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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Volkoff, Laurent. "Leadership et formation des managers." Thesis, Aix-Marseille, 2013. http://www.theses.fr/2013AIXM3069/document.
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Le cadre en entreprise est appelé à jouer deux rôles distincts : celui de manager et celui de leader. Grâce à une étude pluriréférentielle une modélisation définitoire de la notion de leadership est proposée. Cette modélisation sera comparée avec l’analyse d’entretiens conduits auprès de cadres praticiens. Un approfondissement des concepts de formation et d’apprentissage tentera de résoudre la question de la possibilité de formation pour le rôle de leaderA Business executive is called to play two distincts roles : the manager’s one and the leader’s one. Through a multirefrential study, a defining model of the leadership concept is proposed. This model will be compared with an analysis of interviews conducted with business executive practicians. A deep investigation of learning and training concepts will try to resolve the question of effective training leader possibility
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Hoxha, Luli. "Relationship Between Project Managers’ Age, Years of Project Experience, and Project Success." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/5296.
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Project failures are costly to businesses and are increasingly present in the news. In many industries, projects have a 40% failure rate, and 90% of venture capital projects fail even to start. Project managers play a key role in delivering successful projects. The purpose of this correlational study was to examine the relationship between project manager’s age and years of project experience and project success. The population of this study consisted of 108 active or former project managers working in Albania or Kosovo who were LinkedIn members. The study was not grounded in a named theory; rather, based on the conceptual framework that project managers’ age and years of project experience may predict project success. The independent variables were project managers’ age and years of project experience, and the dependent variable was project success. Data were collected using a questionnaire posted on the SurveyMonkey website and analyzed using multiple linear regression. The results revealed that age has a negative, though not statistically significant, effect on project success. Project managers’ experience has a positive influence on project success; this effect is also not statistically significant. The coefficient of determination R2 was .02, which demonstrated that only 2% of project success relates to the independent variables. The study may contribute to positive social change by helping project managers and leaders of international development agencies, that conduct project to positively affect social change through improvements in areas such as agriculture, water, sewage, health, nutrition, education, environment, and social development. An increased rate of project success may translate into an improvement of livelihood for local communities in low-income countries.
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Serhan, Ahmad, and Asen Draganov. "Project managers’ communication skills and stakeholder engagement in sustainable construction projects." Thesis, Malmö högskola, Fakulteten för kultur och samhälle (KS), 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:mau:diva-22559.
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Simmons, Cheryl Lynn. "Managers' and non-managers' conflict resolution styles: The effect of gender role." CSUSB ScholarWorks, 1996. https://scholarworks.lib.csusb.edu/etd-project/1396.
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Oputa, Nkenamchi Benedict. "Project Managers' Strategies for Megaproject Success." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4669.
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In Africa, most oil and gas megaprojects exceed their original budget and time deadlines despite advancement in project management processes and systems. This study explored strategies project managers used for megaprojects' success in the oil and gas industry in Nigeria, from the perspectives of the owner and contractor organizations. Multiple case study design was utilized to collect data by asking open-ended questions in separate interviews with 4 project managers. Archival project data was also reviewed to eliminate information incongruences. The conceptual framework for the study is the contingency theory that there is no universal management structure for every project. The data analysis approach was thematic coding. Study findings from the data analysis were aggregated into 5 themes. The 1st, 2nd, and 3rd themes include the project managers' view of measures of megaproject successes, project managers' strategies for managing the business environment, and the strategies for achieving megaproject execution excellence. The 4th and 5th themes are the strategies for facilitating employee performance and the typical social change development and social change performance initiatives to benefit neighboring communities because of a megaproject. The conclusion from the evidences gathered is that megaproject success is contingent on the ability of the project manager to unravel and address complexity leveraging strategic leadership and systems thinking. From these findings, project managers from the client and contractor organizations may use, adapt, learn, refresh, and improve their project management skills. The significance of the study to positive social change from improving the success rates of megaprojects includes improvement in human capacity development and infrastructural additions that can facilitate economic growth in the region.
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Mangqalaza, Qaqambile. "Can project managers do it alone?: the role of total project leadership on project success." Thesis, Nelson Mandela Metropolitan University, 2012. http://hdl.handle.net/10948/d1017029.
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The primary objective of the study was to establish the role that is played by team member leadership and strategic leadership, in complementing project manager competencies, on project success. Ultimately, the study is meant to assist project organizations and project managers in crafting leadership development programmes and plans that entrench leadership as a complementary aspect among project participators. The study is modelled on the concept that there are essentially three levels of leadership in projects, namely: (a) executive, (b) management and (c) operational level (DuBrin, 2010). There is therefore a complementary leadership relationship between company executives, project managers and team members that contribute to project success. Most current project leadership practices emphasize the project manager’s competencies as the key driving force in project success. Howell and Shamir (2005) assert that many writers in leadership agree that leadership is an interdependent relationship between the leader and the follower, yet leadership theories are too “leader-centric”. Beyer (1999) and Yukl (1998) in Howell and Shamir (2005) also criticized charismatic leadership theories as promoting stereotypes of “heroic leadership” that single-handedly determine the fate of the groups and organizations and that followers are a submissive lot to the leader’s will and demands. The literature study revealed that there are different perspectives on project success. Project managers and team members mostly focus on operational objectives of cost, time and quality requirements to the detriment of the business results, yet top management focus on business results. Further the literature showed that certain leadership theories only recognise the project manager for leadership on projects while others accept that followers themselves are leaders and that formal leadership is becoming irrelevant. Leadership is meant to be distributed to various role players in the team since it is a complementary construct. The empirical study consisted of a structured questionnaire distributed to a population of company executives, project managers and project team members in various project organizations predominantly in the Eastern Cape. The structured questionnaire was aimed at gathering views on the aspects of project success and project leadership, especially the role played by the strategic leadership and team member leadership as active participants that complement the project manager in achieving project success. The results of the empirical study revealed that: Project success straddled both the notion of meeting time, cost and quality requirements as well as achieving strategic business results. Leadership is a relationship between the leader and the led and that it must be dispersed to various participators in the team. Top management (executives) play a valuable role in linking projects to strategy and ensuring an aligned selection of projects. Team members play an active role in leadership, empowering the project leader and influencing his or her behaviour and consequently determining the results of the leadership relationship. Recommendations are presented for increasing project success through total leadership. These recommendations include that: Management in project organisations should expand the definition and understanding of project success at all levels. Executive management in project organisations should always view projects as strategic weapons to compete in the market place. The strategic imperatives of projects and project selection are not a once-off exercise but further taken to implementation at project level through strategy implementation and monitoring. Team members should be recognised as active participators in project leadership relationship. It is an obsolete idea to assume that as a result of the project manager having good leadership qualities and competencies that the team members will automatically follow.
