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Artículos de revistas sobre el tema "Project management"

Autor: Grafiati

Publicado: 4 de junio de 2021

Última modificación: 25 de julio de 2025

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1

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 (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

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2

Latysheva, O. V. "Using Modern Project Management Tools and Project Management Guidelines for Business Projects." Management of Economy: Theory and Practice. Chumachenko’s Annals, no. 2024 (2024): 196–207. https://doi.org/10.37405/2221-1187.2024.196-207.

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This article addresses the current issue of utilizing project management tools for effective project planning and implementation. It identifies the specifics of applying project management standards and relevant guides (guidelines, manuals, instructions) for business projects. The article outlines the tools of major project management methodologies according to modern standards. It describes the areas of application for contemporary project management tools, namely frameworks, models, and project management guidelines for business projects. The article highlights different focuses within the m

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3

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

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4

Ikonen, Ilkka, and Henri Pitkäkoski. "Project Management Practices in Defence Projects." Proceedings of The International Conference on Research in Management and Economics 2, no. 1 (2025): 49–58. https://doi.org/10.33422/imeconf.v2i1.879.

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This article aims to contribute to both project management theory and practice by identifying the project management methods, tools, and techniques used in defense projects. Project management practices are identified in the literature, and empirical data is collected through a web-based survey of 53 project managers who represented the project officers and project managers of the Finnish Armed Forces. The results show that the top ten most used methods, tools, and techniques are well-known and widely utilized. These include project meetings, project reviews, workshops, expert screening, negot

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5

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 (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.

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6

Syed, Ali Naqi Kazmi, Baig Asia, and Zia-Ur Rehman Muhammad. "The Economy of Projects: Analyzing Project Management Resilience, Stress Management and Project Sustainability." Global Economics Review (GER) III, no. I (2018): 50–61. https://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.

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7

Stewart-Mailhiot, Amy. "Management: Project Management." Reference & User Services Quarterly 55, no. 1 (2015): 18. http://dx.doi.org/10.5860/rusq.55n1.18.

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As work in libraries continues to become more project-driven, formal project-management training for librarians and other library staff is not necessarily keeping pace. While this scenario is far from ideal, workarounds can be effectively utilized if need be. In this column, Amy Stewart-Mailhiot offers guidance to librarians about how to rely on the proven tools of their trade to successfully manage projects. She suggests that employing such approaches, and applying some dependable rules of thumb—while not optimal—can help pave the way to accomplishing this critical work in the absence of expo

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8

Yeong, Anthony, and Thou Tin Lim. "Integrating knowledge management with project management for project success." Journal of Project, Program & Portfolio Management 1, no. 2 (2011): 8. http://dx.doi.org/10.5130/pppm.v1i2.1735.

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This paper aims to study the improvement of project success in organizations by integrating knowledge management strategies with project management practices in a typical project lifecycle. According to the Standish Group’s Chaos Report for 2009, only 32% of all surveyed projects are considered to be successful and are delivered on time, on budget, with the required features and functions. This could be an indication that project management practitioners have not fully acquired and transferred knowledge learned from past projects to ensure a higher success rate for current and future projects.

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9

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

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10

George, Crispin. "Understanding the Concept of Project Termination in the Management of Projects." International Journal of Science and Research (IJSR) 9, no. 3 (2020): 107–11. http://dx.doi.org/10.21275/sr20302094445.

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11

Tereschenko, Tat'yana, and Irina Balashova. "INVESTMENT PROJECT MANAGEMENT." Scientific Bulletin: finance, banking, investment, no. 1 (October 23, 2024): 111–20. https://doi.org/10.29039/2312-5330-2024-1-111-120.

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Effective project management strategies are essential for successful investment projects, and analysis and stakeholder engagement play a critical role in project success. Investment projects are unique endeavors that require specialized project management strategies to successfully execute. The challenges associated with investment projects require comprehensive planning, effective risk management, stakeholder engagement, financial management, team coordination, change management, and monitoring and control. By applying these strategies, project managers can increase the likelihood of success

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12

Yuswardi, Yuswardi, Fikra Terisha Azzikr, Jessica Jessica, Putri Sahara, and Senly Senly. "Analisa Project Integration, Project Scope Management, Project Time Management." Jurnal Sains dan Teknologi 4, no. 3 (2023): 172–76. http://dx.doi.org/10.55338/saintek.v4i3.1125.

