Journal articles: 'Project phases'

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McGowan Poole, Cynthia Denise. "IT outsourcing, knowledge transfer and project transition phases." VINE Journal of Information and Knowledge Management Systems 50, no. 2 (November 11, 2019): 219–46. http://dx.doi.org/10.1108/vjikms-04-2019-0053.

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Purpose The purpose of this research was to uncover perceptions of information technology outsourcing (ITO) project leaders and project teams regarding knowledge transfer between client and vendor partners during opening and closing transition phases of ITO projects. Design/methodology/approach Qualitative methods and exploratory case study design were used. Purposeful sampling was used to identify ITO knowledge assets including project team members and organizational documents and artifacts that may provide information regarding the knowledge transfer processes during the transition phases of the ITO project. Sample criteria were ITO project team members from one US-based client organization and the company’s international vendor partners. The study population included project managers, analyst, developers, subject matter experts (SMEs) and other ITO knowledge workers involved in the ITO project from one US-based organization. Interview and document analysis were done using of NVivo Pro 11® research software. Findings Four themes emerged from participant responses relative to the opening and closing phases of ITO projects including KT approaches to plans and processes; KT dependencies relative to IT project team member’s reliance on project tools, processes and artifacts; determinants of KT success or failure relative to project team members’ perceptions; and role of documentation relative to communication and distribution of KT outcomes. Originality/value This research may provide insights into additional aspects of knowledge transfer during ITO transition phases, which may be used by IT leaders and project teams to plan for successful knowledge transfer during the transition phases of ITO projects.

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Al‐Reshaid, Khaled, Nabil Kartam, Narendra Tewari, and Haya Al‐Bader. "A project control process in pre‐construction phases." Engineering, Construction and Architectural Management 12, no. 4 (August 1, 2005): 351–72. http://dx.doi.org/10.1108/09699980510608811.

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PurposeIt is a well‐known fact that the construction industry always passes through two distinctive problems during the construction stage: slippages of project‐schedules, i.e. time‐frame, and overruns of project‐costs, i.e. budget. However, limited literature is available to solve or dilute these two problems before they even occur. It is strongly believed that the bulk of the two mentioned problems can be mitigated to a great extent, if not eliminated, provided that proper attention is paid to the pre‐construction phases of projects. Normally projects are implemented through traditionally old techniques which generally emphasize only solving “construction problems during the construction phase”. The aim of this article is therefore to unveil a professional methodology known as Project Control System (PCS) focusing on pre‐construction phases of construction projects.Design/methodology/approachIn this article, the authors share the lessons learned during implementation of Kuwait University projects worth approximately $400 million in a span of ten years. The task of the project management/construction management (PM/CM) is being provided to the university by a joint venture team of international and local specialists.FindingsThe pre‐construction methodology ensures smooth and successful implementation during construction phases of the projects as they are generally executed in a fast‐pace, deadline‐driven and cost‐conscious environment. The intuitive proactive methods, if implemented during pre‐construction stage, automatically answer the questions that are encountered during the execution periods of projects.Originality/valueIn this article, the authors share the lessons learned during PM/CM during projects over a span of ten years, which could be of use to others.

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JEPSEN, LISBETH BRØDE, and PERTTU DIETRICH. "TECHNOLOGY UNCERTAINTY AND PROJECT MANAGERS' INFORMATION SHARING — A COMPARATIVE CASE STUDY OF TWO NEW PRODUCT DEVELOPMENT PROJECTS." International Journal of Innovation and Technology Management 11, no. 02 (March 25, 2014): 1450009. http://dx.doi.org/10.1142/s0219877014500096.

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Research has focused primarily on either intra-organizational information sharing (between actors within an organization) or inter-organizational information sharing (between organizations). This paper explores both intra- and inter-organizational information sharing and the role of technology uncertainty during various phases of new product development (NPD) projects. In this study, we compare two longitudinal NPD sub-projects that differ in uncertainty within the same large NPD project, in which the data source is the complete email exchange between a project manager and various actors (consisting of 3979 emails). The results show high levels of information sharing with the customer in both the early and late phases of high uncertainty. Interestingly, in the low uncertainty project, information sharing with the production department and the supplier is higher during the late phase of the NPD project. Unexpectedly, in both sub-projects, the project manager shares information with a wider range of both intra- and inter-organization actors in the early phases of the projects than in the late phases.

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Hussien, Jamal, Mansoor Abdullateef Abdulgabber, Hasan Kahtan, and Riza Sulaiman. "THE SUCCESS OF ENTERPRISE SYSTEM PROJECTS: FROM A KNOWLEDGE TRANSFER PERSPECTIVE." Journal of Information System and Technology Management 6, no. 22 (September 1, 2021): 128–47. http://dx.doi.org/10.35631/jistm.622011.

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We have certainly already arrived in a knowledge-based world economy, where knowledge transfer is a crucial factor in global business competition. In the era of knowledge-based management, the way we use knowledge determines the success or failure of business systems. This paper revises the project phases of enterprise systems (ES), which have been divided into three phases (pre-implementation, during implementation, and post-implementation), by expanding the relationship between the Knowledge Transfer (KT) and Project Management Process Groups (PMPG) in each phase to improve the success of ES by increasing the understanding of knowledge in each ES phase. The pre-implementation phase has two phases: Project Origination with (3) PMPG (Develop Project Proposal, Evaluate Project Proposals, and Select Projects), (8) tasks, (8) deliverables, and (3) roles. Project Initiation phase, with (3) PMPG (Initiate the Project, Approve the Project Charter, and Conduct Kick-off Meeting), (7) tasks, (7) deliverables, and (4) roles. In the implementation phase of the project ES there are two phases: Project Planning with (3) PMPG (Prepare the Project Planning, Perform the Planning Activities - Detail the Project Plan, and Confirm Approval to Proceed), (19) Tasks, (21) Deliverables, and (7) Roles. Project implementation and control with (3) PMPG (Launch Project, Management Project-Execution and control, and Gain Project Acceptance), (17) tasks, (17) deliverables, and (7) roles. Additionally, in the post-implementation phase, there are a phase called project closure with (2) PMPG (Perform, Initiate Project Follow-up, and Administrative Closure), (5) tasks, (6) deliverables, and (5) roles.