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Cameron, Nancy G. "Project Management: Collaboration Between Nurse Leaders and Medical Equipment Project Managers." Digital Commons @ East Tennessee State University, 2013. https://dc.etsu.edu/etsu-works/7051.
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Branch, Harold Kenneth. "Strategies Construction Project Managers Use to Create Environmental Sustainability in Construction Projects." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/6176.
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Senior construction project managers who fail to create strategies for environmental sustainability risk losing their competitive advantage in the business environment. Based on stakeholder theory, the purpose of this multiple case study was to explore the strategies that senior project managers use to implement environmental sustainability in their construction projects. Data were obtained from semistructured interviews with 4 senior project managers from 4 construction companies located in the midwestern region of the United States who implemented environmentally sustainable practices in their project processes. The data analysis process included methodological triangulation. The interviews were transcribed, interpreted, and coded to generate themes, which were validated through member checking and archival documentation. The centralized themes included (a) stakeholder engagement, (b) terminology, and (c) cost. Construction projects require the use of appropriate strategies for implementation of environmental sustainability in their project processes, lest project failure occurs. The use of stakeholder engagement principles, to strengthen environmental sustainability interests, creates shared concern and helps generate a roadmap for using environmentally sustainable business strategies. The implications for positive social change include the potential to affect business practices by contributing new knowledge to develop strategies that project managers can use for implementing environmentally sustainable practices. Environmentally sustainable construction practices will enhance the social practice of caring for the environment and create health and well-being.
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Kwok, Chor-wo. "Competencies of project managers in Hong Kong." Click to view the E-thesis via HKU Scholars Hub, 2004. http://lookup.lib.hku.hk/lookup/bib/B37930151.
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Nall, La Keshia Lynn. "Instructional Designers as Project Managers: A Phenomenology." Diss., NSUWorks, 2019. https://nsuworks.nova.edu/gscis_etd/1065.
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The ability to effectively manage learning design projects, consult with stakeholders (such as sponsors, subject matter experts, and learners), and direct projects to completion is a vital part of an instructional designer’s role. Although the need for project management education and experience is reiterated in the literature and in cross-industry instructional designer (ID) job postings, it was unclear how these professionals acquired and used project management skills and tools in their profession because project management is not a focus in many higher education programs intended to prepare instructional designers.
The goal of this phenomenological study was to understand the lived experiences of practicing instructional designers as project managers. Results describe how instructional designers practice project management and the best practices, models, methods, tools, and technologies that they use to acquire and apply project management knowledge and skills in their learning design projects. Five themes emerged from the analysis: ID/Project Management (PM) Background, PM Role Characteristics, PM Challenges, PM Insights, and PM Recommendations. During the analysis process, 14 codes (each corresponding to a theme) were exposed. The ID/PM Background theme consisted of ID/PM-related Experience, PM Preparation, and PM Competencies. PM Role Characteristics included Primary Responsibilities, Models Used, and Tools Used. PM Challenges encompassed the PM Challenges and Avoid/Overcome PM Challenges codes. PM Insights comprised PM Preparation Feelings, PM Experience Feelings, and PM Models/Tools Feelings. The theme, PM Recommendations, included codes for PM Preparation Recommendations, PM Model/Tool Recommendations, and PM Recommendations. An examination of themes that emerged from the instructional designers’ stories, along with an exploration of the research questions yielded important findings. The study offers recommendations for academia and industry for preparing instructional designers to manage their projects in professional practice.
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Didenko, Anna, and Pliego Gerardo Suarez. "Knowledge transfer in project-based SMEs : Transfer of project lessons learned between project managers." Thesis, Umeå universitet, Företagsekonomi, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-98069.
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O'Donnell, James G. "A study of the relationships among project managers' leadership practices, project complexity, and project success." ARGOSY UNIVERSITY/SEATTLE, 2012. http://pqdtopen.proquest.com/#viewpdf?dispub=3487788.
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Jessen, Svein Arne. "The motivation of project managers : a study of variations in Norwegian project managers' motivation and demotivation by triangulation of methods." Thesis, Henley Business School, 1991. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.278441.
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Cash, Leatricia Michelle. "The council-manager plan, or, Managing for results?: Profiles and management styles of eight city managers in San Bernardino County." CSUSB ScholarWorks, 2005. https://scholarworks.lib.csusb.edu/etd-project/2736.
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The primary purpose of this study is to examine professional city management in San Bernardino County cities functioning under the council-manager form of government, and to determine whether they are using the fundamental principals of "Managing for Results" as set by the criteria in the GPP report.
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Sarker, Pradipta K., and mikewood@deakin edu au. "Phenomenological inquiry into the experience of web project managers." Deakin University. School of Information Systems, 2003. http://tux.lib.deakin.edu.au./adt-VDU/public/adt-VDU20051208.091736.
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The advent of the Internet and the World Wide Web has been instrumental in bringing about the growth in the implementation of web-based information systems (WBIS). Such systems are designed with the aim of improving productivity, data accuracy, and the reduction of paperwork and administrative overheads. Moreover, unlike their conventional non-web-based predecessors, the WBIS are commonly aimed at users who are casual and untrained, geographically distributed and non-homogenous. The dissemination of WBIS necessitates additional infrastructure support in the form of a security system, workflow and transaction management, and web administration.
WBIS are commonly developed using an evolutionary approach, whereby the version of the application, acquired from the vendor, is first deployed as a pilot, in order to gather feedback from the target users before the evolutionary cycles commence. While a number of web development methodologies have been proposed by existing research, there is a dearth of empirical evidence that elucidates the experiences of project initiators in pursuing the evolution of web services, a process that undoubtedly involves dealing with stakeholder issues.
This research project presents a phenomenological investigation of the experiences of project managers with the implementation of web-based employee service systems (ESS), a domain that has witnessed a sharp growth in Australia in recent times. However, the project managers rich, multidimensional account of their experiences with the implementation of ESS revealed the social obstacles and fragility of intra-organizational relationships that demanded a cautious and tactful approach. Thus, the study provides a socio-organizational perspective to web projects in contrast to the functionalist paradigm of current web development methodologies. The research also confirms that consideration of the concerns of stakeholders by project managers is crucial to the successive cycles of ESS evolution. Project managers address stakeholder concerns by pursuing actions that are aimed at encouraging ESS usage, but at the same time, such actions can have consequences necessitating subsequent iterations of system enhancement and improvement. Finally, the research also discovered that despite the different socio-political climate prevalent in various organizations, in which ESS are being implemented, the experiences of project managers in dealing with stakeholder concerns can be captured and independently confirmed in terms of their perceived relevance and usefulness in problem-solving within the application domain.
