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Artículos de revistas sobre el tema "Project management"

Autor: Grafiati

Publicado: 4 de junio de 2021

Última modificación: 9 de junio 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 (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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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 most common standards: from emphasizing processes for project teams (in the PMBOK standard, Project Management Body of Knowledge Guide), to focusing on individuals, specifically the level of technical, behavioral, and contextual competencies of professionals (in the ICB IPMA standard, Individual Competence Baseline IPMA), and also the orientation towards the company, its development strategy, and the alignment of projects with this strategy (in the Japanese P2M standard, Project and Program Management). The article presents project frameworks (templates for the logical framework matrix, communication plan, and stakeholder engagement plan) that help organize, plan, and manage projects regardless of industry or economic activity. It is determined that a project framework is a kind of “skeleton” that provides a systematic approach to project implementation and allows for managing its various aspects. It is noted that a project framework provides a structure that helps create a project roadmap, reduce uncertainty and risks, and enhance project management efficiency. It is formulated that the main components of a project framework can include tools and models according to the chosen methodology (Agile or Waterfall) for defining responsibilities within the project for the project manager, team members, and stakeholders; software solutions, methods, and models that help manage resources, timelines, communication, risks, quality, changes, track progress, evaluate project success, and generate documentation and reports; and more.

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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 (August 2017): 1167–83. http://dx.doi.org/10.1016/j.ijproman.2017.02.009.

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4

Stewart-Mailhiot, Amy. "Management: Project Management." Reference & User Services Quarterly 55, no. 1 (September 25, 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 exposure to more structured project-management training.—Editor

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5

Yeong, Anthony, and Thou Tin Lim. "Integrating knowledge management with project management for project success." Journal of Project, Program & Portfolio Management 1, no. 2 (January 19, 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. Knowledge management is an emerging discipline and practice in organizations. This paper proposes an integrated model that combines knowledge management with project management to improve project success and thus contribute towards competitiveness and sustainability in organizations.

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6

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 (February 16, 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, negotiation, course of action comparison, brainstorming, project audits, and checklists.

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7

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 of investment projects, optimize return on investment, and reduce potential risks. Investment projects can span a variety of sectors and industries, including real estate, infrastructure, energy, manufacturing, technology and finance. Investment projects require effective project management strategies to ensure successful results. These strategies must address the unique challenges associated with investment projects, such as uncertainty and risk, long timelines and large budgets, multiple stakeholders, the complexities of financial management, coordination and collaboration, and the ability to adapt to change. Investment projects cover a wide range of initiatives that require significant financial resources and are aimed at generating profit or creating value.

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8

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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9

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 (June 30, 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. 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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10

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 the security characteristics of project results by groups: initiation, planning, execution, control, monitoring, completion. The tasks and tools of project control as an independent continuous control function of projects are outlined. The practice of effective early termination of projects is considered. A project checklist is formed.

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11

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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12

George, Crispin. "Understanding the Concept of Project Termination in the Management of Projects." International Journal of Science and Research (IJSR) 9, no. 3 (March 5, 2020): 107–11. http://dx.doi.org/10.21275/sr20302094445.

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13

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 (July 2, 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 bidang fashion dan lifestyle.

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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 (December 5, 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 (August 2, 2013): 230–78. http://dx.doi.org/10.1108/jamr-05-2013-0031.

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16

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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17

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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18

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

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19

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) (March 15, 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 реализации проектов разработки программного обеспечения.

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20

Schieg, Martin. "RISK MANAGEMENT IN CONSTRUCTION PROJECT MANAGEMENT." Journal of Business Economics and Management 7, no. 2 (June 30, 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, particularly for enterprises providing highly qualified services, specialized employees are essential for market success.

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21

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) (December 7, 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 management processes, development of system models); classical and applied project management standards; expert evaluation methods for quantitative evaluation of criteria; methods of mathematical modeling, etc. The information base of the research is statistical data on the implementation of projects, the results of own research. The main hypothesis of the study is the assumption that a significant impact on the outcome of the implementation of distributed environmental projects is determined by the successful management of communications between stakeholders in the development and implementation of the project. Because the formation of an effective communication management mechanism in distributed environmental projects ensures the receipt of the project product with minimal risks. The interrelation of management of communications and interactions in the distributed projects and features of application of the concept of Green Project Management for management of nature protection projects is shown. Peculiarities of interaction management in distributed environmental projects are analyzed. The method of interaction management in nature distribution distributed projects is offered. The method of creation of a communication platform for realization of the coordinated management of communications in the distributed projects is offered.</em> <em>With the help of the method it is possible to coordinate the planned actions of the project participants on a set of compromise and related solutions to implement the tasks that are the best results of the project in accordance with the functions for benefits.</em> <em>It is shown to increase the efficiency of the interaction management process in distributed environmental projects to ensure effective communication in the interaction of stakeholders in distributed environmental projects under the condition of unclear information about the real state of the level of achievement of stakeholder expectations.</em>

