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Artykuły w czasopismach na temat "Project lifecycle management"
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Thilmany, Jean. "Project + Lifecycle Together". Mechanical Engineering 133, nr 02 (1.02.2011): 36–37. http://dx.doi.org/10.1115/1.2011-feb-4.
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This article discusses the advantages of integrating project portfolio management (PPM) with product lifecycle management (PLM) software for project planning. Many engineering companies are now stepping forward to integrate their PPM and PLM systems for more close-up project planning. By tying the two systems, engineering firms are better able to manage time spent on specific projects, to get an overarching and realistic view of where the project stands, to stay on the schedule and to meet specific goals. The tied systems also allow engineers to get a broad view of the project that extends beyond their engineering piece. In engineering companies, where the project status is inevitably tied to the engineering department, closing the loop between theoretical plans and engineering progress can make for big budgetary savings and offer important insight into product planning. Many engineering companies that do not yet have a PPM system are now considering implementing one to plan their product mixes.
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Vuorinen, Lauri, i Miia Maarit Martinsuo. "Lifecycle view of managing different changes in projects". International Journal of Managing Projects in Business 12, nr 1 (4.03.2019): 120–43. http://dx.doi.org/10.1108/ijmpb-11-2017-0135.
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Purpose A project contractor can promote the success of a delivery project by planning the project well and following a project management methodology (PMM). However, various changes typically take place, requiring changes to the project plan and actions that deviate from the firm’s established PMM. The purpose of this paper is to explore different types of changes and change management activities over the lifecycle of delivery projects. Design/methodology/approach A qualitative single case study design was used. In total, 17 semi-structured interviews were carried out during a delivery project in a medium-sized engineering company that delivers complex systems to industrial customers. Findings Both plan-related changes and deviations from the PMM were mapped throughout the project lifecycle. Various internal and external sources of change were identified. An illustrative example of the interconnectedness of the changes reveals the potential escalation of changes over the project lifecycle. Managers and project personnel engage in different change management activities and improvisation to create alternative paths, re-plan, catch up, and optimize project performance after changes. Research limitations/implications The empirical study is limited to a single case study setting and a single industry. The findings draw attention to the interconnectedness and potential escalation effect of changes over the lifecycle of the project, and the need for integrated change management and improvisation actions. Practical implications Efficient change management and improvisation at the early phase of a delivery project can potentially mitigate negative change incidents in later project phases. Changes are not only the project manager’s concern; project personnel’s skilled change responses are also helpful. The findings emphasize the importance of the project customer as a source of changes in delivery projects, meaning that customer relationship management throughout the project lifecycle is needed for successful change management. Originality/value The study offers increased understanding of changes and change management throughout the project lifecycle. The results show evidence of plan-related and methodology-related changes and their interconnections, thereby proposing a lifecycle view of integrated change management and improvisation in projects.
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Nauman, Shazia, i M. Abid Ullah. "The Project Knowledge Management Success over the Project's Lifecycle". International Journal of Information Technology Project Management 6, nr 1 (styczeń 2015): 76–85. http://dx.doi.org/10.4018/ijitpm.2015010105.
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The current research aims to investigate the relationship knowledge management (KM) practices play in the success of project knowledge management over the project life cycle i.e. at the beginning of the project, during the project and after the project. Results demonstrate that among the three phases of the project, KM practices during the project phase have a greater impact on the success of project knowledge management. This research has implications for HR and project professionals as our findings indicate that the training of project members, evaluations by external consultants, regular meetings with project leaders and reviewing lessons learnt are the most significant factors for the success of project knowledge management in the context of projects being undertaken in Pakistan.
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Yeong, Anthony, i Thou Tin Lim. "Integrating knowledge management with project management for project success". Journal of Project, Program & Portfolio Management 1, nr 2 (19.01.2011): 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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Radhakrishnan, Abirami, John Stephen Davis i Dessa David. "Examining the Critical Success Factors in IT Projects". International Journal of Information Technology Project Management 13, nr 1 (styczeń 2022): 1–38. http://dx.doi.org/10.4018/ijitpm.290423.
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Many companies experience IT project failures in relatively new areas such as Big Data, Data Science, Enterprise Systems, Blockchain, Cloud Computing, IT security, and IoT. Because of inadequate research in identifying critical success factors for these projects, we conducted a Delphi study employing separate panels for each of two kinds of project implementations, those using a predictive lifecycle approach and those using an adaptive lifecycle approach. We found common critical success factors: user/client involvement, senior management support, effective monitoring and control, effective communication and feedback, good change and configuration management, having a competent project manager, proper project leadership, and excellent vendor performance. Both predictive and adaptive lifecycle IT projects had certain unique critical success factors. The findings provide guidance to IT Project Managers.
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Kahachi, Hussaen Ali Hassan. "Sustainability and Project Management – The Drivers and Benefits". Wasit Journal of Engineering Sciences 5, nr 1 (12.04.2017): 87–103. http://dx.doi.org/10.31185/ejuow.vol5.iss1.67.
