Artículos de revistas: "Projects"

1

Bernier, Gaston. "Projets et « projects »". Documentation et bibliothèques 39, n.º 1 (1993): 43. http://dx.doi.org/10.7202/1028604ar.

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2

Kasten, Peggy. "Projects: Project Prime". Mathematics Teacher 92, n.º 5 (mayo de 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, n.º 5 (mayo de 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, n.º 2 (febrero de 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

Nunes, Marco y António Abreu. "Applying Social Network Analysis to Identify Project Critical Success Factors". Sustainability 12, n.º 4 (18 de febrero de 2020): 1503. http://dx.doi.org/10.3390/su12041503.

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

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6

Konesi Emmanuel Kinoti, Watenga. "Project Control and Project Performance of Irrigation Projects in Embu County, Kenya". International Journal of Science and Research (IJSR) 13, n.º 4 (5 de abril de 2024): 1109–18. http://dx.doi.org/10.21275/sr24415114258.

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7

Shaffiee Haghshenas, Sina, Sami Shaffiee Haghshenas, Milad Barmal y Niloofar Farzan. "Utilization of Soft Computing for Risk Assessment of a Tunneling Project Using Geological Units". Civil Engineering Journal 2, n.º 7 (30 de julio de 2016): 358–64. http://dx.doi.org/10.28991/cej-2016-00000040.

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Soft computing is one of the most efficient tools for analysing risk taking in civil engineering projects. Therefore, in this paper, using Fuzzy C-means (FCM) technique as one of the most efficient and important classification methods in the area of soft computing, risk in the tunnelling project was evaluated and analysed. For this reason, considering three mechanical and physical parameters influencing the design and execution of the tunnelling project including overburden (H), internal friction angle (Phi) and cohesion (C), geological units were classified along the project's route. The present study has been conducted on the third section of Ghomrud tunnel as one of the greatest tunnelling projects in the centre of Iran. Results obtained from the evaluation of geological units along the tunnelling project's route after the validation of drilling rate index’s results show the appropriate evaluation of the project’s risk through fuzzy clustering technique.

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8

Ahmad Latiffi, Aryani y Noorul Adharina Zulkiffli. "Sustainable Construction Projects: The Level of Understanding on Leadership Skills among Project Managers". International Journal of Real Estate Studies 15, n.º 1 (23 de junio de 2021): 39–48. http://dx.doi.org/10.11113/intrest.v15n1.7.

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A project manager is a crucial factor of a project's success, especially in sustainable construction projects. Their role as a leader is also observable with regard to achieving sustainability objectives in sustainable construction projects. In contrast to conventional projects, sustainable construction projects face more nuanced issues. The influence of leadership skills of the project managers is therefore becoming essential for the success of sustainable construction projects. This study examines the level of understanding of leadership skills among project managers in sustainable construction projects and determines the correlation between their experience and understanding of leadership skills. A questionnaire survey was carried out among 153 project managers with experience in the management of sustainable construction projects in Malaysia. The IBM SPSS software version 24 was used to perform a descriptive statistic, a normality test, and a Spearman's correlation test on the data collected. The results indicate a very high level of understanding among project managers regarding leadership skills in sustainable construction projects. Apart from that, there is a positive correlation between years of experience in sustainable construction projects and the level of understanding of leadership skills among project managers in sustainable construction projects. The findings of this research will serve as an avenue for future researchers to identify the necessary leadership skills for project managers to manage sustainable construction projects effectively.

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9

Shepherd, Dean A., Holger Patzelt y Christopher M. Berry. "Why Didn’t You Tell Me? Voicing Concerns Over Objective Information About a Project’s Flaws". Journal of Management 45, n.º 3 (2 de febrero de 2017): 1087–113. http://dx.doi.org/10.1177/0149206316688942.

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Innovation contributes to firm performance. An important task of effective innovation management is to terminate poorly performing projects and reallocate their resources to other, more promising projects. Despite the challenges of such a task, some actors quickly terminate flawed projects while others persist. To investigate decisions about a project’s flaws, we build on theoretical insights from the voice literature to offer a model of voicing concerns over a project’s flaws based on the amount of information available to project team members. We test the model using 3,760 decisions nested within 235 project team members from the research and development (R&D) departments of large firms operating in innovative industries. We find that more information about a project’s flaw increases project team members’ willingness to voice concerns and that this positive effect is stronger for project team members who believe that they have more open-minded supervisors and who themselves are more prosocially motivated. This theorizing and set of findings provides new insights into our understanding of facilitating voice in organizations and managing innovation and entrepreneurial projects.

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10

Waleed Iftikhar. "A Novel Approach of Tailoring PMBOK activities that best suit Software Development Projects". Lahore Garrison University Research Journal of Computer Science and Information Technology 4, n.º 1 (26 de marzo de 2020): 11–20. http://dx.doi.org/10.54692/lgurjcsit.2020.0401140.

