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Journal articles on the topic 'Project'

Author: Grafiati

Published: 4 June 2021

Last updated: 28 July 2024

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1

Konesi Emmanuel Kinoti, Watenga. "Project Control and Project Performance of Irrigation Projects in Embu County, Kenya." International Journal of Science and Research (IJSR) 13, no. 4 (April 5, 2024): 1109–18. http://dx.doi.org/10.21275/sr24415114258.

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2

Kasten, Peggy. "Projects: Project Prime." Mathematics Teacher 92, no. 5 (May 1999): 458. http://dx.doi.org/10.5951/mt.92.5.0458.

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3

Kasten, Peggy. "Projects: Project CLIMB." Mathematics Teacher 94, no. 5 (May 2001): 430a—432. http://dx.doi.org/10.5951/mt.94.5.430a.

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Project CLIMB (Creating Links in Math and Business) is a teacherdeveloped project that was designed to help answer the students' question, When are we ever going to use this? The project allows precalculus students to communicate with people in the business world by using e-mail. Students are put into groups of three or four and assigned a business contact. The students determine from this contact person exactly what the company does, how teams are used in the company, and how specific mathematics topics are used by the contact person on the job. The student project includes six e-mail requests for information during a semester. The information requested centers on the precalculus topics of matrices, statistics, linear programming, logarithms, trigonometry, and probability. These broad topics are used by people in a variety of fields. The business contact uses e-mail to respond.

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4

Kaput, Jim. "Projects: SimCalc Project." Mathematics Teacher 96, no. 2 (February 2003): 158. http://dx.doi.org/10.5951/mt.96.2.0158.

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The SimCalc Project, partially supported for almost ten years by the National Science Foundation, is a research project involving colleagues from several universities, many middle schools, and high schools. Its goal is to use innovative but affordable technology and instructional materials to democratize access to the mathematics of change and variation. It includes, for example, ideas underlying calculus, beginning in the middle school through algebra and onward into university calculus. SimCalc approaches involve a growing mix of visually editable graphs that control dynamic simulations, visualization and data-import tools, and curriculum materials that use these software capabilities, as well as such traditional ones as function graphers. These strategies address the basic ideas of rate, slope as rate, linear functions, simultaneous conditions, interpreting graphs and modeling word problems (including more realistic ones than those that appear in most textbooks), the idea of average, mixture problems, equations, signed numbers and areas, variables and variation, and so on. They also include such ideas as periodicity, velocity and position, and rate and totals connections, including the slope and area ideas underlying the fundamental theorem of calculus.

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5

Dvir, Dov, Arik Sadeh, and Ayala Malach-Pines. "Projects and Project Managers: The Relationship between Project Managers' Personality, Project Types, and Project Success." Project Management Journal 37, no. 5 (December 2006): 36–48. http://dx.doi.org/10.1177/875697280603700505.

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6

Churilov, Sergey, and Elena Dumova-Jovanoska. "OVERVIEW OF RESEARCH PROJECTS: PROJECT STREP AND PROJECT MPC." Scientific Journal of Civil Engineering 8, no. 2 (2019): 27–32. http://dx.doi.org/10.55302/sjce1982027ch.

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7

Kivilä, Jesse, Miia Martinsuo, and Lauri Vuorinen. "Sustainable project management through project control in infrastructure projects." International Journal of Project Management 35, no. 6 (August 2017): 1167–83. http://dx.doi.org/10.1016/j.ijproman.2017.02.009.

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8

Jeffery, Peter. "Project managers and major projects." International Journal of Project Management 3, no. 4 (November 1985): 225–30. http://dx.doi.org/10.1016/0263-7863(85)90054-7.

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9

Poncz, Sarah. "Projects: Philadelphia Algebra Transition Project." Mathematics Teacher 88, no. 3 (March 1995): 246. http://dx.doi.org/10.5951/mt.88.3.0246.

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10

Stenglein, Sharon. "Projects: The Connected Geometry Project." Mathematics Teacher 89, no. 7 (October 1996): 612–14. http://dx.doi.org/10.5951/mt.89.7.0612.

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Kasten, Peggy. "Projects: The Newark Algebra Project." Mathematics Teacher 92, no. 9 (December 1999): 844–45. http://dx.doi.org/10.5951/mt.92.9.0844.