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Ibraheem, Ahmad. "Project and functional managers: Coopetition paradox and leadership impact." Thesis, Uppsala universitet, Industriell teknik, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-355343.
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The coopetition (simultaneous focusing on cooperation and competition) between organizations and within organizations has received increasing attention from academia and practice. However, there is no guide on how coopetition can be encouraged. I discuss in how far leadership styles (Transformational, Transactional, laissez-faire, and Autocratic) can be utilized to enable coopetition between the project manager and functional manager and between the project managers as well within a matrix organization. Analyzing 16 semistructured interviews from a company located at Kingdom of Saudi Arabia, I explain that both transformational and transactional together (mixed style) can enhance the coopetition between the managers. Finally, I conclude implications as well as thoroughfares for future research.
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Thuong, Duong Thi. "Women project managers: the current status and future improvement." Thesis, Queensland University of Technology, 2001. https://eprints.qut.edu.au/226968/1/T%28BE%26E%29%202773_Duong_2001.pdf.
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Only those who have been fully found themselves in this world can realise their
natures. Only those who realise their natures can lead other natures to selfrealisation.
Only those who lead other natures to self-realisation can realise the
nature of things (Tzu-Ssu, an grandson of Confucius, quoted from Asplund: 1988)
So why don't women try to find themselves in project management? Is this
definitely not a career for a man only and not a no go area for woman either? Is
project management not a gendered job, but depends on individuals' ability?
This dissertation describes a study that exammes firstly the extent to which
challenges in the workplace may cause women project managers to be in a
significantly small minority, and secondly the potential for their amelioration. The
data for this study comes from an analysis of information from the self-mailed survey
questionnaire to 180 members of Australian Institute of Project Management in
Queensland, who have been working in the project management field.
The focuses of this research is the comparison of paiiicipants' views regarding their
experiences and observations on various issues related to technical and gender
aspects in the project management culture. When the data for this study was retrieved
and evaluated, it was found that there ai·e only the relatively minor differences in
expenences due to participants' gender, experience level, management level and
feature of industries of the project managers. These experiences include
discrimination against women in general, differences in project management style
and the support from project manager not of participants' gender. However, the study
found these differences did not negatively impact on pmiicipants' career progress.
Regarding opportunities for change, the research found that there ai·e vanous
opportunities for women project managers (for example, the changing social and
project enviromnent or the achievement of women in this area). There is, therefore,
an expectation that more women will become project managers in the future. The research also discusses several implications of how this may change the existing
project culture and suggests some feasible initiatives for the industry's practice to
make the change a reality
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Welfolo, Thembani. "Evaluation of core competencies required by project managers to effectively execute a construction project." Thesis, Cape Peninsula University of Technology, 2019. http://hdl.handle.net/20.500.11838/2873.
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Thesis (MTech (Business Administration in Project Management))--Cape Peninsula University of Technology, 2019.Construction projects are deemed to be complex due to the uncertainties in-volved in such projects. The project management literature has outlined chal-lenges that are found in construction projects. It points out that major challenges and problems found in construction projects include cost and schedule overruns. To achieve construction project success a project has to be completed within cost, time and quality standards or performance. To attain success has always been difficult due to the lack of skills and competencies required by construction project managers. A project manager that has the desired competencies to effectively manage cost, time and quality standards in construction projects is needed. Poor management of construction projects is not only in South Africa but it’s a global challenge. Through the combination of qualitative and quantitative research method (also known a mixed method) this study evaluates project manager’s competencies with the objectives of determining the appropriate competencies that could assist a project manager to excellently execute construction projects. This thesis points out that for an effective project manager to successfully manage construction projects requires to have high strength on leadership competency to provide pro-ject leadership, communication competency to direct a way forward in a project and problem solving competency to provide feasible solutions. Provision of project leadership refers to a project manager upholding effective working relationships with colleagues, influencing others to work without being pressurised and provision of vision for the team to know their direction. Direct a way forward in a project refers to a project manager effectively communicating project objectives, speaking to encourage team members to perform tasks effi-ciently and listen actively. Provision of feasible solutions refers to a project man-ager having an ability to identify a problem, seeking best solutions when dealing with problems and exhibiting creativity in problem solving.
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Latorre, V. "Construction manager's influence on project success." Thesis, University of Plymouth, 2009. http://hdl.handle.net/10026.1/2805.
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Construction managers aim to deliver successful construction projects; however it is unclear how they perceive construction project success and how they influence that success. Focusing on the construction phase of the project, a Systems Conceptual Framework is induced from the literature review. In-depth interviews undertaken by 10 construction managers, whose experience accounts for over 130 construction projects, provide data to derive categories which populate the Systems Conceptual Framework initially developed. By adopting an unstructured approach to the data collection, a holistic view of how construction managers impact the success of construction projects is acquired. The construction managers' influence on success is identified through the skills, competencies and characteristics which enable success of the construction phase (enablers). This inductive-deductive methodological approach allows the identification of categories and relations between them which, along with the Systems Conceptual Framework, form the Empirical Model. A Pareto analysis was carried out in order to determine the relative relevance categories have against each others. Overall, 56 relations were identified between the 37 categories derived from the data analysis. The results of the research show that the influence of construction managers on project success is determined by twenty enablers. According to the Pareto analysis, 6 enablers were most relevant; they are separated into two interrelated sets: Communication, Leadership and People Management, and Ability to Pull Back, Experience and Technical Skill. This suggests that construction managers consider mastering 'hard' and 'soft' aspects of the job are both equally relevant to the success of the project. The high interconnectivity between the categories is what allows the Empirical Model to be developed; making it the most important finding of this research. Evidence indicates that construction managers work with both a subjective (qualitative) and an objective (quantitative) concept of success. The quantitative concept of success can have between two and four success factors, which are prioritised according to the needs of the client; there is always one critical success factors that leads the project. The subjective concept of success incorporates aspects of the end user and personal satisfaction, and specific characteristics of the project. The results also show that the outcomes of construction projects can be three: success, failure, and a third outcome which is neither, an outcome between success and failure. Participants have identified this last outcome as being the most frequent.