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Project management is very critical for any project's success regardless of its category. Various Project management methodologies are available that provide set of guidelines and standards to effectively and efficiently manage projects in the organization. Managing software development projects has faced a lot of challenges while complying with these project management methodologies. This is mainly because project management methodologies like PMBOK does not provide specific guidelines for managing software development projects. This embarks the importance of project management tailoring activities in the software development firms, to tailor these project management methodologies according to their own need. This paper will propose six most essential tailoring activities for managing software development projects. These tailoring activities will be performed on the project management body of knowledge (PMBOK).

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11

Aronson, Zvi H., Aaron J. Shenhar y Wang Wenzhou. "The Effect of Vision, Artifacts, and Leader Values on Contextual Performance Behavior and Success in Technology Challenging Projects: Qualitative Evidence". International Journal of Innovation and Technology Management 11, n.º 06 (25 de noviembre de 2014): 1450040. http://dx.doi.org/10.1142/s0219877014500400.

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In high-tech projects, which we refer to as technology challenging projects, all or mostly new technologies are used. While an effective project manager may be the source for a project team's spirit, there are other possibilities, like the satisfying nature of the technical challenge of high-tech projects or the opportunity for new learning on the job. In the current case study, we center on the views of partakers' in successful and failed technology challenging projects, and examine the importance of maintaining and managing a project's spirit, regardless of the level of spirit partakers bring to the project, and irrespective of the satisfying level of the technical challenge. The project cases highlight the value of managing employees' emotions, attitudes and behavioral norms that are focused on expected project outcomes, termed spirit, in technology challenging projects. Qualitative findings imply that leaders can be trained to execute behaviors that generate spirit in high-tech projects, which boosts contextual performance behavior and increases success.

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12

Gudienė, Neringa, Audrius Banaitis, Valentinas Podvezko y Nerija Banaitienė. "IDENTIFICATION AND EVALUATION OF THE CRITICAL SUCCESS FACTORS FOR CONSTRUCTION PROJECTS IN LITHUANIA: AHP APPROACH". JOURNAL OF CIVIL ENGINEERING AND MANAGEMENT 20, n.º 3 (9 de junio de 2014): 350–59. http://dx.doi.org/10.3846/13923730.2014.914082.

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This paper proposes the Analytic Hierarchy Process (AHP) as a tool to rank different critical success factors (CSFs) for construction projects in Lithuania. Considering the current lack of understanding of CSFs within the local context, this study is one of the first attempts to gain an understanding of the CSFs in the local industry. Our study revealed that, for construction projects in Lithuania, clear and realistic project goals, project planning, the project manager's competence, relevant past experience of the project management/team, the competence of the project management/team, clear and precise goals/objectives of the client, the project's value, the project's complexity and uniqueness, the project manager's experience, and the client's ability to make timely decisions are the top-ranking CSFs. In view of these findings, the study highlighted the key areas for successful implementation of construction projects in Lithuania.

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13

Chang, A. S., C. H. Lee y Wen Hao Leu. "Coordination Needs and Performance for Manufacturing Process Improvement Projects". Advanced Materials Research 311-313 (agosto de 2011): 2239–44. http://dx.doi.org/10.4028/www.scientific.net/amr.311-313.2239.

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Manufacturing process is more assisted by improvement projects to improve efficiency or decrease cost. These project teams usually cross different departments so engineers need to know coordination needs while executing such projects. This study examined twelve manufacturing process improvement projects to analyze coordination needs and their relationships with project performance. The results indicate that the project’s uncertainty is generally higher than equivocality. But it is equivocality that has a correlation with performance. This finding means that adequate adoption of coordination methods to decrease equivocality will have impact on project performance. While comparing the projects with higher equivocality, the major difference is resulted from environment quality and personnel differences.

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14

Jeffery, Peter. "Project managers and major projects". International Journal of Project Management 3, n.º 4 (noviembre de 1985): 225–30. http://dx.doi.org/10.1016/0263-7863(85)90054-7.

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15

Poncz, Sarah. "Projects: Philadelphia Algebra Transition Project". Mathematics Teacher 88, n.º 3 (marzo de 1995): 246. http://dx.doi.org/10.5951/mt.88.3.0246.

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16

Stenglein, Sharon. "Projects: The Connected Geometry Project". Mathematics Teacher 89, n.º 7 (octubre de 1996): 612–14. http://dx.doi.org/10.5951/mt.89.7.0612.

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17

Kasten, Peggy. "Projects: The Newark Algebra Project". Mathematics Teacher 92, n.º 9 (diciembre de 1999): 844–45. http://dx.doi.org/10.5951/mt.92.9.0844.

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18

Kasten, Peggy. "Projects: Hawaii Algebra Learning Project". Mathematics Teacher 93, n.º 3 (marzo de 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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19

A.E., Mitenkova y Mitenkova E.N. "The problem of model selection of the capital projects implementation". Ekologiya i stroitelstvo 2 (2015): 22–24. http://dx.doi.org/10.35688/2413-8452-2015-02-005.