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

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

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Larsen, Jesper Kranker, Thomas Ditlev Brunoe, Søren Munch Lindhard, and Kim Noergaard Jensen. "Project Management and Scheduling through National Project Management Phases in Government Construction Agencies." International Journal of Information Technology Project Management 8, no. 1 (January 2017): 1–16. http://dx.doi.org/10.4018/ijitpm.2017010101.

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Effective project coordination and management of time and cost scheduling in public funded construction projects receive a considerable focus from academics, politicians, and the construction industry itself with opposing points of view. The study objective is therefore to investigate the process of time and cost scheduling during the different project stages, and their relationships between critical factors affecting project schedules. Applied data collection was based on semi-structured interviews and a questionnaire survey with publicly agency employed project managers and property managers. A multiple research approach was thus utilized to mix the two dataset. Findings demonstrate that project complications in the execution stage is associated to lack of project requirements and design with too optimistic project deadline and budget from the initial project stages. Moreover, a relationship was found between the presence of experienced consultants and the achievement of project success throughout the project phases as particular vital.

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Kovtun, Tetiana. "LIFE CYCLE AND PRODUCTS OF THE ECOLOGICAL SYSTEM PROJECT." Management of Development of Complex Systems, no. 44 (November 30, 2020): 27–33. http://dx.doi.org/10.32347/2412-9933.2020.44.27-33.

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The article explores the specific features of the life cycle and products of the ecological system project in terms of the circular model of the economy, which allows to achieve the goals of sustainable development. The differences between product life cycles (marketing, functional and logistics) in linear and circular economy are determined. The characteristic of the life cycle of the project of ecological system which has differences from the project of a life cycle of the logistic system project, substantiated by features of ecological orientation of this type of projects is given. It is proposed to divide the life cycle of the ecological system project into generally accepted phases: pre-investment, investment, operational, and specific eco-oriented phases: regenerative and liquidation. Recognition of the expediency of taking into account the environmentally-oriented phases of the project is ensured by the use of circular processes that allow to organize the movement of reverse recycling and disposal processes and close the logistics chain. The main task of the final phases of the project is to reduce the eco-destructive impact of the design and operation of the ecological system on the environment. Depending on the method of dividing the project into phases, the duration of each phase, its beginning and end, the result is the product. The model of the life cycle and products in the project of the ecological system has been propagated. The products of separate phases of the project of ecological system are defined, their features are characterized. The connection between the products of the individual phases of the project is observed, which is due to the dependence of the parameters of the products of the previous phases on the properties of the products of the subsequent phases of the project. Product relationships should be considered when designing environmental systems, as this will significantly reduce uncertainty and affect project success.

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Rekonen, Satu, and Tua A. Björklund. "Adapting to the changing needs of managing innovative projects." European Journal of Innovation Management 19, no. 1 (January 11, 2016): 111–32. http://dx.doi.org/10.1108/ejim-10-2014-0103.

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Purpose – The purpose of this paper is to explore the changes in managerial activities and challenges at different phases of innovative projects. Design/methodology/approach – Six NPD project managers were interviewed in three different project phases in a qualitative, longitudinal design. The resulting 18 semi-structured face-to-face interviews were content analyzed and categorized according to thematic similarity. Findings – Altogether 19 categories describing managerial concerns in managing innovative projects were recognized. Task-oriented, rather than people-oriented, approaches were dominant throughout the projects, although the reported concerns clearly varied at each phase. The early development phase emerged as a transition point, where managers had to transform their roles, reported activities decreased, and reported challenges increased. Research limitations/implications – Although based on a small number of participants in a single setting, the results highlight the need for longitudinal studies and differentiating between the various phases of the innovation process, as there was great variance in the concerns of each phase. Furthermore, domain expertise seemed to have a large impact on how the managers reformulated their role in transitioning from the front-end to the development phases. Practical implications – The present study emphasizes the need to support managers in transitioning between different innovation phases and to recognize the need to adjust managerial roles. Further, it seemed crucial to establish the practices supporting successful teamwork in the front-end phase before the first phase transition. Originality/value – The study is a rare example of a longitudinal research design examining the implications and transition between different phases of the innovation process within the same projects for project managers.

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Mositeer, Solaiman Al. "Project Management Phases in Charity Based Organizations." IOSR Journal of Business and Management 19, no. 03 (March 2017): 82–86. http://dx.doi.org/10.9790/487x-1903018286.

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Weinkauf, Katharina, and Martin Hoegl. "Team leadership activities in different project phases." Team Performance Management: An International Journal 8, no. 7/8 (December 2002): 171–82. http://dx.doi.org/10.1108/13527590210452095.

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RICCI, MICHAEL A., PETER W. CALLAS, and WILLIAM L. MONTGOMERY. "The Vermont Telemedicine Project: Initial Implementation Phases." Telemedicine Journal 3, no. 3 (January 1997): 197–205. http://dx.doi.org/10.1089/tmj.1.1997.3.197.