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Kasten, Peggy. "Projects: Hawaii Algebra Learning Project." Mathematics Teacher 93, no. 3 (March 2000): 260. http://dx.doi.org/10.5951/mt.93.3.0260.

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The Hawaii Algebra Learning Project of the Curriculum Research and Development Group, University of Hawaii, has both a curriculum component and a professional development component. The project was made possible through funding from the National Science Foundation, the U.S. Department of Education, the McInerny Foundation, and the University of Hawaii. The original goal of the project was to develop curriculum materials that make algebra accessible to students of all ability levels. This materials component has been identified as a promising program in mathematics education by the Laboratory Network Program of the U.S. Department of Education's Office of Educational Research and Improvement.

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13

Bojanić, Petar. "The acts of project(ion) / project acts or projacts." Rivista di estetica, no. 71 (August 1, 2019): 92–100. http://dx.doi.org/10.4000/estetica.5521.

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14

Lee, Yong-hee. "Dialectic Partners of a Social Drama: The Laramie Project and The Laramie Project: Ten Years Later." Journal of Modern English Drama 32, no. 1 (April 30, 2019): 145–86. http://dx.doi.org/10.29163/jmed.2019.4.32.1.145.

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15

Cooney, Robert Calder. "Project Success Criteria and Project Success Factors in Information Technology Projects." Academy of Management Proceedings 2020, no. 1 (August 2020): 20687. http://dx.doi.org/10.5465/ambpp.2020.20687abstract.

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16

WHITE, AE, J. ANDERSON, SIR A. FRAME, RJ DAVIDSON, and AJ LEGGATT. "INTERNATIONAL PROJECTS. SESSIONS 5 AND 6. PROJECT PACKAGES AND PROJECT GROUPINGS." Proceedings of the Institution of Civil Engineers 84, no. 2 (April 1988): 381–82. http://dx.doi.org/10.1680/iicep.1988.72.

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17

Marek-Kołodziej, Katarzyna, Iwona Łapuńka, and Dominika Jagoda-Sobalak3. "Model of Project Manager’s Competencies According to the Latest Guidelines IPMA Project Excellence Baseline 4.0." Marketing i Zarządzanie 51 (2018): 259–68. http://dx.doi.org/10.18276/miz.2018.51-25.

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18

��, Anna Yakovleva, ��, and R. Yaremchuk. "Project Networks in Innovation Projects Implementation." Russian Journal of Project Management 4, no. 3 (September 17, 2015): 28–38. http://dx.doi.org/10.12737/14069.

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The problems of creation of project network for innovation projects implementation are observed in the article. The authors study questions regarding the essence and peculiarities of the project networks, as well as approaches to innovation project activity in project networks organization. Special attention is paid to research of the �strong� ties role in both project and project network success and efficiency. Basing on the results the recommendations for project networks implementation are provided.

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19

Ren, Xu, Xiaofang Deng, and Lihua Liang. "Knowledge transfer between projects within project-based organizations: the project nature perspective." Journal of Knowledge Management 22, no. 5 (June 11, 2018): 1082–103. http://dx.doi.org/10.1108/jkm-05-2017-0184.

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Purpose This paper aims to investigate how project nature affects the effectiveness of knowledge transfer between projects in project-based organizations (PBOs) and to analyze the roles of inter-project communication, transfer intention and information technology (IT) in the influencing process. Design/methodology/approach This paper adopted a questionnaire survey method to collect data from construction enterprises in China and subsequently proceeded to structural equation modeling analysis with a total of 261 samples. Findings The results indicate that the similarity of projects could promote the inter-project communication and improve transfer intention, which further influences knowledge transfer effectiveness positively within PBOs. The urgency of projects has a negative impact on inter-project communication and transfer intention. The temporality of projects also negatively affects inter-project communication. They consequently hinder the knowledge transfer behaviors between projects. Additionally, the application of IT improves the frequency of communication and makes up for the negative impact of geographical distance between projects on knowledge transfer. Practical implications Based on the results, a series of strategies is recommended to improve knowledge transfer effectiveness between projects, including standardizing project management, promoting information construction, establishing a post-project evaluation system and creating a shared culture, so that the competitive advantages of PBOs could be improved. Originality/value The study explores the factors influencing knowledge transfer between projects from the perspective of project nature and provides guidance for enhancing knowledge management and project management practices.