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Nowadays many companies which plan to expand their business by construction of new facilities, face with the need in capital projects implementation and the choice of a contracting model. The author considers common used contracting models of capital projects: an EPC-contracts and an EPCM-contracts. In the article the authors give the definition of these two types of contracts. To a great extent the success of a capital project depends on the management of capital projects, including the process of capital project’s contracting. That is why, the author examines the advantages and disadvantages of each contracting models. Also the authors compare EPC-contracts and EPCM-contracts of capital project’s contracting in terms of sharing of risks between the participants of a capital project: a company-sponsor and a contractor, which is responsible for implementation a capital project. The authors consider such risks associated with the implementation of a capital project as a risk of non-completion a project on time, a risk of increasing a lump sum fixed price of a capital project, a risk of poor implementation of a capital project and a risk of financial responsibility in the case of debt. Comparative analysis of EPC-contracts and EPCM-contracts for capital projects showed that EPCM-contracts have more advantages, because they provide more freedom to a company-sponsor to monitor the implementation of capital projects, and allow to significantly reduce costs and increase return on equity, especially if a company-sponsor has a wide experience in implementation of capital projects.

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20

Gera, Jaya y Harmeet Kaur. "Dynamics of Pledge Behavior of Crowdfunded Projects". International Journal of Information Technology Project Management 8, n.º 1 (enero de 2017): 72–86. http://dx.doi.org/10.4018/ijitpm.2017010105.

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This paper aims to provide ways to enhance overall performance of crowdfunding platforms by improving success prospects of projects post-launch. Pledge behavior at the initial stages of project launch is a key indicator of project success. So, this work identifies projects to be promoted on basis of their pledge behavior at such a crucial phase. The time series of pledge amount is analyzed to understand dynamics of funding pattern and to predict a project's chances of successful funding. Statistical analysis was performed on two different datasets of projects launched over crowdfunding platform Kickstarter. The results obtained provide better understanding of the funding pattern of successful and unsuccessful projects. On the basis of behavior pattern, projects are classified as overfunded, funded, potential and low potential. To classify a project, Euclidean distance of the target project with median of the funding pattern of different categories is used to find closest category to which a project belongs. This process is effective and less expensive in terms of computation.

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21

Sadiq, Muhammad Naeem y Muhammad Shahid Nawaz. "Nexus between Ambidextrous Leadership and Xenophobia in Construction Project Success". iRASD Journal of Management 4, n.º 2 (28 de junio de 2022): 328–43. http://dx.doi.org/10.52131/jom.2022.0402.0082.

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Leader opening and closing behaviors are assumed to foster high levels of employee exploration and exploitation behaviors, enhancing Project Success (PS) parameters by reducing the impact of Xenophobia (XP). Besides, previous studies relating to ambidextrous leadership (AL), and xenophobia, among CPEC projects in Pakistan and its implication for project success are inadequate. Hence, this study examines the mediating role of Xenophobia on the relationship between ambidextrous leadership and project success. The Study framework is established on ambidextrous theory. Data was collected from persons holding various key positions in the construction projects under CPEC – China Pakistan Economic Corridor. Total questionnaires of 570 were distributed, and 424 were returned. A convenient sampling technique was used. Hypotheses tests were performed via Smart PLS 3.0. Results show that the closing behavior of a leader positively affects the construction project’s success. In contrast, the opening behavior of the leader fails to establish with construction project’s success. Besides, Opening and closing leadership behavior have a negative relationship with Xenophobia. While Xenophobia has a negative effect on the construction project's success. Xenophobia mediated the relationship between Opening & closing leadership and a construction project’s success. Findings provide essential insights to owner-managers, policy-makers, and researchers for further understanding this research.

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22

Klaus-Rosińska, Agata y Joanna Iwko. "Stakeholder Management—One of the Clues of Sustainable Project Management—As an Underestimated Factor of Project Success in Small Construction Companies". Sustainability 13, n.º 17 (2 de septiembre de 2021): 9877. http://dx.doi.org/10.3390/su13179877.

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According to contemporary literature, stakeholder management (which is one of the identified clues of sustainable project management) plays a significant role in successfully delivering construction projects. However, the literature focuses on the issues of stakeholder management/analysis mainly for large projects, and the authors could not find any items related to small construction projects. The aim of the article is to present the results of research conducted in small construction companies in the context of stakeholder management of their projects against the background of project success and sustainability. Many researchers have concluded that stakeholder management is one of the success factors of projects (including construction projects). Based on the conducted quantitative research, the needs in the field of stakeholder management of small construction companies’ projects were determined and the approaches used in this area were diagnosed. The research results indicate a low level of maturity of small construction companies in managing project stakeholders, which is a surprising result considering the fact that the literature on the subject emphasizes the importance of taking care of the project stakeholder management area and associating it with the project’s success.