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Becker, Tove, and Emma Gustafsson. "CHALLENGES WHEN EXECUTING GREEN BUILDING PROJECTS IN SWEDEN : An interview study on project managers’ perceptions." Thesis, KTH, Ledning och organisering i byggande och förvaltning, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-277007.
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A sustainable development is required within the construction sector, in order to cope with an increasing population in a built environment that already suffers from high energy consumption. Green building certification systems, such as BREEAM and LEED, function as tools to support sustainability of buildings in the design, production, maintenance and operation. In green building projects, green requirements are added to the traditional project scope for the buildings in order to achieve certifications. Green buildings tend to be more complex than traditional buildings without high green requirements. Thereby, challenges can appear in these projects that do not exist within traditional building projects. To date, there is little published research exploring how the green requirements impact the execution of green building projects and what challenges they entail in such projects in the Swedish context. This master thesis examines project managers’ perceptions of the impact of green building certification systems on the execution of building projects in Sweden. Furthermore, the study identifies the main challenges that these project managers perceive within green building projects. In order to achieve the aim of this study, semi-structured interviews have been conducted with professionals with experience from green building projects. From the empirical findings, it could be concluded that the general perception among project managers is that the additional requirements that the certifications imply, do not impact the execution of building projects to a considerable extent. However, project managers within this study perceive deficiencies in the ability of BREEAM and LEED to consider Swedish conditions, which impacts the green aspect in the end product. To be able to carry out green building projects, the traditional way of working has been adapted to a certain extent, where set of activities have been organized differently compared to traditional projects. Moreover, four considerable challenges could be identified that the project managers perceive, which are connected to the high green requirements within green building projects in Sweden: (1) Conflict between green requirements and tenants’ requests/user comfort, (2) Lack of engagement among project members regarding green requirements, (3) Management of materials in building material databases and (4) Heavy administration and documentation.I avsikt att möta en ökande befolkningsmängd i en bebyggd miljö med redan hög energikonsumtion, krävs en utveckling mot en mer hållbar byggnadssektor. Miljöcertifieringssystem, såsom BREEAM och LEED, används som verktyg för att främja hållbarhet i byggnaders projekterings-, produktions- och förvaltningsskeden. I gröna byggprojekt tillkommer miljökrav till traditionella byggprojekts omfattning för att dessa byggnader ska kunna uppnå miljöcertifieringar. På grund av dessa tillkommande miljökrav tenderar gröna byggnader att vara mer komplexa än traditionella byggnader och som en följd av detta kan utmaningar uppstå som inte förekommer i traditionella byggprojekt. Fram till idag har endast ett begränsat antal forskningsstudier utförda i Sverige påträffats, vilka studerar hur miljökraven påverkar genomförandet av gröna byggprojekt samt de utmaningar som uppstår i dessa projekt. Detta masterexamensarbete undersöker projektledares uppfattningar om miljöcertifieringssystems påverkan vid genomförandet av byggnadsprojekt i Sverige. Vidare syftar denna studie till att identifiera de huvudsakliga utmaningar som dessa projektledare ställs inför i gröna byggprojekt. För att uppfylla syftet av denna studie, har semistrukturerade intervjuer genomförts med yrkesverksamma som innehar erfarenhet av gröna byggprojekt. Från det empiriska resultatet kunde slutsatsen dras att den generella uppfattningen bland projektledare är att de ytterligare krav som certifieringssystemen medför, inte påverkar genomförandet av byggprojekt i någon större utsträckning. Däremot uppfattar projektledarna vissa brister gällande potentialen i BREEAM och LEED att kunna beakta svenska förhållanden, vilket påverkar slutproduktens miljöprestanda. För att kunna genomföra gröna byggprojekt har det traditionella arbetssättet i viss utsträckning anpassats, där olika arbetsprocesser organiserats på andra sätt jämfört med i traditionella byggprojekt. Vidare kunde fyra betydande utmaningar som projektledare i Sverige upplever kopplade till höga miljökrav i gröna byggprojekt identifieras, nämligen: (1) Målkonflikt mellan miljökrav och hyresgästers önskemål/användarkomfort, (2) Avsaknad av engagemang från projektmedlemmar gällande miljökrav, (3) Hantering av byggmaterial i materialdatabaser samt (4) Omfattande administration och dokumentation.
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Davis, Carol Ann, and Paula Peggy Spencer. "Abuse and neglect: As defined by registered nurses/case managers." CSUSB ScholarWorks, 1994. https://scholarworks.lib.csusb.edu/etd-project/858.
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FRANCA, LEOPOLDO ORSINI DE CASTRO. "THE PROJECT SEGMENTATION OF CAIXA ECONÔMICA FEDERAL: THE MANAGERS PERCEPTION." PONTIFÍCIA UNIVERSIDADE CATÓLICA DO RIO DE JANEIRO, 2004. http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=5431@1.
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O presente trabalho teve por objetivo analisar o Projeto de
Segmentação implementado na Caixa Econômica Federal, bem
como verificar a percepção que os gerentes de agências
tiveram do êxito do mesmo. Efetuou-se a descrição do
Projeto de Segmentação, abrangendo suas fases de
implantação e de desenvolvimento estratégico, em seus
múltiplos aspectos, apresentando as vantagens do mesmo
enquanto estratégia de marketing para a fidelização dos
diversos tipos de clientes. Os resultados se baseiam em
entrevistas com 68 gerentes de 20 agências da zona sul da
cidade do Rio de Janeiro. Os resultados mostram que as
percepções dos gerentes são favoráveis ao Projeto de
Segmentação, contudo apontam para a necessidade de manter
um processo de melhoria contínua e o cuidado com a
pulverização da informação num Projeto desta magnitude.The Segmentation Project that was implemented by Caixa Econômica Federal was the main objective of this dissertation. It was also aimed to verify the perception of the branches manager`s about the success of this Project. The dissertation implied several steps. It began with the Segmentation Project description itself and the Strategic Plan in its multiple aspects, presenting the its advantages as a means of a marketing strategy to attract and keep several types of costumers. The results were based in interviews with 68 managers of several branches from the South Zone of the City of Rio de Janeiro. It shows that the perception of the managers are favorable to the Segmentation Project, however, it points out to the needs of keeping a continuous amelioration process and the preoccupation with the information diffusion in such a Project of this magnitude.
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Shamp, Paul. "Scheduling Strategies for Construction Project Managers Toward On Time Delivery." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4022.