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Tote bag homemade yang berkualitas dan unik serta dapat membantu mengurangi limbah tekstil dan produk yang kami buat sangat ramah lingkungan jadi sangat nyaman untuk digunakan sehari-hari. Product yang kami buat ini bernama BeNew by TwoJe_SKV adalah sebuah bisnis/usaha milik mahasiswa/i UIB dengan visi membuat sampah kain menjadi produk unik dan fungsional, memuaskan konsumen dengan melakukan inovasi – inovasi pada desain produk dan tetap memperhatikan lingkungan dalam operasi bisnisnya dengan cara berpartisipasi dalam memberikan pengembangan berkelanjutan kepada masyarakat dan lingkungan di b

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13

РУБАН-ЛАЗАРЕВА, Н. В. "PROJECT MANAGEMENT." Экономика и предпринимательство, no. 12(149) (May 21, 2023): 889–91. http://dx.doi.org/10.34925/eip.2022.149.12.172.

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В статье исследуются сущность, цели, задачи, ограничения, риски и подходы к управлению проектами. Приведены обеспечительные характеристики результатов проектов по группам: инициирование, планирование, исполнение, контроль, мониторинг, завершение. Обозначены задачи и инструменты проектного контроля как независимой непрерывно осуществляемой контрольной функции проектов. Рассмотрена практика эффективного досрочного завершения проектов. Сформирован чек-лист проекта. The article explores the essence, goals, objectives, constraints, risks and approaches to project management. The article presents th

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14

Jeremiah Barasa Kabeyi, Moses. "Evolution of Project Management, Monitoring and Evaluation, with Historical Events and Projects that Have Shaped the Development of Project Management as a Profession." International Journal of Science and Research (IJSR) 8, no. 12 (2019): 63–79. http://dx.doi.org/10.21275/art20202078.

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15

Dixit, Vijaya, Rajiv Kumar Srivastava, and Atanu Chaudhuri. "Integrating materials management with project management of complex projects." Journal of Advances in Management Research 10, no. 2 (2013): 230–78. http://dx.doi.org/10.1108/jamr-05-2013-0031.

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16

Greer, Michael. "ID Project Management: Project management: An overview." Performance + Instruction 27, no. 4 (1988): 1–5. http://dx.doi.org/10.1002/pfi.4170270403.

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17

Алин, Г. Т., and Н. К. Рахимжанова. "SOFTWARE DEVELOPMENT PROJECT MANAGEMENT: PROJECT RISK MANAGEMENT." INTERNATIONAL JOURNAL OF INFORMATION AND COMMUNICATION TECHNOLOGIES 4, no. 1(13) (2023): 38–50. http://dx.doi.org/10.54309/ijict.2023.13.1.004.

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в данной статье рассматриваются общие характеристики и основные технологии управления рисками в проектах разработки программных продуктов: определение рисков, ранжирование рисков по приоритету и выработка мер, связанных с компенсацией воздействия рисков на проект. Определены существующие подходы к управлению рисками проекта программной разработки, роли и задачи менеджера проекта и его команды в контексте управления рисками. В статье рассматривается необходимость анализа и учета рисков проекта, а также выделение необходимых временных и людских ресурсов для обеспечения конечного успеха в реализа

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18

Andrii, Khrutba, Morozov Victor, Khrutba Yuliia, Tkachenko Valentyna, and Lysak Roksolana. "Implementation of communication and interaction management in distributed environmental projects." Technology Audit and Production Reserves 6, no. 2(62) (2021): 53–57. https://doi.org/10.15587/2706-5448.2021.245853.

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<em>The object of research is the management of communication processes that occur between different stakeholders in project activities in the implementation of distributed environmental projects. The research is based on the application of the basic provisions of communication management in project management methodologies, including Green Project Management used to study the features and factors influencing individual processes in distributed environmental projects. The paper also applies the current provisions, methodological approaches to set theory and systems analysis (to formalize manag

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19

Fähndrich, Ursula. "Terminology project management." Terminology 11, no. 2 (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 sect

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20

Frangakis Cano, Yaiseth. "Project management: hybrid approach for construction projects." MOJ Biology and Medicine 9, no. 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 cycl

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21

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

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22

Gawande, Shilpa, and Sharmina Jiwani. "Constructive Effect of Hybrid Project Management Methodologies on Success Rates of Projects." International Journal of Science and Research (IJSR) 13, no. 10 (2024): 50–54. http://dx.doi.org/10.21275/sr24929184750.