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23

Mirboroon, Leili y Hamideh Razavi. "A Case Study of Risk Management of Automotive Industry Projects Using RFMEA Method". Mapta Journal of Mechanical and Industrial Engineering (MJMIE) 4, n.º 1 (28 de octubre de 2020): 42–50. http://dx.doi.org/10.33544/mjmie.v4i1.132.

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Considering the market need and customer attraction, automakers are always trying to define new projects and present products with new capabilities in the market. That is why a significant part of car companies’ development research is focused on the definition of new projects. Principally, project risk management in car companies is essential and thus given special attention. There are different theories and methods of project risk control. However, since there is complete awareness of FMEA-related issues (Failure Mode and Effects Analysis) in automotive companies due to the establishment of the quality management system, the project's risk analysis using FMEA method to control the risk of automotive industry projects is presented in this paper by a real example. For this purpose, FMEA indicators tables are designed and presented proportionally to project risk management. Results of this research show that using failure mode and effects analysis for project risk management ensures the detection of project's weaknesses and provides a practical model for identification and reduction of project risks.

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24

Shilpa Wadhwa. "A Study of Risk Management in IT Projects in the UAE and Its Significance for Successfully Completing Projects". TEST Engineering & Management 83 (23 de abril de 2023): 27655–69. http://dx.doi.org/10.52783/testmagzine.v83.14612.

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Project management is an essential part of any kind of endeavor, and risk management is an essential part of that. Several aspects of risk, management procedures, the efficiency of the project, and its final conclusion all contribute to the project's overall success. Project managers need to pay careful thought to the many facets of each variable to ensure the project's overall success. If there is inefficiency in any part of the process, regardless of how little, it will have a significant impact on the project's timeliness, profitability, and quality of service provided to customers. The purpose of this research is to examine the interconnections between IT projects carried out by different businesses in the United Arab Emirates on multiple levels, including project dimensions, risk management practice, project effectiveness, project delivery, profitability, and customer satisfaction.

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25

Bar, Talia y Sidartha Gordon. "Optimal Project Selection Mechanisms". American Economic Journal: Microeconomics 6, n.º 3 (1 de agosto de 2014): 227–55. http://dx.doi.org/10.1257/mic.6.3.227.

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We study mechanisms for selecting up to m out of n projects. Project managers' private information on quality is elicited through transfers. Under limited liability, the optimal mechanism selects projects that maximize some function of the project's observable and reported characteristics. When all reported qualities exceed their own project-specific thresholds, the selected set only depends on observable characteristics, not reported qualities. Each threshold is related to (i) the outside option level at which the cost and benefit of eliciting information on the project cancel out and (ii) the optimal value of selecting one among infinitely many ex ante identical projects. (JEL D21, D82, O32)

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26

Godsell, Janet, Donato Masi, Antonios Karatzas y Timothy Mark Brady. "Using project demand profiling to improve the effectiveness and efficiency of infrastructure projects". International Journal of Operations & Production Management 38, n.º 6 (4 de junio de 2018): 1422–42. http://dx.doi.org/10.1108/ijopm-02-2017-0095.

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Purpose The purpose of this paper is to explore the applicability and utility of supply chain (SC) segmentation through demand profiling to improve the effectiveness and efficiency of infrastructure projects by identifying different types of project demand profiles. Design/methodology/approach A three-stage abductive research design was adopted. Stage 1 explored the applicability of SC segmentation, through demand profiling, to the portfolio of infrastructure projects in a utility company. Stage 2 was an iterative process of “theory matching”, to the portfolio, programme and project management literature. In stage 3, theoretical saturation was reached and “theory suggestions” were made through four propositions. Findings Four propositions outline how SC segmentation through project demand profiling could improve the effectiveness and efficiency of infrastructure projects. P1: the ability to recognise the different demand profiles of individual projects, and groups thereof, is a portfolio management necessity. P2: projects that contribute to the strategic upgrade of a capital asset should be considered a potential programme of inter-related repeatable projects whose delivery would benefit from economies of repetition. P3: the greater the ability to identify different demand profiles of individual/groups of projects, the greater the delivery efficiency. P4: economies of repetition developed through efficient delivery of programmes of repeatable projects can foster greater efficiency in the delivery of innovative projects through economies of recombination. Originality/value This work fills a gap in the portfolio management literature, suggesting that the initial screening, selection and prioritisation of project proposals should be expanded to recognise not only the project type, but also each project’s demand profile.

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Hosseinian, Seyedmohammadhossein y Kenneth F. Reinschmidt. "Finding Best Model to Forecast Construction Duration of Road Tunnels with New Austrian Tunneling Method Using Bayesian Inference". Transportation Research Record: Journal of the Transportation Research Board 2522, n.º 1 (enero de 2015): 113–20. http://dx.doi.org/10.3141/2522-11.