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20

Wang, Yajuan, Yi Liu, and Cem Canel. "Process coordination, project attributes and project performance in offshore-outsourced service projects." International Journal of Project Management 36, no. 7 (October 2018): 980–91. http://dx.doi.org/10.1016/j.ijproman.2018.02.005.

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21

Hulme, David. "Projects, politics and professionals: Alternative approaches for project identification and project planning." Agricultural Systems 47, no. 2 (January 1995): 211–33. http://dx.doi.org/10.1016/0308-521x(94)p4412-u.

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22

Olugboyega, Oluseye, Obuks Ejohwomu, Emmanuel Dele Omopariola, and Alohan Omoregie. "Project Leadership Functions and the Associated Behaviour for Projects and Project Organisations." Buildings 13, no. 7 (July 10, 2023): 1739. http://dx.doi.org/10.3390/buildings13071739.

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Individuals and their leadership competencies have been the sole focus of project leadership research, rather than the project leadership’s behaviour and functions in project and organisational settings. As a result, this study investigates the project leadership functions and behaviours required for various project and organisational situations in order to propose a project leadership model that will be effective in all project and organisational situations. The model that was developed and tested in this study theorised about the project leadership function that project leaders are expected to perform as a result of their positions. It also described how project leaders could tailor their leadership functions and behaviours to address issues related to positions, organisational situations, and project situations. Three hypotheses were developed and tested using structural equation modelling to validate the model. The model’s perceptive power demonstrates adequate validity. The model’s validity implies that there are appropriate project leadership functions for different leadership levels and circumstances. The model’s validity also implies that each project leadership behaviour has its own value, as conditions and necessities dictate. The study assumes that a project leader can embrace project leadership by combining a few different project leadership functions and behaviours.

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23

Buhrman, Joan. "Projects: Extraordinary Women Engineers Project (EWEP)." Mathematics Teacher 100, no. 4 (November 2006): 283. http://dx.doi.org/10.5951/mt.100.4.0283.

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24

Markowska-Manista, Urszula. "Projekt Bohaterskiej Wyobraźni (Heroic Imagination Project)." Parezja Czasopismo Forum Młodych Pedagogów przy Komitecie Nauk Pedagogicznych PAN, no. 2 (2014): 55–58. http://dx.doi.org/10.15290/parezja.2014.02.05.

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25

Buhrman, Joan. "Projects: Extraordinary Women Engineers Project (EWEP)." Mathematics Teacher 100, no. 4 (November 2006): 283. http://dx.doi.org/10.5951/mt.100.4.0283.

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26

Parth, Frank R. "Project Management for Year 2000 Projects." Project Management Journal 29, no. 3 (September 1998): 7–9. http://dx.doi.org/10.1177/875697289802900303.

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27

Slater, Mark. "Locating Project Studios and Studio Projects." Journal of the Royal Musical Association 141, no. 1 (2016): 167–202. http://dx.doi.org/10.1080/02690403.2016.1151241.

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ABSTRACTVia a longitudinal case study of a studio project (Middlewood Sessions, 2004–12), this research explores processes of music-making in the increasingly prevalent context of the project studio to give an insight into contemporary music-making practices. Predicated upon technologies of decreasing size but increasing processing power, project studios represent a diversification of musical creativity in terms of the persons and locations of music production. Increasingly mobile technologies lead to increasingly mobile practices of music production, which presents a challenge to the seemingly simple question: where is the project studio? In response, I propose an ontology of project-studio music-making that sets out what conditions have to be met for location, as an active proposition, to take place.

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28

Curran, Clive‐Steven, Benjamin Niedergassel, Stefan Picker, and Jens Leker. "Project leadership skills in cooperative projects." Management Research News 32, no. 5 (March 27, 2009): 458–68. http://dx.doi.org/10.1108/01409170910952958.

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29

Kantola, Mikko, and Arto Saari. "Project delivery systems for nZEB projects." Facilities 34, no. 1/2 (February 1, 2016): 85–100. http://dx.doi.org/10.1108/f-03-2014-0025.