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Moslemi, Arman, and Eghbal Shakeri. "Providing A Model for Reducing the Time of Construction Phases." Current World Environment 10, Special-Issue1 (June 28, 2015): 237–42. http://dx.doi.org/10.12944/cwe.10.special-issue1.31.

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In construction projects, each type of delay in implementation and lack of exploitation of them is the precise instance of wasting the resources. The most important resource which is wasted in this regard is the element of time which is the most valuable capital of nations in today’s fast-paced world. Sometimes, the profit resulting from early completion of the project may tempt the employers and project owners to reduce the time of project. Some other times, macro policies may urge a project to be exploited earlier than its due date. After introducing the time reduction techniques briefly in this paper, the challenges of these techniques were specified through interviewing with the experts. Then three criteria were selected to investigate the techniques. Using the results of the questionnaire, the impact of these techniques on the criteria was then dealt with in different phases of the project in Design and Build contracts.

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Fähndrich, Ursula. "Terminology project management." Terminology 11, no. 2 (December 5, 2005): 225–60. http://dx.doi.org/10.1075/term.11.2.02fah.

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This article deals systematically with the author’s practical experience of organising and carrying out terminology projects and attempts to relate them to project management theory. It is intended to serve as a guide of sorts for terminologists confronted with the task of managing a terminology project. The first section defines what terminology projects are, what sets them apart from other types of project, what forms they can take and how these forms are prioritised within the project portfolio, as well as proposing a possible model to describe the various phases of a project. Separate sections are then devoted to each of the phases, namely Acquisition, Needs Analysis and Offering, Planning, Implementation and Controlling, Handover and Completion, and Follow-up.

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Shafahi, Ali, and Ali Haghani. "Project selection and scheduling for phase-able projects with interdependencies among phases." Automation in Construction 93 (September 2018): 47–62. http://dx.doi.org/10.1016/j.autcon.2018.05.008.

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BASHIRI, MAHDI, HOSSEIN BADRI, and JAFAR TALEBI. "A NEW FUZZY APPROACH FOR PROJECT SELECTION WITH OUTSOURCING VIEWPOINT." International Journal of Innovation and Technology Management 08, no. 02 (June 2011): 227–51. http://dx.doi.org/10.1142/s0219877011002349.

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Nowadays most of the organizations tend to outsource their projects. In these cases, two major problems arise: project selection and contractor selection. There are many papers which have argued separately about project and contractor selections. In this paper, we propose a decision support system for selecting projects and related contractors. The proposed approach contains three phases including contractors' prequalification (Phase 1), computing success coefficient of each contractor in projects using fuzzy TOPSIS method (Phase 2), and selecting projects and assigning each project to the most appropriate contractor using a linear programming model (Phase 3). Finally, a numerical example is illustrated to show the application of the proposed method.

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

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Project managers have played a vital role in sustainable construction projects by integrating the concept of sustainability into their practices. The role of project manager is important in all phases of sustainable construction projects but especially in the pre-construction phase when the greatest challenges that require their involvement occur. This requires project managers to have effective leadership skills to think a project through and remain focused on the end goal. Thus, the aim of this paper is to identify the project manager’s leadership skills in the pre-construction phase of sustainable construction projects. A key significant contribution of this paper is the literature review of journals and books on project manager’s leadership skills when engaged in sustainable construction projects. The overall intent is to highlight and identify the leadership skills of project managers in the pre-construction phase of sustainable construction projects so that the values and benefits of these skills can be adapted in current practices to successfully deliver such projects.

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Dayan, Rony. "The Semantics of Project Knowledge Management." International Journal of Adaptive, Resilient and Autonomic Systems 3, no. 1 (January 2012): 1–18. http://dx.doi.org/10.4018/jaras.2012010101.

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This paper suggests a new approach to the knowledge management aspect of project management. The approach taken constructs on the structured building of the New Product Development method that divides the development project into a multitude of predefined phases performed by pre-assigned personnel with specific professional characteristics. The model proposed correlates knowledge modules to the combination of a project phase with the profession of the project team involved in it. These modules include information necessary for the project team for the performance of the specific phase, as well as a collection of the team’s experience that would enrich the company’s intellectual data-base. This model would create a practical solution to the never ending quest for knowledge sharing within and between projects and would also ensure the usage of necessary standards and directives by the project teams. The originality of the model proposed is in the semantic tagging of the knowledge modules that enables navigating through the events described by project phases and teams characteristics to retrieve necessary information and document newly experienced knowledge.

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Gurgun, Asli Pelin, Ye Zhang, and Ali Touran. "SCHEDULE CONTINGENCY ANALYSIS FOR TRANSIT PROJECTS USING A SIMULATION APPROACH." Journal of Civil Engineering and Management 19, no. 4 (September 2, 2013): 465–75. http://dx.doi.org/10.3846/13923730.2013.768542.

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This paper presents a probabilistic method to establish schedule contingency levels based on percent completion of the project. The objective is providing a distribution for contingency for various percent completion levels which allows the project owner/manager to choose the schedule contingency at their comfort level. The proposed method is applied on real data from a number of US transit projects and actual schedule overruns for different phases of the project development (preliminary engineering, final design and construction) are analyzed. These values are used to establish the required contingency at the conclusion of each of the mentioned project phases. Additionally, using these values, the required contingency at various points during the construction phase (such as 25% and 50% completion) is calculated and reported. This approach can be used by project owners to plan realistic schedules during various phases of the project, providing better control on duration and the opportunity for being prepared to take necessary action in case the available schedule contingency falls below reasonable levels.