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Construction management projects involve complex, dynamic environments resulting in uncertainty and risk, compounded by demanding time constraints. Research indicated project managers have struggled to identify best practices for scheduling construction projects via critical path methodologies while searching for tools to increase timely job completions and budget profits. The purpose of this single case study was to explore the strategies that construction project managers used to manage scheduled construction project delivery on time. The constructivist philosophical worldview was used as the framework for this study. Data were collected from semistructured interviews from 7 project managers from 5 different construction companies selected via purposive sampling throughout Florida. All project managers had at least 15 years of experience and multiple construction projects with managing scheduled project deliveries. Three themes emerged through thematic analysis: project, time delay, and cost. A construction project can have many variables that project managers cannot control such as the issue of on-time scheduling. Project managers identified that a project could be within the budget or cost set for the project and still be on time and go over budget or be within budget and not meet schedule. No broad support was found for agile project management, and no confirmation could be made that principles of philosophical theories were critical for project success. Implications for a positive social change result in creating new jobs during and after construction, bringing new individuals to neighborhoods, schools, and area businesses.
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Motil, Matthew M. "Project Duration, Budget, Individual Role, and Burnout Among Construction Managers." ScholarWorks, 2015. https://scholarworks.waldenu.edu/dissertations/759.
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Professionals who experience burnout are less productive and lead to decreases in both profitability and human resource (HR) capital. The purpose of this correlational study was to examine the relationship between construction project duration; project budget; an individual's role on a project; and Maslach's three dimensions of burnout, (a) professional efficacy, (b) emotional exhaustion, and (c) cynicism, for the target population of construction management team members working within the Midwestern United States. Using data from an online survey, a multiple linear regression analysis was used, along with a separate multiple linear regression model, to quantify the relationship of each dimension of the burnout syndrome with the independent variables. Results suggested that there was no statistically significant relationship between the independent variables and burnout, but statistical significance existed with project budget predicting the burnout dimension of cynicism F(2,136) = 6.395, p = 0.013, R2 = 0.05, suggesting that the larger the project budget, the more susceptible the individual to cynicism. Past research has found that increased levels of cynicism in project team members can lead to feelings of alienation and disengagement from the job role. The implications for positive social change include increased awareness of burnout within the construction context and potential modification of existing business practices and operating procedures to avoid employee burnout of project management team members. Business leaders expanding their understanding about predictors of burnout may lead to lower turnover and turnover intentions while increasing productivity and profitability of their organizations.
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Wani, John Rubena. "Project Managers’ Communication Strategies for Team Collaboration in Software Development." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7769.
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Effective communication among team members in software development projects is increasingly significant for the success of the project. Successful software projects are the catalyst for achieving profitability objectives and creating shareholder value in organizations. The purpose of this single case study was to investigate communication strategies information technology (IT) project managers used for successful team collaboration in software development. The population for this study comprised senior IT project managers. The project managers had supervision responsibilities from a midsized IT company in Alberta, Canada. The sociotechnical theory guided this study as the conceptual framework. Data were collected from semistructured interviews with 13 senior IT project managers on their experiences using effective communication strategies for team collaboration. A review of 11 company documents was conducted. Using methodological triangulation and member checking of original interview transcripts served to establish the trustworthiness of final interpretations. Through thematic analysis, 4 significant themes emerged from the study: effective communication, attributes of communication, the importance of social and emotional intelligence, and the impact of postwork activities for team collaboration. The findings of this study might bring about positive change by supporting senior project managers use of communication strategies for team collaborations in midsize IT companies to increase job satisfaction and project completion.
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Olaniyan, Rasaq. "Barriers to Technology Adoption Among Construction Project Managers in Nigeria." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7832.
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Innovative technologies for construction project management are constantly emerging in the construction industry's global landscape, yet the rate of failed projects within the Nigerian construction sector due to poor coordination of construction tasks is on the rise. An unanswered question in the literature remains as to why construction project managers in Nigeria remain slow to adopt new technologies for improving decision-making processes and project success rates. The purpose of this qualitative single case study with embedded units was to understand the perceptions of construction project managers in Nigeria regarding their barriers to technology adoption. This study was framed by 2 conceptual models: Usman and Said's model of factors contributing to information and communication technology adoption in Nigerian construction firms and Waziri, Mustapha, and Idris' model of factors influencing IT adoption in Nigerian construction organizations. Semistructured interviews involving 10 participants, reflective field notes, and archival data provided information regarding the barriers to technology adoption experience of construction project managers in Nigeria. Thematic analysis of the textual data and synthesis produced 5 conceptual categories for 14 identifiable themes from the study. The conceptual categories were (a) adoption of technology, (b) culture, (c) organizational performance, (d) innovative technology, and (e) interorganizational collaborations. The findings from this study may serve as a catalyst for positive social change by challenging existing technology-avoidance behavior in the Nigerian construction industry, and opening new opportunities for improved project delivery in the Nigerian national economy.
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Gregory, Mark, and mark gregory@rmit edu au. "Technical Risk Manager TRManager." RMIT University. Electrical and Computer Engineering, 2008. http://adt.lib.rmit.edu.au/adt/public/adt-VIT20081202.123724.
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Successful projects may be defined by criteria set prior to a project being commenced. The project success criteria may include time, budget and performance. A description of a successful project is often one that has been achieved
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Bernehjält, Matilda, and Isabella Carlbom. "How Global and Virtual Teams are Efficiently Managed by Project Managers : From a Construction Management Perspective." Thesis, KTH, Ledning och organisering i byggande och förvaltning, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-277050.