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Purpose – The paper aims to reveal the most functioning project delivery systems for nearly zero-energy building (nZEB) projects. The focus is set to reveal the qualities of the systems that support the nZEB goals and sustainability. Design/methodology/approach – Research method used in this paper is inductive reasoning. The reasoning is based on existing literature, and conclusions are drawn by combining pieces of that literature. Findings – The state-of-the-art heating, ventilation and air conditioning (HVAC) and insulation requirements of nZEB technology and the lack of experience in the industry regarding nZEB projects suggest that modern collaboration-based project delivery systems should be favoured. The authors found that the most suitable project delivery system for a standard nZEB project is the integrated project delivery (IPD), which binds the financial goals of the main parties together via a reimbursement solution: target pricing. The authors also found the construction management (CM) at-risk system a suitable solution, especially if it is modified by adding the tools utilised in the IPD approach, thereby making it an IPD lite system. Originality/value – The paper has value for the entire construction industry in Finland and European Union (EU). The owners and construction companies can use the findings in their development efforts towards nZEB construction. The EU 2020 nZEB degree makes all the findings concerning practicalities of nZEB projects valuable due to the lack of time and the lack of experience in the industry.

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30

Konieczny, Steven J., and Joseph A. Petrick. "Project Managing: International Joint Venture Projects." Journal of General Management 19, no. 3 (March 1994): 60–75. http://dx.doi.org/10.1177/030630709401900305.

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31

Curran, Clive-steven, and Benjamin Niedergassel. "Project leadership skills in cooperative projects." IEEE Engineering Management Review 39, no. 3 (2011): 23–33. http://dx.doi.org/10.1109/emr.2011.6019091.

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32

McKim, Robert, Tarek Hegazy, and Mohamed Attalla. "Project Performance Control in Reconstruction Projects." Journal of Construction Engineering and Management 126, no. 2 (March 2000): 137–41. http://dx.doi.org/10.1061/(asce)0733-9364(2000)126:2(137).

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33

Suhonen, Marjo, and Leena Paasivaara. "Project work in Finnish KASTE projects." Scandinavian Journal of Public Administration 19, no. 1 (March 15, 2015): 45–61. http://dx.doi.org/10.58235/sjpa.v19i1.15631.

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Project work been seen as a solution for developing social and health care work. However, project work is not one-dimensional. In addition, there are some characteristics in social and health care that pose challenges for projects. There is a need to study social and health care project work critically. The aim of the article is to describe and analyze project work in social and health care. The data were collected from KASTE projects in 2008-2011. The data consisted of essays written by project managers (n=11) and interviews (n= 14) with project managers and workers. The data were analyzed using qualitative content analysis. Based on our findings, project work in social and health care was characterized by project management within an organized chaos, power struggles between professions and organizations, attitudes related to co-operation with different sectors, successful team feeling and multi-dimensional peer support. Peer-support and team feeling were valued as important resources in project work although there were different kinds of experiences of their existence. Team feeling can be seen as a means to compensate for the lack of common instructions and to relieve the feeling of chaos. Different kinds of power structures could be distinguished on different levels of co-operation in projects: on project team level, on interprofessional level and on the level of organizations and municipalities. This poses challenges for inter-professional and cross-sectional co-operation in projects, which might affect project progress.

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34

Obondi, Kennedy. "The impact of project risk audits on construction project success." Journal of Engineering Management and Competitiveness 10, no. 2 (2020): 103–15. http://dx.doi.org/10.5937/jemc2002103o.

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Risk audit is often poorly implemented in construction projects because of the absence of constant auditing of risks by construction project managers. Construction companies are experiencing large financial deficits because of managers failing to audit and monitor project risks. The purpose of this study was to examine whether the utilization of risk audit correlates with project success in construction projects. An electronic survey instrument was used to collect data from a sample of 50 construction project managers in the Dallas-Fort Worth area of Texas in the United States. Spearman's rho correlational analysis and simple logistic regressions were used to examine the relationship between risk audit and project success. The results of this study indicated that there is a positive and significant association between risk audit and project success in terms of schedule performance, cost performance, customer satisfaction, and business success. One of the recommendations presented in this study was to expand the study to developing countries to see whether the findings from the study remain the same. The study concluded that construction organizations should regularly consider the importance and usage of risk audit techniques to improve the success rate of a project.

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Pandit, Devanshu, and Dr S. M. Yadav Dr. S. M. Yadav. "Effective Project Controls at Project Development Stage." International Journal of Scientific Research 2, no. 7 (June 1, 2012): 137–39. http://dx.doi.org/10.15373/22778179/july2013/47.