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Forecasting project final duration (i.e., time at completion) is crucial to project risk management and is always sought by project managers during the construction period. Because of a strong correlation between past and future performances in linear projects, past progress data are the best source of information to forecast final duration of this type of project, including tunneling projects constructed by the new Austrian tunneling method (NATM). Bayesian inference is a robust probabilistic approach that can provide accurate forecasts of final duration based on a project's past performance. However, results of research in this field have shown that selecting an appropriate model, which represents the unknown pattern of the project's actual progress well, is the most challenging and subjective part of this approach. Effective risk management necessitates looking for the best model that can forecast project final duration accurately and precisely, especially early in the project. This research was aimed at finding a best progress model for NATM tunneling projects by conducting Bayesian analysis on available data of a massive project, the Niayesh highway tunnel in Iran. The analysis showed that the dual Gompertz function (with flexible lower asymptote) was the most reliable model for this purpose. The results of this research bring advantages to the planning and risk management of NATM tunneling projects, which are discussed in this paper, and can be very useful for future NATM tunnel constructions.

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Lemos Dias, Taciana, Bruno Silva Oliveira, Teresa Cristina Janes Carneiro, Ralf Luis De Moura y Susileia Dos Santos Lima. "Project manager competencies associated with the projects' success in the public sector." Revista de Gestão e Projetos 14, n.º 2 (1 de agosto de 2023): 31–54. http://dx.doi.org/10.5585/gep.v14i2.23651.

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Although project management is widely used in the public sector, many projects still fail even when project management tools and practices are employed. Several studies show that a project's success depends partly on the project manager's competencies; however, there is little empirical research on this subject in the public sector. This study aims to analyze the significant characteristics linked with the competencies of the public sector project manager and outlines a profile of these professional competencies characteristics that can lead to the success of projects. Through empirical research conducted with 77 project managers from 32 public organizations in Brazil, this study examined the relationship between project managers' competencies and the likelihood that projects will succeed. Using factor analysis and logistic regression, we looked at factors like time, cost, quality, and scope to determine their relationship to the likelihood that projects will succeed. The findings highlight the importance of project management knowledge, communication abilities, attitudes relating to motivation, trust, and emotional intelligence, and most traits defining project managers in the public sector. The employee's length of service was the single factor that had a negative impact on the project's outcomes. This study contributes to the current knowledge of project managers' competencies in the public sector, showing the main characteristics a successful project manager needs to have and can help direct efforts in selecting a more suitable professional, contributing to the reduction of the turnover of the workforce and the consequent loss of knowledge of the organization.

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29

Chisulo, Watson, Erastus Mwanaumo, Bupe Getrude Mutono-Mwanza y Austin Mwange. "Factors affecting the successful implementation of telecommunication tower projects in Zambia". International Journal of Multidisciplinary Research and Growth Evaluation 5, n.º 2 (2024): 119–27. http://dx.doi.org/10.54660/.ijmrge.2024.5.2.119-127.

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The research aimed at identifying factors that affect the successful implementation of telecommunication tower projects at Airtel Networks Zambia Plc and IHS Zambia Limited, in order to ensure adequate measures are put in place to support the successful implementation of telecommunications tower projects by market players. The study took a pragmatic approach to inquiry with a triangulated design where 16 professionals with industry experience and position of influence were purposively recruited. Data was collected using questionnaires and interviews. Descriptive statistics and Chi-square statistics were used to analyse quantitative data, while content analysis was used to analyse qualitative data. The study findings revealed at least 5 factors that negatively affect the successful implementation of the telecommunication tower projects and these are Projects Scope Management, Projects Time Management, Projects Cost Management, Projects Communication Management, and Human Related Factors. The study also revealed that these factors had an adverse impact on project scheduling hence resulting into project delays. Subsequently, it was revealed that delayed legal formalities led to excess project expenses in form of warehouse and rental charges for the piece of land. Additionally, the study findings revealed that poor project scope description had a negative effect on the proper and efficient planning of project resources. Finally, the study revealed that poor project procurement management led to inadequate resource availability hence affecting the project schedule due to lack of resources as subcontractors could not proceed with the projects in the absence of necessary materials. The study recommended organizations to invest more resources in ensuring that various factors that impend the successful implementation of the telecommunication tower projects are known, as well as invest in Research and Development and project managers to ensure comprehensive project planning and evaluation before the project is initiated. This would also help ensuring that various challenges that affect the project implementation process at various stages of project’s implementation are mitigated.

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30

Mishra, A. K., Madan Sharma y Janani Selvam. "Extension of Time In Construction Projects". MEC-J (Management and Economics Journal) 6, n.º 2 (29 de agosto de 2022): 157–72. http://dx.doi.org/10.18860/mec-j.v6i2.16659.