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Nauman, Shazia, and M. Abid Ullah. "The Project Knowledge Management Success over the Project's Lifecycle." International Journal of Information Technology Project Management 6, no. 1 (January 2015): 76–85. http://dx.doi.org/10.4018/ijitpm.2015010105.

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The current research aims to investigate the relationship knowledge management (KM) practices play in the success of project knowledge management over the project life cycle i.e. at the beginning of the project, during the project and after the project. Results demonstrate that among the three phases of the project, KM practices during the project phase have a greater impact on the success of project knowledge management. This research has implications for HR and project professionals as our findings indicate that the training of project members, evaluations by external consultants, regular meetings with project leaders and reviewing lessons learnt are the most significant factors for the success of project knowledge management in the context of projects being undertaken in Pakistan.

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Lakusic, Stjepan. "Use of artificial intelligence for estimating cost of integral bridges." Journal of the Croatian Association of Civil Engineers 73, no. 03 (April 2021): 265–73. http://dx.doi.org/10.14256/jce.2831.2019.

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Estimation of costs is important in every phase of realisation of construction projects. However, the influence of cost estimation is the highest in early phases as it is then that the decision about accepting the job or withdrawing from the project is made. The quantity of data available in initial phases of the project is smaller compared to subsequent phases, which affects accuracy of cost estimation in such early phases. A research making use of artificial intelligence to estimate construction costs of integral road bridges is presented in the paper. The estimation model is prepared by means of neural networks. The best neural network model has proven to be highly accurate in the estimation of costs based on the mean absolute error, which amounts to 13.40 %.

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Kim, Ji-Na, Gwang-Ho Han, Won-Jin Cho, and Seung-Han Noh. "Reconstruction Project Phases and Housing Price in Seoul." Konkuk Research Institute of Real Estate and Urban Studies 13, no. 1 (August 30, 2020): 85–104. http://dx.doi.org/10.22423/kreus.2020.13.1.85.

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Mahmoudi, Sara, Hooman Kashanian, and Mehdi Ghasemi Farsad. "Agility in Project Management Phases by Scrum Method." International Journal of Computer Applications Technology and Research 6, no. 9 (September 1, 2017): 417–21. http://dx.doi.org/10.7753/ijcatr0609.1001.

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Heywood, Chris, and Jim Smith. "Integrating stakeholders during community FM's early project phases." Facilities 24, no. 7/8 (June 2006): 300–313. http://dx.doi.org/10.1108/02632770610666152.

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Brandon, Bransford, and Tor Guimaraes. "Increasing Bank BPR Benefits by Managing Project Phases." Knowledge and Process Management 23, no. 2 (April 2016): 136–46. http://dx.doi.org/10.1002/kpm.1508.

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Guimaraes, Tor, and Ketan Paranjape. "Testing success factors for manufacturing BPR project phases." International Journal of Advanced Manufacturing Technology 68, no. 9-12 (February 8, 2013): 1937–47. http://dx.doi.org/10.1007/s00170-013-4809-0.

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Økland, Andreas, Nils O. E. Olsson, and Marte Venstad. "Sustainability in Railway Investments, a Study of Early-Phase Analyses and Perceptions." Sustainability 13, no. 2 (January 15, 2021): 790. http://dx.doi.org/10.3390/su13020790.

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This article presents a study of sustainability in railway investment projects. The purpose of the study was to analyse how sustainability is interpreted and evaluated in the early phases of major public investment projects. These phases are characterized by potentially very influential decisions being made prior to when precise, detailed knowledge is available. The research uses a mix of qualitative and quantitative information sources and three datasets; 12 interviews, document analyses for 10 railway projects, and a case study. The qualitative data are from semi-structured interviews, while the quantitative data are based on structured document review of planning documents from ten Norwegian railway projects. In addition, a detailed case study of a major rail infrastructure project has been performed. The findings show that several aspects of sustainability are evaluated in the early phase of investment projects, but there are no explicit requirements to do an overall analysis of sustainability. Environmental aspects of sustainability are predominant in the respondents’ interpretation of the concept. Still, the structure and requirements of the early phases in the national project model ensures that the economic dimension of sustainability has the most influence in decisions regarding which project concepts that receive financing for further development.

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Valkama, Pekka, Lasse Oulasvirta, and Ilari Karppi. "To Ally or Not? The Critical Factors of a New Alliance Model in Urban Infrastructure Projects." International Studies. Interdisciplinary Political and Cultural Journal 24, no. 2 (December 30, 2019): 57–78. http://dx.doi.org/10.18778/1641-4233.24.05.

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The research explains the background of an alliance model which is a new collaborative project concept in urban infrastructure investments and reviews stakeholder views of applied alliances based on a case study analysing project experiences in the city of Tampere, Finland. The alliance model is considered a potential solution for some of the chronic productivity and other problems of the building industry and the classic difficulties in public-sector investment projects, but the model fits a purpose primarily only in publicly funded, technically challenging and sufficiently large projects. The alliance model has initiation, development and implementation phases, and of these phases, the interviewed experts named the development phases as particularly critical, as team spirit, shared ethos, and joint goals must all be built in that phase before the actual collaboration between contract parties can be initiated.

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M .S, Shided,, Abdel Rashid, EL Monayeri, O.D, and ELSayad ,. M . A. "Using ANP to Evaluate Factors Affecting Construction Project’s Performance." International Journal of Innovative Technology and Exploring Engineering 10, no. 2 (January 10, 2021): 120–24. http://dx.doi.org/10.35940/ijitee.c8414.0110321.