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36

Bērziša, Solvita. "Project Management Knowledge Retrieval: Project Classification." Environment. Technology. Resources. Proceedings of the International Scientific and Practical Conference 2 (August 5, 2015): 33. http://dx.doi.org/10.17770/etr2011vol2.968.

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Project management knowledge contains a wide range of information that can be accumulated from theory and practice. This knowledge is not always readily available to project manager and that can leave a significant impact on project management efficiency and success. Therefore, this knowledge is necessary to store in the project management knowledge repository and then to retrieve it when necessary. To find this knowledge it is necessary to define attributes for searching relevant projects and knowledge associated with these projects. The objective of this paper is to develop a set of project classification attributes that can be used to describe project characteristics and use them in similarity definition. The project classification attributes are defined as a part of the architecture of project management knowledge retrieval. They are identified by analyzing several project management methodologies and are validated by classifying twenty two empirical information technology projects.

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37

AL Jarrah, Mufleh, Baker Jarah, and Ikhlas Altarawneh. "Toward successful project implementation: Integration between project management processes and project risk management." Problems and Perspectives in Management 20, no. 3 (September 6, 2022): 258–73. http://dx.doi.org/10.21511/ppm.20(3).2022.21.

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This study aims to identify the primary aspects contributing to the project’s successful implementation by considering project risk management as a mediating component. The paper uses the survey methodology to examine the impact of project management processes (project start-up, planning, execution, monitoring and control, and closing the project) on successful project implementation by the arts of project risk management as a mediating variable. The study population consists of project managers employed by the Jordan Engineers Association, Jordan Construction Contractors Association, and King Abdullah Design and Development Bureau in Jordan, with a sample size of 96 project managers. A questionnaire was divided into three categories. The primary data were analyzed using the Partial Least Squares (3.3.3) software. The result shows that the arts of project risk management mediate the impact of project start-up, planning, execution, monitoring and control, closing, and management processes on successful project implementation. The findings recommend that integrated project management processes with project risk management could enhance the chances of successful project implementation for Jordanian project managers.

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38

Karigirwa, Diane, and Claude Rusibana. "Effect of Project Control on Project Performance of Education Projects in Rwanda: A Case of SOMA Umenye Project." African Journal of Empirical Research 5, no. 2 (May 23, 2024): 517–28. http://dx.doi.org/10.51867/ajernet.5.2.44.

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The purpose of this study was to assess the effect of project control and project performance in education project. Despite the fact that the Rwanda Basic Education Board in partnership with United States Agency for International Development (USAID) has implemented the Soma Umenye Project through project control in terms of scheduling, financial resources, risk control and change control, its performance remains poor and critical. In conducting this research, four objectives were: to effect of project schedule control on Soma Umenye project performance, to examine the effect of project resources control on Soma Umenye project performance, and to analyze the effect of project change control on Soma Umenye project performance. To achieve these objectives, literature reviewed on the subject matter including definitions of key concepts, conceptual review, theoretical framework, conceptual framework and research gap analysis, moreover both planned theory and contingency theories were used. Descriptive research design was used and also the target population of the study was 169 employees of Rwanda Basic Education Board and all of them a sample size of 169 employees were selected by using stratified sampling technique. Questionnaire, interview guide and documentation were used as tools of data collection. Data was processed through editing, coding and tabulation and the data was also analyzed by using descriptive statistics. Findings indicated that that holding all the project control to a constant zero, project performance of Rwanda Basic Education Board (REB) will be 0.083 percent, a unit increase in the use of project schedule control would lead to reduction in project performance of Rwanda Basic Education Board by 3.4%, a one percent increase in the use of project resources control would lead to an increase the project performance of Rwanda Basic Education Board by 7.5%, a one percentage increase in the use of risk control would lead to 62.3% increase of project performance of Rwanda Basic Education Board and lastly a one percentage increase in the use of project change control would lead to 27.1% increase of project performance of Rwanda Basic Education Board. Overall, the project risk management control had the greatest effect on project performance at REB, followed by project change control, project resource control and lastly project schedule control. At 5% level of significance and 95% level of confidence, project resources control had 0.549 level of significance; project schedule control had a .327 level of significance, project risk control had a 0.000 level of significance finally project change control also had a 0.011 level of significance. The study concluded that there is a positive relationship between project controls on project performance of education projects in Rwanda, moreover the researcher in line with the findings and objectives of the study suggested that Rwanda Basic Education Board, as a public organ, may continuously establish checkpoints and milestones to review the project's progress, address key issues, and take corrective actions if necessary, to keep the project on track.