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23

Schieg, Martin. "RISK MANAGEMENT IN CONSTRUCTION PROJECT MANAGEMENT." Journal of Business Economics and Management 7, no. 2 (2006): 77–83. http://dx.doi.org/10.3846/16111699.2006.9636126.

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By adopting risk management, savings potentials can be realized in construction projects. For this reason, for project managers as well as real estate developers, a consideration of the risk management process is worthwhile. The risk management process comprises 6 process steps, which will be discussed in greater detail below. The integration of a risk management system in construction projects must be oriented to the progress of the project and permeate all areas, functions and processes of the project. In this, particular importance is attached to the risks in the personnel area, for, partic

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24

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 (2006): 36–48. http://dx.doi.org/10.1177/875697280603700505.

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25

Leena, Alawami. "The Role of Data Analytics in Project Management." International Journal of Management and Commerce Innovations 12, no. 2 (2024): 99–108. https://doi.org/10.5281/zenodo.14501784.

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<strong>Abstract:</strong> As the complexity of projects grows, the traditional methods of project management often struggle to keep pace with new demands for speed, precision and cost effectiveness. Today’s projects require a level of insight that only data analytics can provide. These tools and project management platforms with built in analytics capabilities have further accelerated this shift, enabling project teams to visualize data in real-time, identify trends, and adjust strategies proactively. This paper aims to explore the pivotal role of data analytics in enhancing project man

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26

Кершер, Сильвия, and Хольгер Гюнцель. "Scrum4Consulting — agile project management for consulting projects." Управление проектами и программами 4 (2020): 254–65. http://dx.doi.org/10.36627/2075-1214-2020-4-4-254-265.

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27

Aghayan, Hamid Reza, Seyed Abdolreza Babamahmoudi, Parisa Goodarzi, et al. "Project Management Office in Clinical Research Projects." Archives of Neuroscience 1, no. 1 (2013): 3–6. http://dx.doi.org/10.5812/archneurosci.9070.

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28

Rojas, Maria Delia, Tanya McGill, and Arnold Depickere. "Project Management in Student Information Technology Projects." International Journal of Information and Communication Technology Education 2, no. 4 (2006): 24–38. http://dx.doi.org/10.4018/jicte.2006100103.

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29

Targiel, Krzysztof S. "Project management in technical and IT projects." Scientific Papers of Silesian University of Technology. Organization and Management Series 2017, no. 108 (2017): 403–10. http://dx.doi.org/10.29119/1641-3466.2017.108.36.

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30

Sudirman, Weddy Bernadi, and Sarwono Hardjomuljadi. "Project Risk Management in Hydropower Plant Projects." Journal of Infrastructure Development 3, no. 2 (2011): 171–86. http://dx.doi.org/10.1177/097493061100300205.

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The development of hydroelectric power plant is one of the efforts in utilising water resources for people’s welfare by generating the energy for electricity purpose. Nowadays, the installed capacity of hydro electric power plants is 3,529 MW from the total installed capacity 24,846 MW from various power plants owned by PT PLN (Persero) and the hydropower potential 75,000 MW all over Indonesia. Hydroelectric power plant has complex structures and involves large amounts of capital with a long-running construction period. This situation imposes uncertainty factors with considerably high risks. T

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31

Andrejić, Marko D., Boban D. Đorović, and Dragan S. Pamučar. "Managing projects using a project management approach." Vojnotehnicki glasnik 59, no. 2 (2011): 142–57. http://dx.doi.org/10.5937/vojtehg1102142a.

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32

Healy, Patrick. "Project Management of Multiple Projects and Contracts." International Journal of Project Management 20, no. 2 (2002): 179–80. http://dx.doi.org/10.1016/s0263-7863(00)00047-8.

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33

Stare, Aljaž. "Agile Project Management in Product Development Projects." Procedia - Social and Behavioral Sciences 119 (March 2014): 295–304. http://dx.doi.org/10.1016/j.sbspro.2014.03.034.

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34

Amann, Mary C., and Jean Eichenberger. "Project Management, Part III Budgets for Projects." AAOHN Journal 46, no. 5 (1998): 268–70. http://dx.doi.org/10.1177/216507999804600508.

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35

Afshari, Ali, Vladimir Brtka, and Melita Ćoćkalo-Hronjec. "Project risk management in Iranian software projects." Journal of Engineering Management and Competitiveness 8, no. 2 (2018): 81–88. http://dx.doi.org/10.5937/jemc1802081a.