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The Analytic Network Process (ANP) approach was applied to evaluate the overall project performance. The interdependencies between the performance factors in sanitation infrastructure projects have been modeled, and their cumulative influences were simulated and quantified. This model focuses on the planning and construction phase of projects under unit price contracts and is intended for use by owners, supervision consulting firms (Owner’s representative) and/or contractors as well. The proposed model assist both owners, consultants and contractors in controlling projects during the different phases and can also be used as a basis for simulation of various managerial scenarios/interventions to explore the best solution to correct the negative effect of poor performance. The proposed model is generic and may be applicable to almost any project in the construction industry, since all projects, regardless of size or type, follow a broadly similar pattern of development. This model focuses on the two phases; planning phase and construction phase of a project and is intended for implementation by both owners and contractors. Although the proposed evaluation model reflects to a great extent the contractors’ preferences, most contractors perceive performance according to project objectives and contractual aspects. The model also reflects to some extent the owner’s and/or its consultant’s interventions within the different project cycle. Therefore, the objective of this research is not to standardize the priorities of performance factors, but rather to establish a systematic framework for consistent and quantitative evaluation process for performance of planning and construction of sanitation infrastructure projects in Egypt that take into consideration the interdependencies between multidimensional performance factors.

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Munye Dagnew, Elias. "Evaluating the Programs and Procedures of Project Planning and Management: the Case of Ethiopia Red Cross Society." International Journal of World Policy and Development Studies, no. 67 (October 19, 2020): 97–104. http://dx.doi.org/10.32861/ijwpds.67.97.104.

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The central purpose of the study is to evaluate the programs, project planning and management in Ethiopian Red Cross society and its comparison with procedures of project planning and management system. The study found that Ethiopian Red Cross society has been working on a lot of community development projects in Ethiopia for several decades. Most projects were principally emphasized on disaster and risk reduction. Different organizations use diverse project procedures to achieve the anticipated objectives. This also true for the Ethiopian Red Cross society projects. The Ethiopian Red Cross society had integrated some unique style of project planning and management system in its project. Thus, there was no total departure in the whole system of project development phases. Every cycle of the project life spans are used beginning from the point of concept initiation to final implementation and closure phases.

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Kirsch, Laurie J. "Deploying Common Systems Globally: The Dynamics of Control." Information Systems Research 15, no. 4 (December 2004): 374–95. http://dx.doi.org/10.1287/isre.1040.0036.

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In today's competitive environment, an increasing number of firms are building common information systems, which will be deployed globally, to support their strategic globalization initiatives. These systems are designed to meet the requirements of a diverse set of stakeholders with different business needs, priorities, and objectives. One managerial tool for addressing and reconciling such differences is control, which encompasses all attempts to motivate individuals to act in a manner that is consistent with organizational objectives. This paper examines two research questions. How do stakeholders exercise control during different phases of large IS projects? Why do control choices change across project phases? Results of two case studies suggest control is exercised differently for each phase. During the initial phase of a project, control is exercised as “collective sensemaking,” in which both IS and business stakeholders utilize mostly informal mechanisms of control. During development, “technical winnowing” of mechanisms occurs such that control is vested primarily in IS managers, who structure hierarchical relationships with subordinates and who rely extensively on formal control mechanisms. Both IS and business stakeholders employ formal and informal mechanisms during implementation to exercise control as “collaborative coordinating.” The results also suggest that changes in control choices from one project phase to another are triggered by factors in the project, stakeholder, and global contexts. As factors change across phases, so too do control choices. Further, problems that surface in one project phase trigger changes to controls in subsequent phases. These findings are integrated into a model of the dynamics of control. Implications of these results are drawn, and directions for future research are suggested.

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Soudain, Laurence Lecoeuvre, Philippe Deshayes, and Henrikki Tikkanen. "Positioning of the Stakeholders in the Interaction Project Management-Project Marketing: A Case of a Coconstructed Industrial Project." Project Management Journal 40, no. 3 (September 2009): 34–46. http://dx.doi.org/10.1002/pmj.20120.

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Based on a business-to-business (B-to-B) case within the automotive industry, this study proposes logics (constructivist and determinist, respectively) of protagonists and highlights the complexity of their dynamics during the successive project's phases. The concept of milieu will emphasize the complex business in which project marketing takes place; notably, it allows better identification of relevant relationships. Our article focuses on this concept of milieu with regard to the interactions between project marketing and project management actors during project phases. In particular, this article underlines the difference and the accommodation between the dynamics of interaction and the dynamics of congruence of marketing and management logics.

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Durmic, Nermina. "The Process Aspect of Project Success." International Journal of Information Technology Project Management 12, no. 2 (April 2021): 70–82. http://dx.doi.org/10.4018/ijitpm.2021040104.

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This paper proposes an empirically tested model that explains the significance of project development phases for the project success, and the impact of project people on each phase. The conceptual model includes six inter-related components: project success as the ultimate target, project team, customer, and three process steps: planning, execution, and control. The empirical test was performed in the context of information systems (IS) projects. Usable data were obtained from a survey of 603 IS professionals and were analysed through structural equation modeling, factor analysis, and descriptive analysis. The results provide good empirical support for the proposed theoretical model. They reveal a significant direct relationship between project planning and control components and project success, and the indirect impact of project execution phase on the project success through mediating project control component. Furthermore, results emphasize the importance of the people aspect for successful execution of each of the introduced process steps.

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Sunder M., Vijaya. "Lean six sigma project management – a stakeholder management perspective." TQM Journal 28, no. 1 (January 11, 2016): 132–50. http://dx.doi.org/10.1108/tqm-09-2014-0070.