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The acceleration of globalisation has forced companies to cope with its propulsion in order to become more competitive and internationalised, an internationalisation that creates the importance of knowing how to manage global and virtual teams (GVT). The knowledge in the area today has shown to be vague, generalised and hard to grasp, especially for the unexperienced GVT-project manager. The purpose of this thesis is therefore to study whether the literature regarding how to manage a GVT corresponds with the perceptions in practice and how these findings can contribute to a more efficient project management approach. This study is examined using a qualitative method based upon literature and semi-structured interviews. This foundation is used to provide a deeper understanding of the subject as well as it puts this research questions into the proper context. The interview respondents are from the same organisation, however, from offices located in four different countries. The result shows that there are different perspectives on how GVTs should be managed efficiently, and that different leadership preferences exits. Furthermore, there exists a lot of possibilities, but also challenges that must be coped with in order to reach the team’s full potential. These challenges are connected to the virtual work settings and practical problems as well as the team's heterogeneity and communication structure. It was found that it is important to consider the purpose of the collaboration in order to strategically plan for its initiation and execution.Globaliseringens acceleration har tvingat företag att hantera sin framdrift för att bli mer konkurrenskraftiga och internationaliserade, en internationalisering som vidare leder till vikten av att veta hur man ska hantera globala och virtuella team (GVT). Kunskapen i området idag har visat sig vara vag, generaliserad och svår att ta till sig, särskilt för den oerfarna GVT-projektledaren. Syftet med detta examensarbete är därför att studera huruvida uppfattningen om hur man ska hantera GVT skiljer sig mellan litteratur och i praktiken samt hur dessa upptäckter kan bidra till ett mer effektivt projektledningssätt. Denna studie undersöks med en kvalitativ metod baserad på litteratur och semi-strukturerade intervjuer. Grunden används sedan för att få en djupare förståelse av ämnet såväl som den sätter rapportens frågeställningar i rätt sammanhang. Intervjurespondenterna är från samma organisation, dock från kontor i fyra olika länder. Resultatet visar att det finns olika perspektiv på hur GVT ska ledas effektivt och att olika ledarskapspreferenser existerar. Dessutom finns det många möjligheter, men också utmaningar som måste hanteras för att nå teamets fulla potential. Dessa utmaningar är kopplade till virtuella arbetssätt och praktiska problem samt teamets heterogenitet och kommunikationsstruktur. Det konstaterades att det är viktigt att överväga syftet med samarbetet för att strategiskt planera för dess initiering och genomförande.
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Ahadzie, Divine Kwaku. "A model for predicting the performance of project managers in mass house building projects in Ghana." Thesis, University of Wolverhampton, 2007. http://hdl.handle.net/2436/15393.
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Presently, within the human resource management (HRM) genre and including the construction management discipline, the identification and development of appropriate performance measures is seen as the only viable means for validating and engendering managerial excellence. There is also a growing awareness that appropriate predictive modelling practices can help engender the identification and development of these measures. Against the background that project-based sectors of the construction industry in developing countries need to adopt a proactive approach towards recognising and embedding performance measures in HRM practices, this thesis addresses the development of a model for predicting the performance of project managers (PMs) in mass house building projects (MHBPs) in Ghana. A literature review of the significance of performance measures in the HRM genre is first presented including an evaluation of the methodologies for measuring the performance of PMs. This is followed by a review of research and development in the management of human resources in the construction industry in developing countries including Ghana. Informed by the literature, an appropriate theoretical framework is adopted which draws on the organisational psychology theory of job performance, the conventional wisdom in project success criteria and an emerging framework of project lifecycle. Subsequently, a competency-based multidimensional conceptual model is developed. The conceptual model reflects both the elements of performance behaviours and outcomes in predicting the performance of PMs at the conceptual, design, tender, procurement, construction and operational phases of the project lifecycle. Adopting positivism as an appropriate research paradigm, structured questionnaire survey is used to elicit the relevant data from property developers in Ghana for the construction phase of the project lifecycle. Subsequently the data is analysed using one-sample t-test, factor analysis and multiple regression analysis (stepwise). From a broad range of competency-based measures used as independent variables, it is found that, the best predictors of the PMs’ performance at the “construction phase” of MHBPs are: job knowledge in site layout techniques for repetitive construction works; dedication in helping works contractors to achieve works programme; job knowledge of appropriate technology transfer for repetitive construction works; effective time management practices on the house-units; ability to provide effective solution to conflicts while maintaining good relationships; ease with which the PM is approachable by works contractors; and volunteering to help works contractors solve personal problems. These independent variables explained 74.4% of the variance in the model (at p < 0.0005). Validation of the model confirmed its goodness of fit and hence predictive accuracy. The findings suggest that at the construction phase of MHBPs, PMs who exhibit these behavioural competencies are likely to achieve higher levels of performance. Accordingly, PMs who aspire to achieve better managerial performance outcome on MHBPs should strive towards developing and improving these competencies. It is contended that the developed model could be used by property developers for the selection and recruitment of potential PMs and also for developing appropriate training requirements towards best practice improvement in the implementation of MHBPs. While the study focuses on Ghana, there is the potential for the model to be adopted for use by other developing countries towards the advancement of improved HRM activities in project management practice.
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Ong'ondi, John Paul Mogere. "Strategies for Improving the Performance of Project Managers in South Sudan." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4548.
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Business leaders persistently face the challenges of project failures. Lack of proper project alignment with business strategies is a major contributor to less successful project outcomes. One major concern of project managers in South Sudan is that misalignment of the project management processes with business strategies could result in project delays and cost overruns. The purpose of this multiple case study was to explore strategies 8 project managers from 2 telecommunication companies use to align project management processes with business strategies to improve project performance in Juba, South Sudan. Using hoshin kanri as the conceptual framework for this study, semistructured face-to-face interviews were conducted with purposely selected participants. Four themes that emerged from the thematic analysis of the interview data and archival documents are effective communication among project stakeholders, stakeholder engagement in project management processes, competence of project manager in leadership decisions, and executive commitment and support to project team. The findings of the study may lead to proper project alignment and successful project outcome. Business leaders should involve project managers during the development of business strategies. The results from this study may contribute to positive social change by enabling project managers and business leaders to execute sustainable projects that can offer employment opportunities for the local citizens and help the recovery of the South Sudan economy.
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Ngonda, Virginia Shahida. "A correlational study of project management maturity and project managers’ attributes and influence in South Africa." Thesis, Cape Peninsula University of Technology, 2018. http://hdl.handle.net/20.500.11838/2720.
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Thesis (MTech (Business Administration in Project Management))--Cape Peninsula University of Technology, 2018.The purpose of the study reported in this dissertation was to establish if there is a relationship between project managers’ attributes and their organisations’ project management maturity. To achieve this, the study evaluated the existence of relationships between the project managers’ power, project managers’ technical expertise, and project managers’ project management experience and their organisations’ project management maturity. The study was based on a survey of self-identified project managers in South Africa. Data was collected using a self-administered questionnaire of 306 respondents from 1500 invitations to members of a project management association. The collected data was edited and descriptively and inferentially analysed using a commercial statistics package. From the descriptive analysis, the study found that South African organisations are responsive to changes in project resources, are benchmarking the capability, are becoming aware of the importance of project management as a strategic enabler and are embracing a project culture within their operations. From the inferential analysis, the study found that project managers’ power and project managers’ technical expertise have a weak have a weak positive correlation with organizational project management maturity The study contributes to knowledge on project management maturity by showing that project managers, particularly the power that they have and their technical expertise, cannot be ignored in initiatives that organisations embark on to improve their project management maturity.
