number 3. Technical Communications in Aerospace: Results of Phase 1 Pilot Study. An Analysis of Profit Managers' and Nonprofit Managers' Responses. Fort Belvoir, VA: Defense Technical Information Center, October 1989. http://dx.doi.org/10.21236/ada252065.

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Nirider, L. Tom. Criticality Safety Lessons Learned in a Deactivation and Decommissioning Environment [A Guide for Facility and Project Managers]. Office of Scientific and Technical Information (OSTI), August 2003. http://dx.doi.org/10.2172/815072.

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Vrachinopoulos, Athanasios. Program Managers' Competencies: A Consideration of Project Management Competencies on the Specific Case of the Land Reserve Modernization Project at Meaford, Ontario, Canada. Fort Belvoir, VA: Defense Technical Information Center, September 2006. http://dx.doi.org/10.21236/ada457737.

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Andrews, Anne, and Herb Nelson. Implementing Advanced Classification on Munitions Response Sites: A Guide to Informed Decision Making for Project Managers, Regulators, and Contractors. Fort Belvoir, VA: Defense Technical Information Center, December 2011. http://dx.doi.org/10.21236/ada555949.

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Albright, Jeff, Kim Struthers, Lisa Baril, John Spence, Mark Brunson, and Ken Hyde. Natural resource conditions at Glen Canyon National Recreation Area: Findings & management considerations for selected resources. National Park Service, April 2022. http://dx.doi.org/10.36967/nrr-2293112.

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Glen Canyon National Recreation Area (GLCA) encompasses more than 0.5 million ha (1.25 million ac) and extends over 322 km (200 mi) from its northern boundary in southern Utah to its southern boundary in northern Arizona. It is one of the most rugged, remote, and floristically diverse national parks on the Southern Colorado Plateau (Thomas et. al 2005) and has more than 4,900 km (3,045 mi) of waterways flowing through its eight Hydrologic Unit Code (HUC 8) watersheds. GLCA’s larger perennial rivers include the Colorado, Escalante, Dirty Devil, San Juan, and Paria, with smaller perennial and intermittent streams flowing into each of these rivers. After the creation of the Glen Canyon Dam, Lake Powell formed, covering 13% of the park’s total land area when full and the national recreation area attracts over 4 million visitors annually, and in 2019 GLCA ranked 19th highest in recreational visits out of all national parks. The National Park Service Natural Resource Condition Assessment Program selected GLCA to pilot its new NRCA project series. NRCA projects evaluate the best available science to provide park managers with reliable, actionable information pertaining to natural resource conditions in their park. For the park-selected focal study resources, this includes consideration of drivers and stressors known or suspected of influencing resource conditions; assessment of current conditions and trends for indicators of condition; and potential near-term and future activities or actions managers can consider, improving their knowledge and management of natural resources in parks. For focal resources that lack adequate data to assess current conditions, a gap analysis is provided (in lieu of a condition assessment) to highlight the present status of knowledge of the resource and to suggest useful indicators, data, and studies for further consideration and investigation. Park managers are encouraged to identify information needs and pose questions during the NRCA scoping process, with the understanding that information will be provided to help address those needs and answer those questions when possible. For a comprehensive list of GLCA managers’ questions and needs, please refer to Appendix A, Table A-1. The focus of GLCA’s NRCA study was the water-dependent resources—tinajas, springs & seeps, including water quality, riparian zone, amphibians, including the northern leopard frog (Lithobates pipiens), and small, native fishes—that are found off the mainstem Colorado River. Managers were interested in these particular environments and the natural resources that depend on them because they are less studied, and the habitats are “biodiversity hotspots” due to the intersection of complex desert and freshwater ecosystems in a region limited by water. The following summaries highlight the key findings of GLCA’s focal resource drivers and stressors (Chapter 2), states (Chapter 3), and manager responses (Chapter 4).
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Seyoum, Asrat. Pathways to viability: Community radio in Ethiopia. FOJO media institute, Linnaeus University, May 2024. http://dx.doi.org/10.15626/fojo.i.202402.

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Ethiopia's community radio landscape, with over 50 licensed stations and approximately 35 broadcasting nationwide, serves as a vital information source in rural areas, broadcasting in over 20 local languages. Despite their significance, these stations face challenges in governance, financial sustainability, and program quality. The media viability assessment aimed to understand these challenges, prioritize them, and inform support activities. The assessment involved 35 managers and program heads from 25 community radio stations and employed online surveys, desktop research, and limited expert interviews. Factors were scored on a scale of 1 to 10 for their importance to station viability, with most receiving high scores. Governance, programming, financial sustainability, and technical issues were key focus areas. The analysis revealed a clear recognition among managers of the complex challenges they face, with factors related to local issue coverage receiving the highest average score. Recommendations include developing robust financial sustainability strategies, prioritizing audience engagement, enhancing board leadership, creating strategic plans, advocating for high-quality content, providing training in project management and media management, offering technical skills training, facilitating networking among managers, and prioritizing digital capacity-building.
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García-Avilés, J. A., F. Arias, A. De Lara, M. Paisana, M. Carvajal, C. Foá, A. García-Ortega, et al. IBERIFIER Reports – Analysis of Trends and Innovations in the Media Ecosystem in Spain and Portugal (2025-2030). Servicio de Publicaciones de la Universidad de Navarra, 2024. http://dx.doi.org/10.15581/026.006.

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This report is the result of a prospective analysis among professionals and experts to identify the trends and innovations that will impact the media landscape in Spain and Portugal over the next five years. It is one of the initiatives of the IBERIFIER project to guide the decision-making of media managers, media companies, political leaders and other social actors.
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Gulbransen, Thomas C. Summary Report on Information Technology Integration Activities For project to Enhance NASA Tools for Coastal Managers in the Gulf of Mexico and Support Technology Transfer to Mexico. Office of Scientific and Technical Information (OSTI), April 2009. http://dx.doi.org/10.2172/1005141.

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Pinelli, Thomas E., Myron Glassman, Walter E. Oliu, and Rebecca O. Barclay. NASA/DoD Aerospace Knowledge Diffusion Research Project. Report Number 2. Technical Communications in Aerospace: Results of Phase 1 Pilot Study. An Analysis of Managers' and Nonmanagers' Responses. Fort Belvoir, VA: Defense Technical Information Center, August 1989. http://dx.doi.org/10.21236/ada252064.

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