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Timely complementation of project is highly focused. With an aim to assess the consequences of time extension in terms of project’s performance i.e time and cost based on cases of Nepal. The questionnaire contained statements on practices adopted of Eot in construction field, consequences of Eot in the project’s cost and time and impacts of Eot in the project’s performance through literature review. Also, the impacts of Eot in the project’s performance were tested through Hypothesis test method. Total of four statements from practices adopted in construction, seventeen statements from the consequences of Eot and Four statements from the impacts of Eot in projects performance were established and administrated on twelve projects for collecting the information. The identified results were analyzed with Relative Importance Index (RII) and Ranking. The significant impacts of cost, time and quality were tested on project performance by Regression as set Hypothesis. Overall RII of practices adopted of Eot in construction field as timing of Eot claim varied from maximum 0.813 to minimum 0.74. The RII of consequences of Eot varied from maximum 0.920 to minimum 0.600. Architect too busy with other tasks attend the bottom position based on overall RII rank value.

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31

Stewart, Andrew. "Recovering large Brownfield projects in distress". APPEA Journal 54, n.º 2 (2014): 546. http://dx.doi.org/10.1071/aj13119.

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A large body of knowledge exists about how to plan and establish projects for success; from project management guidelines to staged gate-execution methodologies. Despite such prescriptive means to guarantee project success, the upstream oil and gas industry has a poor track record for delivering large projects. Little guidance exists on how to restore delivery assurance to partially executed projects in distress. Furthermore, recovery efforts for large brownfield projects, mid-way through their execution, are further complicated and highly constrained. Operators and contractors alike are understandably concerned about the high failure rate of projects, particularly as Australia competes for global capital in the final investment decision for a project’s development. Issues cover the full spectrum of safety, cost, schedule, start-up, and operability. Furthermore, unanticipated issues such as industrial relations, resourcing, project controls, estimate basis, and design changes all play a central role in why projects find themselves in distress. In a recent case study, a structured recovery approach restored delivery assurance to a $900 m upstream brownfield project. Despite the numerous challenges encountered during the recovery efforts, the project went on to deliver ahead of its revised cost and schedule commitment, while also achieving outstanding safety performance. The self-governance program was instrumental in restoring delivery performance through responsive decision making that was robust, repeatable and preserved free calendar time for early intervention on high value recovery issues. The journey of recovery also restored a fractured client and contractor relationship by fostering a project delivery environment that was highly collaborative.

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32

Shabani, Rouzbeh, Olav Torp, Ole Jonny Klakegg y Agnar Johansen. "Knowledge about the Origins of Uncertainties from the Pre-Project Phase of Road Projects". Infrastructures 8, n.º 1 (20 de diciembre de 2022): 1. http://dx.doi.org/10.3390/infrastructures8010001.

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To succeed with projects, we need to understand and manage uncertainty. Uncertainties impact a project’s cost, time, and quality performance. The project’s front end is challenging for decision makers due to the high level of uncertainty. This paper identifies the most common uncertainties and their origin in the pre-project phase of large road projects. It also analyses the changes in these factors over 20 years. Document studies collected information about uncertainty factors identified in the early phase of 90 large road projects. The research strategy was explanatory, and data were collected from quality assurance reports from a population of large Norwegian road projects. The project cost varies between USD 30 million and over USD 2 billion. Then, 15-factor groups were established for categorising uncertainties. This study shows a rise in uncertainty factors with operational origins and a decrease in uncertainty factors with strategic and contextual origins over the last 20 years. Identifying and understanding common uncertainties and their origins provides policymakers, practitioners, and researchers with useful insights for policy revision and investment decision making and facilitates a proper focus regarding uncertainty analyses in the front end of road projects.

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33

Katsamakas, Evangelos, Balaji Janamanchi, Wullianallur Raghupathi y Wei Gao. "A Classification Analysis of the Success of Open Source Health Information Technology Projects". International Journal of Healthcare Information Systems and Informatics 4, n.º 4 (octubre de 2009): 19–36. http://dx.doi.org/10.4018/jhisi.2009071002.

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As the number of open source software (OSS) projects in healthcare grows rapidly, researchers are faced with the challenge of understanding and explaining the success of the open source phenomenon. This article proposes a research framework that examines the roles of project sponsorship, license type, development status and technological complements in the success of open source health information technology (HIT) projects and it develops a systematic method for classifying projects based on their success potential. Drawing from economic theory, a novel proposition in the authors’ framework suggests that higher project-license restrictiveness will increase OSS adoption, because organizations will be more confident that the OSS project will remain open source in the future. Applying the framework to a sample of open source software projects in healthcare, the authors find that although project sponsorship and license restrictiveness influence project metrics, they are not significant predictors of project success categorization. On the other hand, development status, operating system and programming language are significant predictors of an OSS project’s success categorization. Application implications and future research directions are discussed.

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34

Betta, Jan y Joanna Jastrzebska. "MANAGEMENT OF RESEARCH PROJECTS – LESSONS LEARNED". CBU International Conference Proceedings 5 (22 de septiembre de 2017): 39–44. http://dx.doi.org/10.12955/cbup.v5.899.