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Pressl, Stefanie Ann. "Factors influencing managers' satisfaction in a working-relationship with an external consultant." CSUSB ScholarWorks, 2001. https://scholarworks.lib.csusb.edu/etd-project/2002.
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This study proposed a model to specify the influence of negative expectations of the manager in regard to working with a consultant, the level of cynicism of the manager, the client-consultant relationship and the level of management change skills on a manager's client satisfaction.
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Xue, Rui. "Improving Cooperation between Systems Engineers and Project Managers in Engineering Projects - Towards the alignment of Systems Engineering and Project Management standards and guides." Thesis, Toulouse, INSA, 2016. http://www.theses.fr/2016ISAT0018/document.
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L’ingénierie système et le management de projet sont deux disciplines essentielles dans l'industrie, et représentent deux facteurs essentiels pour la réussite des projets. Cependant, depuis de nombreuses années, s’est établie une barrière culturelle entre les praticiens de l'ingénierie des systèmes et ceux de la gestion de projet. Alors que l'ingénierie des systèmes s’intéresse aux éléments techniques, le management de projet a la responsabilité globale du projet ; de ce fait, certains considèrent que leurs activités sont indépendantes plutôt que de les considérer comme des parties d’un tout. Par conséquent, le travail coûte souvent plus, prend plus de temps, et fournit une solution non optimale pour le client. Alors comment faire pour supprimer les barrières entre les différentes équipes, les pratiques et les connaissances, afin de prendre les décisions dans le projet sur la base des vues intégrées de ces parties prenantes ? La réponse à cette question est essentielle pour assurer le succès du projet et améliorer la performance en entreprise. Cette thèse se place à l'intersection de plusieurs disciplines, notamment l’ingénierie système et le management de projet. Elle promeut le développement collaboratif de systèmes multi-technologies et la prise de décision partagée entre les parties prenantes. Notre premier objectif porte sur l'harmonisation des descriptions des processus du management de projet et d'ingénierie des systèmes sur la base des normes et guides de bonnes pratiques internationaux. Notre proposition est d'élaborer un cadre de processus fondamentaux et alignés pour supporter le management des processus d’ingénierie système qui peut être adapté à des entreprises de profils différents (PME, ETI ou grands groupes). Pour cela, nous comparons les cinq normes et guides d'ingénierie des systèmes (ANSI/EIA 632, ISO/IEC 15288, IEEE 1220, INCOSE Handbook et Sebok) et les trois normes et guides de gestion de projets (PMBoK, ISO 21500, ISO/IEC 29110) afin d'évaluer la cohérence de ces documents de référence en ce qui concerne les processus qu'ils décrivent et qui sont impliqués dans l'ensemble du projet. Au-delà de l'intégration des pratiques par l'utilisation de ce cadre, nous offrons aussi aux ingénieurs systèmes et managers un ensemble d'indicateurs qu'ils peuvent partager afin de faciliter la coopération entre eux et leur permettre une prise de décision collaboration dans le suivi et le pilotage des projets. Les indicateurs sont évalués à la fois par les ingénieurs systèmes et les managers et leur importance est décidée collaborativement à l’aide d’une méthode multicritère d’aide à la décision (AHP). Ensuite, sur la base des valeurs des indicateurs, les méthodes du chemin critique (CPM) et de gestion adaptative de la valeur acquise (EVM) sont utilisées pour évaluer l’avancement du projet et du développement du système. Quatre indices sont ainsi définis pour supporter le processus de prise de décision tout au long du projet afin de permettre la prise de décisions collaborative et de rendre celle-ci plus rationnelleIn a highly competitive economic context, companies need to improve their performance in entire life cycle of a product. It is often found that company organization leads to segregation between systems engineering and project management, with the result that decision-making is sometimes misguided and may compromise project execution, whereas, although they each have specific visions and targets, these disciplines are nonetheless intended to serve a common objective, which is to satisfy the customer. So it is an important issue to facilitate their adoption and their joint deployment within the company, in order to improve decision-making in engineering projects. The proposal of the thesis involves bringing systems engineering and project management closer together in order to help both systems engineers and project managers assess the project progress. Based on this assessment, they can adjust the project policy dynamically through the project life cycle. In this thesis, we first harmonize the standards and guides from systems engineering and project management domains and define an integrated process groups organized into 3 groups of processes. Then we identify a set of key indicators related to these process groups, indicators are then valuated and give the evaluation of the indicator based on the analytic hierarchy process method to integrate the views of systems engineers and project managers in an additional way. On the basis of these indicators, we use the critical path method and earned value management method to assess the project progress values and define two project indexes to assess and insight the project progress easier
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Harris, Elaine Pamela. "An insight into strategic investment appraisal : project risk assessment." Thesis, Henley Business School, 1999. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.311275.
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Hagberg, Nathaniel Clay. "Key attributes for successful leadership in construction project managers and superintendents /." [Ames, Iowa : Iowa State University], 2006.
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Petter, Stacie Clark. "A Process to Reuse Experiences via Narratives Among Software Project Managers." Digital Archive @ GSU, 2006. http://digitalarchive.gsu.edu/cis_diss/6.
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Abstract A PROCESS TO REUSE EXPERIENCES VIA NARRATIVES AMONG SOFTWARE PROJECT MANAGERS By STACIE CLARK PETTER APRIL, 2006 Committee Chair: Dr. Vijay Vaishnavi Major Department: Computer Information Systems Software project management is a complex process requiring extensive planning, effective decision-making, and proper monitoring throughout the course of a project. Unfortunately, software project managers rarely capture and reuse the knowledge gained during a project on subsequent projects. To enable the repetition of prior successes and avoidance of previous mistakes, I propose that software project managers can improve their management abilities by reusing their own and others’ past experiences with written narratives. I use multiple methodologies – including literature review, grounded theory, design science research, and experimentation – to create a process for software project managers to reuse knowledge gained through experiences on software projects. In the literature review, I examine relevant research areas to inspire ideas on how to reuse knowledge via written narratives in software project management. Interviews with software project managers, analyzed using grounded theory, provide insight into the current challenges of reusing knowledge during a project. I leverage design science research methodology to develop a process of experience reuse that incorporates narratives and wikis to enable software project managers to share their experiences using written narratives. Experimentation evaluates whether the process developed using the design science research methodology improves the current knowledge reuse practices of software project managers.
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Hayes, Diane S. "Intellectual Capital Management Among Project Managers in the Information Technology Domain." NSUWorks, 2001. http://nsuworks.nova.edu/gscis_etd/575.