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This research is looking at the concept of sustainable project management and its importance in real life project management. Firstly, the research will examine the meaning of sustainability and sustainable management. Next, it will examine, evaluate and classify the different drivers for the integration of sustainability in project management as social, economic, legislative and environmental drivers. Then, the research will discuss the potential benefits of implementing sustainability in project management throughout project's lifecycle. The researcher concluded that there are many environmental, social/ethical, legislative and economic benefits derived from integrating sustainability into project management throughout project's lifecycle, however, there are some restrictions as the tools for integration are still under development.
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Hietajärvi, Anna-Maija, Kirsi Aaltonen i Harri Haapasalo. "Opportunity management in large projects: a case study of an infrastructure alliance project". Construction Innovation 17, nr 3 (10.07.2017): 340–62. http://dx.doi.org/10.1108/ci-10-2016-0051.
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Purpose This study aims to explore how to identify and manage opportunities successfully in a large multi-organizational infrastructure project. Large projects struggle with exploiting and capturing opportunities because of the lack of practices that support active and continuous opportunity management over the project lifecycle in inter-organizational project networks. Design/methodology/approach This study provides empirical evidence of a successful opportunity management process based on an investigation of an infrastructure alliance project. The adopted research approach is an inductive case study. Findings By analyzing an infrastructure alliance project, this paper identifies key activities of opportunity management and furthermore, discusses the enablers of active and continuous opportunity management. Practical implications This study supports practitioners by providing knowledge about the possibilities and activities that could be deployed during the project lifecycle to improve opportunity management process and about the enablers – factors that facilitate alliance partners’ capabilities to manage opportunities. Originality/value There is limited empirical research on the practices of opportunity management that support continuous, active opportunity management in inter-organizational project contexts, although multidisciplinary project networks have possibilities for taking advantage of opportunities that emerge over the project lifecycle.
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Nunes, Marco, i António Abreu. "Applying Social Network Analysis to Identify Project Critical Success Factors". Sustainability 12, nr 4 (18.02.2020): 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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Ward, Stephen C., i Chris B. Chapman. "Risk-management perspective on the project lifecycle". International Journal of Project Management 13, nr 3 (czerwiec 1995): 145–49. http://dx.doi.org/10.1016/0263-7863(95)00008-e.
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S.Muthueeran, Adam Aruldewan, Osman Mohd Tahir, Roziya Ibrahim i Saipol Bari Abd-Karim. "Risk Management Process Into Project Lifecycle: A case of Malaysian landscape architecture projects". Asian Journal of Behavioural Studies 5, nr 18 (11.04.2020): 35. http://dx.doi.org/10.21834/ajbes.v5i18.187.
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The risk management process is an integral part of all project activities and proportionally customized as one process. This paper prepared to review risk management process integration into the landscape architecture project lifecycle in Malaysia. Data collected from three completed landscape architecture projects studied through structured interviews and project document reviews. The data analyzed using content and thematic analysis. The study found the ineffective risk management process integration into the project lifecycle with the result of the incomplete, unplanned and intended process, and redundant activity ow. Specific integration strategies recommended accommodating landscape architecture project context for practical risk management applications.Keywords: risk management process; project lifecycle; landscape architecture projecteISSN 2398-4295 ©2020 The Authors. Published for AMER ABRA cE-Bs by e-International Publishing House, Ltd., UK. This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/). Peer–review under responsibility of AMER (Association of Malaysian Environment-Behaviour Researchers), ABRA (Association of Behavioural Researchers on Asians) and cE-Bs (Centre for Environment-Behaviour Studies), Faculty of Architecture, Planning & Surveying, Universiti Teknologi MARA, Malaysia.DOI: http://dx.doi.org/10.21834/ajbes.v5i18.187
Rozprawy doktorskie na temat "Project lifecycle management"
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Stewart, Rodney Anthony, i r. stewart@griffith edu au. "Lifecycle Management of Information Technology (IT) Projects in Construction". Griffith University. School of Engineering, 2003. http://www4.gu.edu.au:8080/adt-root/public/adt-QGU20030423.122317.