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Project management assists many areas of human activities and recently has been considered as a way to ensure the success of scientific research projects. A primary problem is the need to identify the project’s success factors, which include phenomena, actions, events, and parameters that contribute to the success. The purpose of this study is to identify the management issues and oversights that pose a negative effect on scientific research projects. The study involves a questionnaire, distributed to several managers of research projects conducted within Polish universities. This paper presents the results of assessing responses to two questions of this survey. These questions about project management deal with goals achieved by marginal projects and an analysis ex post. The responses to each question are grouped into five types, on which a frequency analysis is performed. For each group, several conclusions and recommendations are proposed. The results are a first attempt to construct a set of suitable practices for the management of scientific research projects.

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35

Buhrman, Joan. "Projects: Extraordinary Women Engineers Project (EWEP)". Mathematics Teacher 100, n.º 4 (noviembre de 2006): 283. http://dx.doi.org/10.5951/mt.100.4.0283.

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36

Buhrman, Joan. "Projects: Extraordinary Women Engineers Project (EWEP)". Mathematics Teacher 100, n.º 4 (noviembre de 2006): 283. http://dx.doi.org/10.5951/mt.100.4.0283.

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37

Parth, Frank R. "Project Management for Year 2000 Projects". Project Management Journal 29, n.º 3 (septiembre de 1998): 7–9. http://dx.doi.org/10.1177/875697289802900303.

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38

��, Anna Yakovleva, �� y R. Yaremchuk. "Project Networks in Innovation Projects Implementation". Russian Journal of Project Management 4, n.º 3 (17 de septiembre de 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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39

Slater, Mark. "Locating Project Studios and Studio Projects". Journal of the Royal Musical Association 141, n.º 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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40

Curran, Clive‐Steven, Benjamin Niedergassel, Stefan Picker y Jens Leker. "Project leadership skills in cooperative projects". Management Research News 32, n.º 5 (27 de marzo de 2009): 458–68. http://dx.doi.org/10.1108/01409170910952958.

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41

Kantola, Mikko y Arto Saari. "Project delivery systems for nZEB projects". Facilities 34, n.º 1/2 (1 de febrero de 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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42

Konieczny, Steven J. y Joseph A. Petrick. "Project Managing: International Joint Venture Projects". Journal of General Management 19, n.º 3 (marzo de 1994): 60–75. http://dx.doi.org/10.1177/030630709401900305.

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43

Curran, Clive-steven y Benjamin Niedergassel. "Project leadership skills in cooperative projects". IEEE Engineering Management Review 39, n.º 3 (2011): 23–33. http://dx.doi.org/10.1109/emr.2011.6019091.

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44

McKim, Robert, Tarek Hegazy y Mohamed Attalla. "Project Performance Control in Reconstruction Projects". Journal of Construction Engineering and Management 126, n.º 2 (marzo de 2000): 137–41. http://dx.doi.org/10.1061/(asce)0733-9364(2000)126:2(137).

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45

Suhonen, Marjo y Leena Paasivaara. "Project work in Finnish KASTE projects". Scandinavian Journal of Public Administration 19, n.º 1 (15 de marzo de 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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46

Kim, Jung-Hoon, Jae Ra Park y Chang-Gyu Choi. "A Study on the Factors Affecting the Fee Rate of Trust-type Maintenance Projects". Korean Association of Urban Policies 14, n.º 3 (30 de septiembre de 2023): 95–113. http://dx.doi.org/10.21447/jusre.2023.14.3.95.

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Recently, interest and demand for “trust method maintenance projects” are increasing in order to promote stable projects in a number of maintenance projects (planned) areas due to rapid housing supply centered on public redevelopment projects and Moa Town projects in Seoul. The “Trust Method Maintenance Project” was introduced in September 2015 as an amendment to the “Urban and Residential Environment Maintenance Act” to solve the problem of delays in project promotion and lack of expertise. Previous studies mainly discussed how to activate trust method maintenance projects and differences from existing union methods, and studies on the “Trust Fee rate”, a major factor in determining trust methods, are rare. This study derives variables that affect the trust fee rate for the entire domestic trust method maintenance project from January 2016 to December 2021, when the trust method maintenance project was implemented. Based on this, multiple regression analysis analyzed which variables affect the trust fee rate and confirmed that “new total floor area”, “the size of the trust company (small)” and “regional impact (local)” were influencing factors. In other words, it was verified that the size of the project and the degree of risk of the project's progress have an effect on the trust fee rate. This study is significant in that it is the first study on the trust fee rate of trust method maintenance projects that have not been covered in previous studies after investigating the entire trust method maintenance project site in Korea. In the future, this study is expected to be used as a basis for judging the choice of trust method maintenance projects for owners such as unions or land.

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47

Victor, Nwosu Obinnaya Chikezie. "The Application of Artificial Intelligence for Construction Project Planning". Journal of Advances in Artificial Intelligence 1, n.º 2 (2023): 67–95. http://dx.doi.org/10.18178/jaai.2023.1.2.67-95.