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22

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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23

Pooja, Prerna Mangla Preeti Kumari. "Software Project Management." International Journal of Information Technology 1, no. 5 (February 19, 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. Assessable tells that how much the scheme is successful. For example, &bdquo;to reduce customer complaints" would be more satisfactory as an aim than &bdquo;to improve client relations". Achievable must be within the power of the personality or group to achieve the objective. Conformity with all stakeholders what the goal should be. Is there a realistic path to accomplishment the objective must be relevant to the true purpose of the project. There should be a defined point in time by which the aim should have been achieve. Project management is ―the application of facts, skills, tools and techniques to project performance to meet the project requirements.‖ the effectiveness of project organization is critical in assuring the success of any substantial activity. Areas of responsibility for the person handling the project contain planning, control and implementation. A project should be initiate with a feasibility study, where a clear definition of the goals and ultimate benefits need to be unwavering. Senior manager support for projects is important so as to ensure authority and direction throughout the project's progress and, also to guarantee that the goals of the organization are effectively achieved in this process. Acquaintance, skills, goals and personalities are the factors that need to be measured within project management. The project manager and his/her team should together possess the necessary and requisite interpersonal and technological skills to facilitate control over the various activities within the project. The stages of performance must be articulated at the project planning phase. Disaggregating the stages at its early point assists in the successful expansion of the project by providing a number of milestones that need to be accomplished for achievement. In addition to planning, the control of the evolving project is also a prerequisite for its success. Control requires plenty monitoring and feedback mechanisms by which senior management and project managers can measure up to progress against initial projections at each stage of the project. Monitoring and criticism also enable the project manager to anticipate problems and therefore take pre-emptive and corrective measures for the advantage of the project. Projects normally involve the introduction of a new organization of some kind and, in almost all cases, new methods and ways of doing things. This impacts the work of others: the "user". User communication is an important factor in the success of projects and, indeed, the degree of user involvement can influence the extent of bear for the project or its implementation plan. A project manager is the one who is to responsibility for establishing a communication in between the project line-up and the user. Thus one of the most essential qualities of the project manager is that of being a good conversationalist, not just within the project team itself, but with the rest of the institute and outside world as well.

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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 (October 5, 2024): 50–54. http://dx.doi.org/10.21275/sr24929184750.

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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 (July 30, 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 semester-VIII there is Project III with phases Project III-A, Project III-B, Project III-C, and Project III-D. All these phases have their rubric format for the evaluation. Managing all these phases with specific rubric formats and calculation of marks is very complicated on a manual basis. To perform all the project-related activities like submission of synopsis, evaluation schedule, group forming, guide allocation, Rubric mark sheet, etc. UMIT Project Management System is developed. By alleviating manual burdens associated with project evaluations, the UMIT PMS enhances accuracy and transparency, fostering an organized academic environment focused on quality and innovation. Its user-friendly design ensures accessibility for all users, promoting efficiency and innovation in project management.

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26

Tanvi, Chile. "UMIT Project Management System." International Journal of Innovative Technology and Exploring Engineering (IJITEE) 13, no. 8 (July 30, 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. Similarly, in Final Year semester-VIII there is Project III with phases Project III-A, Project III-B, Project III-C, and Project III-D. All these phases have their rubric format for the evaluation. Managing all these phases with specific rubric formats and calculation of marks is very complicated on a manual basis. To perform all the project-related activities like submission of synopsis, evaluation schedule, group forming, guide allocation, Rubric mark sheet, etc. UMIT Project Management System is developed. By alleviating manual burdens associated with project evaluations, the UMIT PMS enhances accuracy and transparency, fostering an organized academic environment focused on quality and innovation. Its user-friendly design ensures accessibility for all users, promoting efficiency and innovation in project management.