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36

Lippe, Sonia, and Jan vom Brocke. "Situational Project Management for Collaborative Research Projects." Project Management Journal 47, no. 1 (2016): 76–96. http://dx.doi.org/10.1002/pmj.21561.

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37

Pooja, Prerna Mangla Preeti Kumari. "Software Project Management." International Journal of Information Technology 1, no. 5 (2020): 1–7. https://doi.org/10.5281/zenodo.3675322.

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Software project management is the art of science of planning and leading software projects. It is sub-discipline of project management in which software project is planned, monitor and proscribed. The project objectives define the goal status at the end of project. Objectives are detailed, computable, achievable, and relevant and time constraint. Specific means effective objective. Unclear aspirations such as “to improve customer relations” are unacceptable. Objective is supposed to be defined in such way that it is obvious to all whether the project has been successful or not. As

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38

Morey, Dr Anita, Tanvi Chile, Sejal Jadhav, and Seher Shah. "UMIT Project Management System." International Journal of Innovative Technology and Exploring Engineering 13, no. 8 (2024): 29–35. http://dx.doi.org/10.35940/ijitee.h9935.13080724.

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Usha Mittal Institute of Technology evaluates students' projects through multiple stages over various semesters. To manage all the project functionality and evaluation of these projects per student using an automated system, we proposed the UMIT Project Management System. Currently, UMIT handles all the project work manually. The UMIT has many phases of the projects. In the Third year semester-VI, there is Project I, which has two phases Project I-A and Project I-B. In the Final year semester-VII students have Project II with phases as Project II-A and Project II-B. Similarly, in Final Year se

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39

Tanvi, Chile. "UMIT Project Management System." International Journal of Innovative Technology and Exploring Engineering (IJITEE) 13, no. 8 (2024): 29–35. https://doi.org/10.35940/ijitee.H9935.13080724.

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<strong>Abstract:</strong> Usha Mittal Institute of Technology evaluates students' projects through multiple stages over various semesters. To manage all the project functionality and evaluation of these projects per student using an automated system, we proposed the UMIT Project Management System. Currently, UMIT handles all the project work manually. The UMIT has many phases of the projects. In the Third year semester-VI, there is Project I, which has two phases Project I-A and Project I-B. In the Final year semester-VII students have Project II with phases as Project II-A and Project II-B.

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Kogotkova, Irina. "New Tendencies in Project Management." International Journal of Psychosocial Rehabilitation 24, no. 3 (2020): 3172–86. http://dx.doi.org/10.37200/ijpr/v24i3/pr2020344.

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Kolesnikova, Kateryna, Тetyana Olekh, Yulia Barchanova, and Valentyna Vasilieva. "Ergodicity of project management system." Odes’kyi Politechnichnyi Universytet. Pratsi, no. 3 (December 23, 2015): 46–50. http://dx.doi.org/10.15276/opu.3.47.2015.12.

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Mohammed, Haifa, and Abdul Rauf. "Agile Project Management: Brief Review." Lecture Notes on Software Engineering 3, no. 3 (2015): 225–28. http://dx.doi.org/10.7763/lnse.2015.v3.195.

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Church, Ann. "Project Management." Immunohematology 22, no. 2 (2020): 83. http://dx.doi.org/10.21307/immunohematology-2019-356.

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Miller, Mark. "Project Management." Groundwater Monitoring & Remediation 11, no. 1 (1991): 94–96. http://dx.doi.org/10.1111/j.1745-6592.1991.tb00354.x.

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Helps, Derek. "Project management." Engineering Management Journal 3, no. 4 (1993): 146. http://dx.doi.org/10.1049/em:19930042.

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Bergen, S. A., and R. C. PARKER. "Project Management." R&D Management 18, no. 1 (1988): 80a—80. http://dx.doi.org/10.1111/j.1467-9310.1988.tb00571.x.

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Burnett, Rachel. "Project management." ITNOW 49, no. 1 (2007): 34. http://dx.doi.org/10.1093/combul/bwl107.

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Saur, Joe. "Project management." ACM SIGSOFT Software Engineering Notes 30, no. 4 (2005): 8. http://dx.doi.org/10.1145/1082983.1082987.

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Ball, J. R. "Project Management." Electronics and Power 33, no. 1 (1987): 71. http://dx.doi.org/10.1049/ep.1987.0044.

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DAVIS, ADA ROMAINE. "Project Management." Nursing Management (Springhouse) 23, no. 9 (1992): 62???65. http://dx.doi.org/10.1097/00006247-199209000-00025.

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