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Purpose – The purpose of this paper is to understand the success of Lean Six Sigma (LSS) in banking and financial services industry and to develop a structured stakeholders management model for successful LSS project management. Design/methodology/approach – A two-phase methodology is used. Phase 1 establishes the literature to understand two key process improvement methodologies – Lean and Six Sigma and to derive synergies by their combination leading to success in banking and financial services. The literature also helps to recognize the importance of stakeholder management in LSS projects and to understand how it helps in accelerating change in organizations. Phase 2 of the methodology is based on the interviews conducted by 56 global LSS project managers. This is to understand the practical challenges faced by the LSS project managers in banking and financial services tying back to the existing literature. Findings – The paper identifies the possible opportunities for structured stakeholder management across different phases of Define-Measure-Analyze-Improve-Control (DMAIC) project flow. The first of this kind, “Inform-Involve-Influence” model has been developed based on the understanding from literature and conclusions from the interviews conducted. The proposed model highlights the different set of stakeholders involved in LSS projects and their role in the project. The model also helps categorizing the stakeholders based on the DMAIC phases. Research limitations/implications – The paper is limited to readymade use in banking and financial service environments for LSS projects. However the paper sets a platform for further research to customize the proposed model for other service industries. Practical implications – The model proposed as part of the paper helps project managers to inform, involve and influence different set of stakeholders at different phases of the DMAIC flow. The model leaves an opportunity for further research and customization for other service industries outside the banking and financial services space like hospitality, government, heath care, etc. Benefits and limitations of the model were presented as part of the paper. Originality/value – The paper is the original work contributed by the author. Both the survey findings and the model developed are author’s original contribution for both academicians and corporate professionals.

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MCKILLOP, JEANIE, and A. L. BROWN. "LINKING PROJECT APPRAISAL AND DEVELOPMENT: THE PERFORMANCE OF EIA IN LARGE-SCALE MINING PROJECTS." Journal of Environmental Assessment Policy and Management 01, no. 04 (December 1999): 407–28. http://dx.doi.org/10.1142/s1464333299000326.

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The use of environmental impact assessment (EIA) to address the environmental and social impacts of mining is common. At Ok Tedi mine in Papua New Guinea, and Century mine in northern Australia, EIA failed to protect the biophysical and social environment of the mines. A detailed historical analysis was conducted to determine the chronology of the development of these projects, all internal and external decision making, and the reasons for this failure. This analysis showed that EIA was poorly timed and poorly integrated with the early phases of the mine developments. Environmental assessment expenditure and activity were concentrated in the development phase of the project and could not address impacts resulting from the earlier exploration and evaluation phases. Approval processes, such as permits and licences, that did occur in the early phases of the life of the mines, had very limited components of environmental appraisal or control. The primacy of development schedules, and the lack of communication between actors in the development of these large-scale projects, prohibited effective assessment and produced EIAs that were in many ways unrelated to the real environmental information needs of the project. In such large-scale projects it is essential to link EIA (and other approval/appraisal hoops) to environmental issues and decisions which occur throughout the continuum of mine development.

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Jigeesh, Nasina, and Nallam Sai Nandeswara Rao. "Significance of time and cost dimensions in pharmaceutical projects and prioritisation of project phases." International Journal of Project Organisation and Management 10, no. 2 (2018): 175. http://dx.doi.org/10.1504/ijpom.2018.092086.

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Jigeesh, Nasina, and Nallam Sai Nandeswara Rao. "Significance of time and cost dimensions in pharmaceutical projects and prioritisation of project phases." International Journal of Project Organisation and Management 10, no. 2 (2018): 175. http://dx.doi.org/10.1504/ijpom.2018.10013275.

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Dunovic, Ivana Burcar, Kristijan Robert Prebanic, and Pavao Durrigl. "Method for Base Estimation of Construction Time for Linear Projects in Front-end Project Phases." Organization, Technology and Management in Construction: an International Journal 12, no. 2 (November 13, 2020): 2312–26. http://dx.doi.org/10.2478/otmcj-2018-0026.

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AbstractEven though horizontally linear projects have low complexity schedules, they are still not successful in meeting planned time. The deadlines are mostly based on estimations done in front-end project development when limited data are available. Early time estimation models in literature rely on few variables and, almost in all cases, one of them is the estimated cost. Early cost estimations can significantly deviate from actual costs and thus lead to unreliable time estimation. Time estimation models based on neural network and other alternative methods require databases and software, which complicates the process of time estimation. The purpose of this paper is to bridge the gap of scarce time estimation models and unreliable time estimates by developing a new method for time estimation. This research has been done on one large sewer system project. The case study shows how to extract several continuous activities for a pipeline project chosen from a sewer system. Moreover, a new algorithm for the calculation of project duration is devised based on the existing equation related to the linear scheduling method, and this algorithm works with continuous activities. The new method for construction time estimation is based on the extraction of linear continuous activities, usage of the algorithm for identification of minimal buffer between activities, and calculation of the project duration. To verify the algorithm, this method is used on another pipeline project from a sewer system. The limitation is that this method can be used only for base estimation. Further research needs to be done to include uncertainties and risks in the method.

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Nunes, Marco, and António Abreu. "Applying Social Network Analysis to Identify Project Critical Success Factors." Sustainability 12, no. 4 (February 18, 2020): 1503. http://dx.doi.org/10.3390/su12041503.