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Intellectual capital - the intangible assets of skill, experience, productivity, information, knowledge, infrastructure, and relationships - can be used to provide a source of competitive advantage. When human, structural, and relational components are properly formalized, captured, and leveraged, a higher value asset can result, directly affecting a company's prosperity. It is advantageous for knowledge-based companies with assets consisting mainly of skill, ideas, and intellectual ability to adopt organizational learning and knowledge management as strategic initiatives and include the intangible assets of intellectual capital in performance measurements.
This descriptive study utilized an electronic survey to collect information directly from a sample of project managers active in the information technology (In domain in order to identify the extent to which project managers participated in the management of intellectual capital. In addition, the level of importance these elements have on project success in the opinion of the same group of IT project managers was investigated. This was accomplished in order to identify the practical synergies of the practice of project management and the development of intellectual capital. Finally, a determination of whether or not an awareness of intellectual capital as a formal concept existed among project managers was pursued.
Results showed that a majority of the IT project managers participating in the study claimed a basic awareness intellectual capital and reported participation in activities associated with the management of intellectual capital, but at varying frequency levels. Among participants, project managers currently involved in one or more information systems projects also validated that the elements identified as important contributors in the management of intellectual assets are considered important to their project's success.
The research proposed expanded the current knowledge base by making explicit the connections of the concepts of intellectual capital management with project management practices and techniques. The study offered a set of recommendations for practicing project managers to use in order to focus on the successful intellectual asset management of an information technology project team, with the aggregate result being further value and wealth creation for the firm.
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Schumann, Eriksson Viktoria. "Technology enabling project managers’ knowledge sharing: the case of Microsoft Teams." Thesis, Linnéuniversitetet, Institutionen för informatik (IK), 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-97566.
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Contemporary organizations frequently employ projects to leverage work across organizational units, utilizing specialized knowledge from different niches of the organization to meet specific quality criteria in a defined time period, at a set cost. Project managers are integral to driving the success, often acting as hubs of knowledge both at the core within projects and towards the rest of an organization, as well as over time. To realize this, project managers increasingly make use of technology to aid their knowledge sharing and drive digitalization in daily work, often with aspects of remote work to consider. To date little is known in how far a technology, and especially more recent technology, support this critical aspect of knowledge sharing as part of project management. Thus, an interpretive qualitative approach was used to explore and interpret the ways in which a recent technology supports project managers’ knowledge sharing. Data were collected by means of semi-structured interviews with project managers who already use such a technology in their work, for which the 3 C’s approach of analysis was used to generate 6 concepts based on the data. The concepts were then reviewed in context of the research questions and the selected theoretical framework, including the informatics domain model by Beynon-Davies. Thus, a discussion of the findings in this context revealed that according to the project managers’ perceptions in the chosen research setting, such a technology largely enables knowledge sharing activities in the daily work, both presenting new opportunities to do so more efficiently as well as leading to more challenges. It seems that the introduction of, or increased used of, the technology is changing not only the modus of knowledge sharing but also individuals’ way of working with regards to knowledge sharing: what, when and how knowledge is shared. However, whether such a change is perceived as positive or negative by an individual project manager draws upon a range of factors such as technical proficiency, duration of use to date as well as personal preferences regarding structure and organization of their work. That said, the technology is supporting the daily knowledge sharing activities of project managers in so far that those who have made a full transition to the technology, all employ it on a daily basis and in a range of knowledge sharing activities.
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Garrido-Lopez, Mariano. "Interpretive study of senior managers' conceptions of Project Portfolio Management work." Thesis, Cardiff University, 2011. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.585184.
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Project Portfolio Management (PPM) is a discipline that is central to strategy implementation. Very few empirical studies provide us with accounts of the key activities involved in PPM. Specifically, we need to develop better insights into the work that senior managers perform in PPM and into their competences (Jonas, 2010). Current rationalistic approaches to the study of competence are limited because of their rational, dualistic ontology, according to which, competence would be described as comprised of two separate components, 'a list of attributes possessed by the worker externally related to a list of work attributes' (Sandberg, 1994: 16). This thesis applies the interpretive research approach known as phenomenography to overcome this limitation. Phenomenography suggests that 'the meaning work takes on for workers in their experience of it, rather than a specific set of attributes, constitutes competence' (Sandberg, 2000: 9). Hence we need to understand how senior managers conceive of their work in PPM. Analysis of the interviews with 32 senior managers and executives revealed four different conceptions of PPM work (Management and delivery of project pipeline Management and delivery of strategic investment categories Optimisation of project portfolio and Development of PPM strategic capability), each with multiple attributes (such as Strategic Acumen and Impact and Influence). The conclusions confirm the existence of a hierarchy of conceptions in PPM work of increasing complexity, richness and inclusiveness. This research makes a contribution to the competence and PPM literatures by providing an interpretive understanding of what constitutes senior managers' competence in PPM. By researching what senior managers understand as PPM work, this study also contributes to our understanding of what senior managers do during the PPM process. As such, it also contributes to the Strategy as Practice literature as it provides an account of some of the micro activities involved in PPM.
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Chrons, Antti, and Jussi Kaivola. "Consultant Project Managers Coping With Liminality : An identity and sensemaking perspective." Thesis, Linköpings universitet, Företagsekonomi, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-157972.
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Background: Usage of temporaries in contemporary business is increasing due to demand for agile and efficient way of doing business. This trend has been rising especially when turning into 21stcentury. Growing group of temporary workers in different industries being mobile and under different circumstances than regular full-time workers. One professional group working with clients in temporal terms is consultants hired as project managers to lead customer projects in project-based organizations. These project managers switch context between businesses and try to adapt as soon as possible to new environments. The paper uses concept of liminality as a metaphor to describe these passages between projects which starts identity work and sensemaking process in individual. Purpose of Thesis: The purpose of this thesis was to study how project managers cope with liminality using sensemaking and identity work as a point of view. Methodology: This is a qualitative cross-sectional study conducted through semi-structured interviews in order to gather primary data for further analysis and findings. The empirical data was gathered from a Finnish professional service company and consisted ten interviews of consultant project managers. Findings: The study presents a four-field matrix forming project manager archetypes as embodiments of variation how consultant project managers deal with liminality. Although, the group of people in the sample can be perceived homogeneous, it turned out that it contained heterogeneous characteristics regarding the research scope. The main differences found are illustrated through technical or social approach toward work, and whether sensemaking processes occurred in individual or collective manner. Therefore, the study was able to create four different form of archetypes: the realist, the connector, the performer and the moderator.