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39

Nasser, Fahd Mahmood Mohammed, Nahg Abdulmajid Alawi, Abaidullah Mustaffa, Asniza Yusuf, Abd Al-Aziz Al-Refaei, and Mahmood Fahd Mahmood Mohammed. "Matching of the Project Manager’s Approach and the Project Delivery System to Achieve Project Success in Yemeni Projects." European Journal of Business and Management Research 9, no. 3 (June 10, 2024): 101–9. http://dx.doi.org/10.24018/ejbmr.2024.9.3.2334.

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The goal of this study is to seek answers to whether project managers’ approach is influenced by the project delivery system for achieving project success in Yemeni projects. A quantitative approach was adopted in this paper, and 375 project managers from two governorates of Yemen served as respondents. The idea is to assess the connection between the project managers’ approach (PMA) and the project delivery system (PDS). The results revealed that the project manager’s approach (participative and directive) and alignment with the project delivery systems (traditional or design and build) were directly linked with project success or failure. Moreover, the results revealed that the project managers adopting a participative approach have constructive effects, while the project managers adopting a directive approach harm project success. It is a chance for inexperienced project managers to receive advice on how to implement their management strategy and learn that, for Yemeni projects (YPs), every project delivery system requires a suitable approach to leadership.

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40

Irfan, Muhammad, Sanam Zaib Khan, Nasruddin Hassan, Mazlan Hassan, Muhammad Habib, Salma Khan, and Hadi Hassan Khan. "Role of Project Planning and Project Manager Competencies on Public Sector Project Success." Sustainability 13, no. 3 (January 29, 2021): 1421. http://dx.doi.org/10.3390/su13031421.

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Even though the world has progressed exponentially, the core reasons for the failure of many public sector projects remain the same, i.e., the poor planning and competency of a project manager. Therefore, it becomes essential even in the contemporary world to assess and evaluate a model that determines the effect of planning and the project manager’s competency on the success of public sector projects. Moreover, the present study aims to assess the role of project planning and the project manager’s competency in project success in the context of project management methodology defined by the Project Management Institute. In the current survey-based study, a sample of 260 project engineers, from the public sector organizations operating in Balochistan, that were engaged in projects was taken in order to understand the relationship between the constructs. Quantitative data were collected to address the proposed hypotheses using the partial least squares structural equation modeling technique. It was inferred from the findings that planning and competency have a significant positive impact on the success of public sector projects. Among the two, it was determined that planning for public sector projects has a greater role in the success of projects. Therefore, it is concluded based on the results of the study that in future, due consideration should be given to planning and the abilities of a project manager.

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41

Fangzheng, Li, and Xiaoyun Zhang. "management of scientific research projects in local universities." International Journal for Innovation Education and Research 4, no. 11 (November 30, 2016): 68–72. http://dx.doi.org/10.31686/ijier.vol4.iss11.7.

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With the increasing development of science and technology, and state and local governments paying more attention to the power of science and technology, many local universities are faced with a series of innovative management environment, such as, the growing amount of scientific research projects substantially, the improving level, the wide areas involved, which put forward some new requests in projects management for local universities. According to this question ,the scientific research projects management in local universities are ought to make the thinking correct, the essential captured , the supervision strengthen, the distinguishing feature stand out .And local universities should, in the links of research project application, project initation, project inspection, projiect accepting and the use of funds strengthen the management, improving the quality projects management, enhancing the comprehensive strength of scientific research.

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42

Lecoeuvre, Laurence. "The performance of projects and Project Management. Sustainable Delivery in Project Intensive Companies." PROJECT MANAGER (IL), no. 31 (August 2017): 44–46. http://dx.doi.org/10.3280/pm2017-031012.

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43

Kazmi, Syed Ali Naqi, Asia Baig, and Muhammad Zia-Ur Rehman. "The Economy of Projects: Analyzing Project Management Resilience, Stress Management and Project Sustainability." Global Economics Review III, no. I (June 30, 2018): 50–61. http://dx.doi.org/10.31703/ger.2018(iii-i).06.