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A key challenge in project management is to understand to which extent the dynamic interactions between the different project people—through formal and informal networks of collaboration that temporarily emerge across a project´s lifecycle—throughout all the phases of a project lifecycle, influence a project’s outcome. This challenge has been a growing concern to organizations that deliver projects, due their huge impact in economic, environmental, and social sustainability. In this work, a heuristic two-part model, supported with three scientific fields—project management, risk management, and social network analysis—is proposed, to uncover and measure the extent to which the dynamic interactions of project people—as they work through networks of collaboration—across all the phases of a project lifecycle, influence a project‘s outcome, by first identifying critical success factors regarding five general project collaboration types ((1) communication and insight, (2) internal and cross collaboration, (3) know-how and power sharing, (4) clustering, and (5) teamwork efficiency) by analyzing delivered projects, and second, using those identified critical success factors to provide guidance in upcoming projects regarding the five project collaboration types.

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Alshubbak, Ali, Eugenio Pellicer, Joaquín Catalá, and José M. C. Teixeira. "A MODEL FOR IDENTIFYING OWNER’S NEEDS IN THE BUILDING LIFE CYCLE." Journal of Civil Engineering and Management 21, no. 8 (November 23, 2015): 1046–60. http://dx.doi.org/10.3846/13923730.2015.1027257.

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Building life cycle is a process which covers not only the construction phase but also the feasibility, the design and the operation phases. Identifying the owner’s needs in all phases of this process is of paramount importance for achieving satisfactory results for the building project. Additionally, the owner’s needs should be fulfilled by the work scope of every stakeholder involved in the project. Nevertheless, these needs are not always adequately considered in building projects. Thus, the purpose of the research reported in this paper has been to develop a model that allows for the identification of the owner’s needs in all phases of the building life cycle. The article presents a six level classification system for the information required in the project and a two-dimensional model that maps the life cycle and the logical actions to be undertaken in each phase. The model has been corroborated and improved by applying the Delphi technique to a panel of ten experts in two rounds. The practical use of the model is through the systematic application of a series of questionnaires built upon the information classification system for determining the owner’s needs. The paper details the operation phase of the model as an illustrative example and a case study on a residential building project of twelve apartments in Spain.

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Jovanovic-Popovic, Milica, Dusan Ignjatovic, Natasa Cukovic-Ignjatovic, and Ana Radivojevic. "Rehabilitation project of an apartment building in Belgrade, Serbia." Spatium, no. 15-16 (2007): 60–65. http://dx.doi.org/10.2298/spat0716060j.

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As a part of a scientific project conducted at the Faculty of Architecture University of Belgrade a detailed survey of building fund has been made and a typical 1950?s building was chosen as a demonstration project for the energy conscious renovation and retrofit procedure. Rehabilitation has been done in three main phases: detailed analysis and inspection of present state based on available project documentation, on site inspection, thermography, as well as interviews with tenants. In this phase strategies for reconstructions were analyzed and evaluated; first phase of rehabilitation mainly concerned improvement of performance of envelope (fa?ade, windows) with addition of an attic level;. second phase maximizes performance of building using various architectural and technical methods. Addition of new volumes (glazed loggias, and partly double skin fa?ades), heat recuperating units, and hot water collectors with redefinition of heating system was the main objectives. For both phases techno-economical analyses were made optimizing possible thermal performance gains and used technology in accordance with economic potential and pay-back period. Also a detailed procedure algorithm was developed in order to give guidelines for future projects of this type.

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Carmo Caccia-Bava, Mariado, Valerie C.K. Guimaraes, and Tor Guimaraes. "Important factors for success in hospital BPR project phases." International Journal of Health Care Quality Assurance 26, no. 8 (September 30, 2013): 729–45. http://dx.doi.org/10.1108/ijhcqa-01-2012-0007.

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Launhardt, R., A. M. Stutz, A. Schmiedeke, Th Henning, O. Krause, Z. Balog, H. Beuther, et al. "The Earliest Phases of Star Formation (EPoS): aHerschelkey project." Astronomy & Astrophysics 551 (March 2013): A98. http://dx.doi.org/10.1051/0004-6361/201220477.

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Watters, David A. K., Hamish Ewing, and Eddie McCaig. "Three phases of the Pacific Islands Project (1995-2010)." ANZ Journal of Surgery 82, no. 5 (March 23, 2012): 318–24. http://dx.doi.org/10.1111/j.1445-2197.2012.06036.x.

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Stoy, Christian, and Wolfdietrich Kalusche. "The determination of occupancy costs during early project phases." Construction Management and Economics 24, no. 9 (September 2006): 933–44. http://dx.doi.org/10.1080/01446190600799307.

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Osterman Meyer, Angela, Manuel J. Mon, and Susan T. Hibbard. "The Lunar Phases Project: A Mental Model-Based Observational Project for Undergraduate Nonscience Majors." Astronomy Education Review 10, no. 1 (December 2011): 010203–010203. http://dx.doi.org/10.3847/aer2011015.

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Mrzygłocka-Chojnacka, Jagoda, Stanisław Stanek, and Dorota Kuchta. "Defining a Successful Project in Sustainable Project Management through Simulation—A Case Study." Sustainability 13, no. 15 (July 31, 2021): 8556. http://dx.doi.org/10.3390/su13158556.

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Modern approaches to project management link project success both to sustainability and with the value delivered to project stakeholders. In the final analysis, it is the satisfaction of the identified stakeholders based on the sustainability principle which decides whether a project is successful or not. The value delivered to appropriate stakeholders has to be incorporated in the earliest phases of the project defining process. Otherwise, it may be too late to introduce changes which would allow the right value to be delivered to the right stakeholders. In this paper, we propose that a simulation is used in the phase of project definition to choose such implementation forms for individual project phases or tasks which would facilitate the delivery of the value expected by the stakeholders. Our approach also supports the process of agreeing (among the stakeholders) on the value expected from the project. We show, using a post-factum real-world project case, that the application of a simulation in the predictive project stage may considerably increase the probability of the project’s success.