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27

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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28

Leena, Alawami. "The Role of Data Analytics in Project Management." International Journal of Management and Commerce Innovations 12, no. 2 (December 16, 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 management outcomes. Specifically, it will examine the different types of data analytics and their diverse application. Additionally, the paper will discuss the benefits of adopting data analytics while also addressing the common challenges in implementation. The paper will conclude in presenting case studies and examples in which data analytics were used positively, and finally touch upon the future trends we expect in the application of big data in the realm of project management. <strong>Keywords:</strong> project management, projects grows, traditional methods. <strong>Title:</strong> The Role of Data Analytics in Project Management <strong>Author:</strong> Leena Alawami <strong>International Journal of Management and Commerce Innovations  </strong> <strong>ISSN 2348-7585 (Online)</strong> <strong>Vol. 12, Issue 2, October 2024 - March 2025</strong> <strong>Page No: 99-108</strong> <strong>Research Publish Journals</strong> <strong>Website: www.researchpublish.com</strong> <strong>Published Date: 16-December-2024</strong> <strong>DOI: https://doi.org/10.5281/zenodo.14501784</strong> <strong>Paper Download Link (Source)</strong> <strong>https://www.researchpublish.com/papers/the-role-of-data-analytics-in-project-management</strong>

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29

Kuchta, Dorota, and Joseph Sukpen. "Culture and Project Management." Journal of Intercultural Management 5, no. 3 (September 1, 2013): 23–38. http://dx.doi.org/10.2478/joim-2013-0016.

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Abstract Project management in every situation is based on planning, organizing, motivating and controlling resources for the attainment of certain goals. This essentially means that the success of the management of a project will depend on the results achieved as well as the resources committed in achieving such results. Irrespective of the objectives of a project, one fundamental fact remains significant, that is, the fact that projects are geared towards the improvement of conditions in a particular society. This article is interested not only in the art of project management but also the factors which could influence the success or failure of these projects. In this article, the influence of the culture of the society for which a project is meant will be examined to find out whether it influences the conception and implementation of the project in any way. In this regard some case studies of projects will be studied to find out the extent to which the cultural context of the society played a significant role in particular projects. The other case which will receive attention in this write up will be the significance of culture at each stage of the project. These elements will be discussed paying particular attention to the dimensions of culture proposed by Hofstede and how they influence the project management process. The conclusion of this article will propose an approach to project management which takes into consideration the cultural context in which the project will be realized and the stages of the project management process which should involve more cultural orientation

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30

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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31

Aghayan, Hamid Reza, Seyed Abdolreza Babamahmoudi, Parisa Goodarzi, Seyed Hassan Emami-Razavi, Abas Norouzi-Javidan, Bagher Larijani, and Babak Arjmand. "Project Management Office in Clinical Research Projects." Archives of Neuroscience 1, no. 1 (April 10, 2013): 3–6. http://dx.doi.org/10.5812/archneurosci.9070.

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32

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 (October 2006): 24–38. http://dx.doi.org/10.4018/jicte.2006100103.

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33

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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34

Sudirman, Weddy Bernadi, and Sarwono Hardjomuljadi. "Project Risk Management in Hydropower Plant Projects." Journal of Infrastructure Development 3, no. 2 (December 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. The construction phase is identified as a critical phase in hydropower projects where many unforeseen factors occur. Failure to manage project risks leads to significant problems for the client such as completion time delays and cost overruns. In order to prevent time delays and cost overruns in hydropower construction in PT PLN (Persero), the study on project risk management in the construction stage of hydropower plant projects had been conducted. The purpose of this study was to identify and measure the importance of construction risks and to determine the level of agreement or disagreement between the client, consultants and contractors on the ranking of construction risk in hydropower projects. The author selected the respondents from the clients, consultants and contractors’ personnel who had work experience in hydropower construction projects in PT PLN (Persero). JEL Classification: L74—Construction

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35

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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36

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

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37

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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38

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

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39

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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40

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

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41

Parker, David W., Nicholas Parsons, and Fitri Isharyanto. "Inclusion of strategic management theories to project management." International Journal of Managing Projects in Business 8, no. 3 (June 1, 2015): 552–73. http://dx.doi.org/10.1108/ijmpb-11-2014-0079.

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Purpose – The purpose of this paper is to explore the benefits of integrating the theory of constraints (TOC), resources-based theory (RBT), resource advantage theory (RAT), with a structured project-based methodology e.g., Project Management Body of Knowledge. This paper describes each theory and explores what benefits a unified model would bring to project management. This paper represents the conceptual development of an integrated framework that will be tested in a range of project management scenarios in various industrial sectors. Design/methodology/approach – Extant literature is used to develop a conceptual framework of an integrated model that will be tested in the field for robustness. The model has been applied to published projects to identify its strengths and weaknesses. Findings – The work shows important implications for improved success of projects from the use of TOC, RAT and resource dependence theory (RDT). Specifically, it emphasizes the need for application of strategic theories to project management. Research limitations/implications – While TOC, RAT and RDT are well established in the context of organization theory, there is limited application in project management. Moreover, the model has yet to be applied in the field. The hypotheses identified in this research are currently being tested using field-based surveys. Practical implications – The research falls short in addressing some resources, e.g. innovation, tacit knowledge and decision making methods in traditional project management context. Therefore, identifying these critical resources in future work and exploiting them as the means of improving project performance would enhance the success of project-based management. Social implications – Project management is an emergent discipline and a project is temporary in nature. Therefore, new ideas and development of theories for project management practices are required. This innovative research, for example, may change the way projects are executed in future. Originality/value – This paper examines the components of a successful project according to the iron triangle, i.e. scope, quality, time and cost. However, through the application of TOC, RAT and RDT into an integrated project-based management framework gives new insights to resources management.