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The due economy of projects is a catchword nowadays in the world. Advancement in project sustainability has reshaped the banking across the globe forcing companies to perform tasks and activities in the form of projects; resilience, stress management are some of the factors that redesign project sustainability. This cross-sectional study investigates the impact of resilience and stress management on project sustainability also making a contribution by analyzing the association of resilience and stress management. The beta values and results show in favor of acceptance of the entire hypothesis. The data was collected from the members of the project team working on a diverse project in the banking sector of Pakistan. The instrument used to collect the data was questionnaires to measure each variable. Pearson correlation and stepwise hierarchal regression were used to analyze the data. The study at the end highlights valuable findings and recommendations for the future and the researchers offer practical guidance further professionalizing Project Management.

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44

Beukers, Margot W. "Project management of life-science research projects: project characteristics, challenges and training needs." Drug Discovery Today 16, no. 3-4 (February 2011): 93–98. http://dx.doi.org/10.1016/j.drudis.2010.11.015.

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Titov, C. A., R. D. Pathak, and A. A. Tsymbal. "PROJECT SUCCESS AND INDIVIDUAL ENTREPRENEURIAL ORIENTATION OF PROJECT MANAGERS: RUSSIAN CONTEXT." Strategic decisions and risk management 12, no. 2 (December 14, 2021): 114–26. http://dx.doi.org/10.17747/2618-947x-2021-2-114-126.

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Projects implemented in conditions of high uncertainty are sometimes called entrepreneurial projects. Success in such projects is more difficult to achieve. To successfully manage entrepreneurial projects, project managers should have entrepreneurial skills. The article explores two issues related to project success, entrepreneurial characteristics, and project uncertainty. First, the article tries to find out whether the increase in the entrepreneurial nature of the project, manifested in the increase in project goals and methods uncertainty, is accompanied by a decrease in project success. Second question is – does the entrepreneurial orientation of project managers affect project success and the relationship between the projects’ success and their entrepreneurial features. To answer these questions, data were collected from Russian project managers assessing the entrepreneurial nature of projects, project success and the individual entrepreneurial orientation of project-managers. The collected data were examined using factor and regression analysis. The findings indicate that there is a negative relationship between the entrepreneurial nature and such indicators of project success as internal efficiency, preparation for the future, and results for clients. Some indicators of success were positively associated with such indicators of entrepreneurial orientation as proactivity and risk taking. As uncertainty increased, some measures of individual entrepreneurial orientation of project managers can positively compensate negative impact on project success from uncertainty associated with projects’ entrepreneurial nature.

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Frangakis Cano, Yaiseth. "Project management: hybrid approach for construction projects." MOJ Biology and Medicine 9, no. 2 (May 2, 2024): 42–51. http://dx.doi.org/10.15406/mojbm.2024.09.00216.

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This research aims to innovate in project management by demonstrating the benefits of implementing the Hybrid Project Management Methodology in construction projects. The construction industry operates in complex environments with high levels of change, making it essential to adapt management approaches accordingly. This study reveals that integrating Agile with Traditional Project Management Methodology enhances project execution by fostering flexibility, adaptation, continuous value delivery, motivation, effective Methods communications, and constant feedback throughout the project life cycle. Consequently, this integration leads to improved project outcomes and goal achievement. Furthermore, the research highlights the growing recognition among construction professionals of the importance of adopting methodologies that enhance their project management skills, demonstrating a pressing need for such approaches in the industry. Statistical validation confirms the appropriateness of applying the Hybrid Project Management Methodology in the construction sector, with a significant result of 3.903, indicating a high level of appropriateness.

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Drożyński, Tomasz. "”The Emi & Gracja’s backyard” – An innovative educational project for Polish children." Labor et Educatio 10 (March 31, 2023): 169–88. http://dx.doi.org/10.4467/25439561le.22.013.17539.