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Ljevo, Žanesa, Mladen Vukomanović, and Suada Džebo. "Assessing the influence of project management on quality during the early phases of construction projects." Organization, Technology and Management in Construction: an International Journal 9, no. 1 (December 1, 2018): 1584–92. http://dx.doi.org/10.1515/otmcj-2016-0029.

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AbstractAlthough the quality of a process affects the quality of the end product, there is currently an insignificant amount of knowledge about the quality of project management (PM) processes that directly affect the quality of the delivered product (constructed building). This study presents a proposal for modeling the impact of the quality of the PM process on the quality of the constructed building. The quality of the PM process is represented by the main quality factors and product quality indicators. It presents the results of the interviews that were conducted and study cases that were analyzed in Bosnia and Herzegovina with a variety of project participants (with different managerial perspectives) in terms of the indicators of quality of the delivered product. All participants, regardless of managerial perspective, believe that the most important indicator of the quality of products for each phase of the project is “customer satisfaction in the end phase”, the measurement of which is different for each project phase that is presented. The results of the factor analysis of the definition and the planning phases show that 11 variables, namely, the quality factors of the PM process, can be grouped into three new factors, which is described as 66.61% (77.046%) of the basic set of variables.

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Janich, Nina, and Ekaterina Zakharova. "Wissensasymmetrien, Interaktionsrollen und die Frage der „gemeinsamen“ Sprache in der interdisziplinären Projektkommunikation." Fachsprache 33, no. 3-4 (May 30, 2017): 187–204. http://dx.doi.org/10.24989/fs.v33i3-4.1371.

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goal of the present discourse analysis is to report on the initial results of a DFG project on communication in interdisciplinary projects. Based on a case study, the following questions were investigated: 1) at what times or phases of a project communication problems occur, 2) what kinds of problems occur as a result of knowledge asymmetries, and 3) which interactive and discourse roles do participants take on when facing such problems? Three main conclusions can be drawn from the findings; first, that linguistic-communicative problems occurring in interdisciplinary projects are not simply a result of attempts to find a “common language”, but are grounded in issues of contextual, methodological, organisitory, and socio-pragmatic agreements. Second, these communication problems arise during the initial, preparatory phases of a project, earlier than social scientific process models suggest, i. e. as early as the writing and submission of the project proposal, as opposed to when the project work actually begins. Third, that these problems, induced by the inevitable presence of knowledge asymmetries among participants, must be resolved not only through active and consistent meta-communication, but also through meta-meta-communication. Evidence for these findings was gathered by means of interviews with project participants in which they reflected on the phase of jointly writing their project proposal from the perspective of their respective disciplines.

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Li, Zhiyong, Xiangtian Nie, Bo Wang, and Tianyu Fan. "Analysis of the Transmission of Project Duration and Cost Impacts Based on the GERT Network Technique." Symmetry 11, no. 3 (March 6, 2019): 337. http://dx.doi.org/10.3390/sym11030337.

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In engineering projects, project duration and a cost increase occur in every phase and will propagate their impacts downstream. Associated with the compensation of project duration, the duration and cost impacts are transferred among phases. In this paper, after illustrating the transmission of project duration and cost impacts, we will use the risk transmission theory and GERT (Graphic Evaluation and Review Technique) network technique to build a transmission model. We have designed equivalent parameters of project duration and cost impacts in the GERT model for serial, parallel, and hybrid structures. The algorithm of the GERT network for project cost and duration transmission is analyzed. The effectiveness of this model and algorithm is proved by numerical examples. This paper provides a new analytical method for cost and duration control of engineering projects.

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Zohrehvandi, Shakib, Mario Vanhoucke, and Mohammad Khalilzadeh. "A project buffer and resource management model in energy sector; a case study in construction of a wind farm project." International Journal of Energy Sector Management 14, no. 6 (April 21, 2020): 1123–42. http://dx.doi.org/10.1108/ijesm-10-2019-0025.

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Purpose This study aims to introduce an efficient project buffer and resource management (PBRM) model for project resource leveling and project buffer sizing and controlling of project buffer consumption of a wind power plant project to achieve a more realistic project duration. Design/methodology/approach The methodology of this research consists of three main phases. In the first phase of the research methodology, resource leveling is done in the project and resource conflicts of activities are identified. In the second phase, the project critical chain is determined, and the appropriate size of the project buffer is specified. In the third phase of the methodology, buffer consumption is controlled and monitored during the project implementation. After using the PBRM method, the results of this project were compared with those of the previous projects. Findings According to the obtained results, it can be concluded that using PBRM model in this wind turbine project construction, the project duration became 25 per cent shorter than the scheduled duration and also 29 per cent shorter than average duration of previous similar projects. Research limitations/implications One of the major problems with projects is that they are not completed according to schedule, and this creates time delays and losses in the implementation of projects. Today, as projects in the energy sector, especially renewable projects, are on the increase and also we are facing resource constraint in the implementation of projects, using scheduling techniques to minimize delays and obtain more realistic project duration is necessary. Practical implications This research was carried out in a wind farm project. In spite of the initial plan duration of 142 days and average duration of previous similar projects of 146 days, the project was completed in 113 days. Originality/value This paper introduces a practical project buffer and resource management model for project resource leveling, project buffer sizing and buffer consumption monitoring to reach a more realistic schedule in energy sector. This study adds to the literature by proposing the PBRM model in renewable energy sector.

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Journal articles on the topic 'Project phases'

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