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Rankinen, Juha-Antti, Sara Lakkala, Harri Haapasalo, and Sari Hirvonen-Kantola. "Stakeholder management in PED projects: challenges and management model." International Journal of Sustainable Energy Planning and Management 34 (May 25, 2022): 91–106. http://dx.doi.org/10.54337/ijsepm.6979.

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The importance of stakeholder analysis and stakeholder management is magnified as project complexity increases. Complex projects can be characterized by uncertainties arising from emerging technologies and the involvement of various types of stakeholders and their interests. Positive Energy District (PED) projects are an example of such undertaking, coupling novel energy solutions with distinct stakeholders and their diverse positions, claims, and requirements pertaining to the project. In this study, our objective is to provide a stakeholder management framework for future PED projects. The qualitative case study follows the theory elaboration methodology and aims to formulate a conceptual stakeholder management framework for PED projects. Thus, our contribution focuses on expanding the domain of project stakeholder management by characterizing and validating it in a new, time-relevant project context.

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43

Kogotkova, Irina. "New Tendencies in Project Management." International Journal of Psychosocial Rehabilitation 24, no. 3 (March 30, 2020): 3172–86. http://dx.doi.org/10.37200/ijpr/v24i3/pr2020344.

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44

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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45

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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46

Xie, Hai. "Differences of the Project Management and Program Management." Advanced Materials Research 1030-1032 (September 2014): 2547–50. http://dx.doi.org/10.4028/www.scientific.net/amr.1030-1032.2547.

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Program management is the process of managing several related projects, often with the intention of improving an organization's performance. In practice and in its aims it is often closely related to systems engineering and industrial engineering. The Program Manager has oversight of the purpose and status of all projects in a Program and can use this oversight to support project-level activity to ensure the overall program goals are likely to be met, possibly by providing a decision-making capacity that cannot be achieved at project level or by providing the Project Manager with a program perspective when required, or as a sounding board for ideas and approaches to solving project issues that have program impacts. Typically in a program there is a need to identify and manage cross-project dependencies and often the PMO (Program or Project Management Office) may not have sufficient insight of the risk, issues, requirements, design or solution to be able to usefully manage these. The Program manager may be well placed to provide this insight by actively seeking out such information from the Project Managers although in large and/or complex projects, a specific role may be required. However this insight arises, the Program Manager needs this in order to be comfortable that the overall program goals are achievable.

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47

Kowang, Tan Owee, Nabila Binti Mohd Hamel, Choi Sang Long, and Amran Bin Mohd Rasli. "Operation Management: Project Management in Jig and Fixture Industries." Advanced Materials Research 931-932 (May 2014): 1621–25. http://dx.doi.org/10.4028/www.scientific.net/amr.931-932.1621.

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The economic growth in Southeast Asia has a number of benefits for downstream industries including jig and fixture fabricators. Jig and fixture fabricators are categorized as small and medium industries that operate based on job-shop manufacturing concept. Meantime, jig and fixture projects are characterized by the unique nature of unforeseeable demand and customized design with multiple objectives. Hence, managing jig and fixture projects is eventually not an easy task. In line with this, this paper aims to develop an objective driven framework that is applicable to jig and fixture industries in Southeast Asia. Thus, the paper reviews various objectives and success factors for jig and fixture projects. The paper subsequently proposes a jig and fixture project management framework based on an objective-oriented project planning and management theory, namely Logical Framework Approach (LFA). The proposed framework is developed based on the concept that generalizations of jig and fixture projects objectives are infeasible. As such, the proposed framework treats projects objective individually. The uniqueness of the proposed framework is the multiple cross links that exist between project management success factors and project objectives. Intrinsically, the proposed framework presents a clearer picture on important factors that contribute towards the success of achieving each projects objective. The proposed framework has descriptive value in terms of studying, classifying and defining the relationships that govern jig and fixture project activities and project objectives.

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48

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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49

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

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50

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

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