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The paper describes an innovative educational project for Polish children “Emi & Gracja’s Backyard”, which was designed by the emigration association ”Familiaris” from Germany. In the presented analyses, the case study method was used. The purpose of the analysis undertaken is to comprehensively present a unique project for bilingual children living in the Polish émigré community in Germany based on the standards describing the method of projects in terms of its innovation. The presented project meets the criteria of: place, duration, division of labour, form of work, structure, scope of learning material, goal, SMARTER, innovative project. The process of planning and implementation of the project “Emi & Gracja’s Backyard” is embedded in the context of Designing Education Projects, which include 12 steps: (1) assessing needs and opportunities, (2) establishing a project planning team, (3) developing project goals and objectives, (4) developing a logic model, (5) selecting and characterising audiences, (6) establishing a program format and delivery system, (7) ensuring quality instructional staff, (8) ensuring quality materials and teaching strategies, (9) gathering materials, resources and premises, (10) planning for contingencies, (11) promoting, marketing and disseminating the project, (12) implementing the project. The evaluation and assessment of the project makes it possible to diagnose the quality and value of the project itself, which appears to be an interesting educational offer that responds to current trends in education. „Podwórko Emi & Gracji” – innowacyjny projekt edukacyjny dla dzieci polonijnych Artykuł traktuje o nowatorskim projekcie edukacyjnym dla dzieci polonijnych „Podwórko Emi i Gracji”, który został stworzony przez stowarzyszenie „Familiaris” z Niemiec działające na rzecz emigracji. W prezentowanych analizach wykorzystano metodę studium przypadku. Celem podjętej analizy jest kompleksowe przedstawienie unikatowego projektu dla dzieci dwujęzycznych żyjących w społeczności emigracyjnej Polonii w Niemczech w oparciu o standardy opisujące metodę projektów w aspekcie jego innowacyjności. Prezentowany projekt spełnia kryteria: miejsca, długości trwania, podziału pracy, formy pracy, struktury, zakresu materiału kształcenia, celu, SMARTER, nowatorskiego przedsięwzięcia. Proces planowania i realizacji projektu „Podwórko Emi & Gracji” osadzony jest w kontekście Designing Education Projects, które obejmują 12 kroków: (1) ocena potrzeb i możliwości, (2) powołanie zespołu planującego projekt, (3) opracowanie celów i zadań projektu, (4) opracowanie modelu logicznego, (5) wybór i charakterystyka odbiorców, (6) ustalenie formatu programu i systemu jego realizacji, (7) zapewnienie wysokiej jakości kadry instruktorskiej, (8) zapewnienie wysokiej jakości materiałów i strategii nauczania, (9) zgromadzenie materiałów, zasobów i pomieszczeń, (10) planowanie na wypadek sytuacji awaryjnych, (11) promowanie, wprowadzanie na rynek i rozpowszechnianie projektu, (12) wdrożenie projektu. Ocena i ewaluacja projektu pozwalają na diagnozowanie jakości i wartościowanie samego przedsięwzięcia, które wydaje się być ciekawą ofertą edukacyjną odpowiadająca na aktualne trendy w edukacji.

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Kock, Alexander, and Hans Georg Gemünden. "Project Lineage Management and Project Portfolio Success." Project Management Journal 50, no. 5 (September 3, 2019): 587–601. http://dx.doi.org/10.1177/8756972819870357.

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Project portfolio approaches consider various concurrent project interdependencies but typically neglect longitudinal interdependencies. These are important for exploratory projects, which create strategic options. If these options are not exploited in successive projects they become lost opportunities. This study analyzes 138 firms regarding their extent to consciously manage project sequences. We differentiate between proactive lineage (planning a roadmap of future projects) and reactive lineage (using learnings from past projects). Results show that both practices are positively and independently related to portfolio success. We derive suggestions for future research and discuss which theoretical foundations could be used to better understand the impact of lineage management.

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Amohamed, Ahmed. "Project Planning as Initial Step for Successful Project." Lecture Notes on Software Engineering 3, no. 3 (2015): 234–37. http://dx.doi.org/10.7763/lnse.2015.v3.197.

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Altahtooh, Umar A., and Margaret W. Emsley. "An Introduction to Project End Theory in Project Management." International Journal of Information Technology Project Management 8, no. 3 (July 2017): 69–81. http://dx.doi.org/10.4018/ijitpm.2017070105.

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Almost all project management software has lack of displaying the outcomes of projects as a feature. This is because there is no recognized way of calculating the actual project duration compared to the authorized project duration. Data were collected through a mixed method using a Critical Incident Technique (CIT) and a survey. The study finds that time error can occur throughout the project execution phase. Findings suggest that challenged projects could be successful or failed projects using a model of IT Project Outcomes Testing (MITPOT). Thus, this model establishes a foundation of Project End Theory (PET).

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