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Any building project's success depends on its planning. Due to the complexity of the construction business and the many aspects to consider, including money, supplies, labor, and timelines, this process may be difficult. AI can speed up and improve planning. This study examines the use of AI for building project planning. The research starts by examining building project planning and its problems. Next, the article covers machine learning, natural language processing, and computer vision AI technologies for building project planning. This study examines AI in building project planning. AI might revolutionize construction by improving project efficiency, accuracy, and performance. The study discusses predictive analytics, machine learning, and natural language processing for building project planning. The difficulties and prospects of AI in building project planning are also examined. The study finishes by examining how AI might be used to improve construction project planning and management. The article assesses AI's potential in building project planning and advises practitioners on how to use it. The study article then examines AI-planned construction projects. These examples demonstrate how AI may speed up construction, reduce waste, and streamline projects. Finally, the article discusses the merits and downsides of utilizing AI to plan building projects and suggests further research. This study report shows how important AI is for planning construction projects and how these technologies can be used to improve the performance of construction projects.

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48

De Rezende, Leandro Bolzan, Paul Blackwell y Marcio Denys Pessanha Gonçalves. "Research Focuses, Trends, and Major Findings on Project Complexity: A Bibliometric Network Analysis of 50 Years of Project Complexity Research". Project Management Journal 49, n.º 1 (febrero de 2018): 42–56. http://dx.doi.org/10.1177/875697281804900104.

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This article analyzes the project complexity research field using bibliometric analysis. The field evolved in three waves (prior to 1985, between 1990 and 2004, and after 2005) from several disconnected seminal works, to a more centralized discussion that began based on efforts to characterize and classify complex projects to focus on the developing models and frameworks that, considering aspects of uncertainty and dynamics, supported managers to adapt and manage their projects. The findings suggest that project complexity is defined by dimensions that include structural, uncertainty, novelty, dynamics, pace, social-political, and regulative. The findings also suggest that the focus is changing from project control to project adaptability, and it is necessary to develop capabilities to manage complex projects, not only in the organization or at the team level, but also through the project's supply chain.

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49

Haider Ali. "Decoding Success in IT projects: a Multi-Stakeholder Perspective". Journal of Innovative Research in Management Sciences 5, n.º 1 (30 de marzo de 2024): 71–91. http://dx.doi.org/10.62270/jirms.v5i1.61.

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Purpose–This study evaluated how effectively key stakeholders (project managers, team members, and clients) could predict I.T. project success. Every stakeholder had an independent perspective on the project's success, which made it possible to evaluate the project's success by considering all the stakeholders' points of view. Study Design/Methodology/Approach–Two focus groups studied how project managers, teams, and clients could determine I.T. project success. The study focused on assessing I.T. project success from various perspectives. Five to six stakeholders from different sectors with personal experience in I.T. projects participated in that study. Findings – The results suggested that successful I.T. projects that met business goals, improved operational efficiency, and produced significant returns on investments depended upon communication and teamwork, and equal participation by all stakeholders, the project success would be improved. Practical Implications – The research implications for project management strategies are that organizations could enhance their capacity to work together and achieve project goals by incorporating multiple stakeholder perspectives. This approach promoted creativity and encouraged IT solutions that aligned with business objectives. Originality/Novelty – Project managers monitored I.T. project execution to balance corporate goals with technology demands. Project teams produced high-quality deliverables and communicated well to overcome difficulties. Clients preferred I.T. solutions that met their company objectives, improved operational efficiency, and provided significant ROI.

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50

Odendaal, M. M., F. NS Vermaak y E. Du Toit. "Cost estimation and management over the life cycle of metallurgical research projects". Southern African Business Review 19 (26 de febrero de 2019): 137–56. http://dx.doi.org/10.25159/1998-8125/5811.

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This study investigates whether all expected costs over the life cycle of metallurgical research projects are included in initial, normal and final cost estimates, and whether these costs are managed throughout a project’s life cycle since there is not enough emphasis on the accurate estimation of costs and their management over the life cycle of metallurgical research projects. The study also determines during which phase of the life cycle of metallurgical research projects’ costs are normally determined, during which phase most of the costs are incurred, and during which phase costs are managed. Project life cycles, techniques of cost estimation and cost management are examined. 10A survey was used to gather information by means of face-to-face and telephonic interviews, as well as an electronic questionnaire. The total population of entities in South Africa that conduct metallurgical research projects is small, numbering only 12 in all. The ten entities that conducted the largest metallurgical research projects in terms of average size were selected for this study. 11The conclusion drawn from the survey was that all costs over the life cycle of metallurgical research projects are not taken into account in the initial cost estimate of a project. Costs are mainly managed during the growth phase of a project and not during the introduction phase, when 80% of the costs are normally committed. The implication of this is that cost estimates for metallurgical research projects may not be accurate and costs are not necessarily managed properly throughout the life cycle of such projects. This may lead to cost overruns of project budgets, project budgets being depleted before the delivery stage and research sections running at a loss.

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