Pełny tekst źródłaStreszczenie:
The last twenty years has seen a tremendous change in the way companies do business. Much of this change can be attributed to the so-called information revolution. The integrated interaction between Information Technology (IT) and business processes has changed from its initial function of automating clerical tasks (e.g. payroll, inventory) to providing pertinent information for operational, managerial and executive groups within the organisation. In more recent times, IT has enabled some organisations, including those in the construction industry, to transform or re-engineer their business processes in the face of the rapidly changing business environment. As international competition continues to intensify, significant numbers of construction organisations are investing large amounts of resources into IT as they seek to gain competitive advantage. IT is increasingly being implemented for strategic reasons, so as to enable improved efficiency, better control and enhanced productivity of internal processes. The failure of realising expected IT-induced benefits has led to a growing number of senior executives to question the value of IT investments. Thus, questions like the following are typical: Are we getting our money's worth from our IT investment? ; Are we spending too much or too little on IT? ; What IT projects make the best use of our resources? ; How can we improve the return on our IT investments? This Ph.D. research study was inspired by the perceived lack of a structured framework for the selection, implementation and performance evaluation of IT projects in construction. The development of such a generic framework that could capture the IT project lifecycle management process, and the associated guidelines and procedures for its effective implementation, is a young field of research, still struggling to define its place within the large family of academic disciplines. Being a young branch of science, it might be argued that IT in construction lacks a solid methodological foundation. An IT project lifecycle management process is an integrated approach that provides for the continuous identification, selection, implementation, monitoring and performance evaluation of IT projects. This structured process should provide a systematic method for construction organisations to minimise risks while maximising returns on IT investments. To effectively employ IT in construction, the IT project lifecycle management process should have elements of three essential phases: (1) IT project(s) selection; (2) strategic IT implementation and monitoring; and (3) IT performance evaluation. However, each phase should not be viewed as a separate step. Rather, each is conducted as part of a continuous, interdependent management effort. Information gained from one phase is used to support activities in each of the other two phases. With this in mind, this research study aimed to develop an appropriate framework and associated tools for each phase of the IT project lifecycle. The developed three frameworks are detailed individually in the following paragraphs. The developed IT project(s) selection framework utilised information economics theory to encompass the full spectrum of direct and indirect costs, tangible and intangible expected benefits and the intangible risks associated with IT project proposals, considered for funding by the organisation. To incorporate the uncertainty that normally surrounds quantifying costs, benefits and risks, the framework employed a simple but powerful fuzzy logic technique to integrate all the monetary and non-monetary factors into a form that enabled the ranking of proposals. A case study was undertaken with a large international project management and development organisation to demonstrate the framework's applicability. The case study illustrated the effectiveness of the proposed approach for ranking IT project proposals. Once a portfolio of IT projects is selected for funding by the organisation, it needs to be strategically implemented and monitored over its lifecycle. A strategic IT implementation and monitoring framework was developed to enhance the effectiveness and efficiency of this phase. The framework is premised on a hybrid analysis utilising the Analytical Hierarchy Process (AHP) and SWOT analysis. A case study was undertaken to demonstrate the applicability of the proposed framework in the strategic implementation and monitoring of a Project Management Information System (PMIS) by a large Australian construction-contracting organisation. The framework application proved to be successful in helping the organisation to develop appropriate strategies for the effective and efficient implementation of the PMIS. An IT performance evaluation framework and method was then developed for the final phase of the lifecycle. This framework was the primary focus of this Ph.D. research study and was structured using the Balanced Scorecard (BSC) principles adapted to the specific requirements of the construction industry. The framework was structured using a hierarchy of IT performance perspectives, indicators and measures. Five definable perspectives were conceptually developed through analysis and synthesis of the 'IT business value' evaluation literature. These are: operational, benefits, technology/system, strategic competitiveness and user orientation. Indicators and measures were extracted from the mainstream IT literature and construction management literature, as well as the emerging literature on information economics. The preliminary list of indicators was initially screened through consultation with construction professionals and conceptual cause-and-effect mapping. The screened list of project-tier indicators was further refined through questionnaire dissemination. The questionnaire was sent to 322 construction project participants from large construction-contracting and project management organisations located within Australia. The five framework perspectives were statistically validated through the principal component factor analysis with varimax rotation. Each perspective and indicator's relative weight was numerically established using the questionnaire survey results as input to the recently developed Performance Measurement Process Framework (PMPF). The reason that the performance measures were not justified through a quantitative analysis was due to their dynamic nature. Most performance measures change, and will continue to change, with new technology. The developed perspectives, indicators and measures were all compiled into a generic 'Construct IT' BSC that can serve as a template for application at other decision-making tiers of a construction organisation. The problem of combining performance measures, with varying metrics, into commensurable units (utiles) was achieved by applying utility theory. Finally, the developed 'Construct IT' BSC was utilised for a project-tier survey to test the interrelationship between framework indicators and perspectives. Using information collected from 82 project professionals, from large construction-contracting and project management organisations, correlation and independent sample t-tests (one-tailed) provided support for the 'Construct IT' BSC. Specifically, findings suggest that the 'Construct IT' BSC can be used as a tool for monitoring the IT-induced value creation process. In addition, it appears that the proposed 'Construct IT' BSC framework and associated performance evaluation method is both flexible in design and can be modified to suit the needs of individual organisations. These characteristics make the framework continuously relevant to the dynamic nature of IT projects. In summary, the proposed IT project lifecycle management process, and its associated frameworks, provides a holistic view of IT implementation in construction and offers significant contributions to current body of knowledge on IT in construction.
2
Stewart, Rodney Anthony. "Lifecycle Management of Information Technology (IT) Projects in Construction". Thesis, Griffith University, 2003. http://hdl.handle.net/10072/366118.
Pełny tekst źródłaStreszczenie:
The last twenty years has seen a tremendous change in the way companies do business. Much of this change can be attributed to the so-called information revolution. The integrated interaction between Information Technology (IT) and business processes has changed from its initial function of automating clerical tasks (e.g. payroll, inventory) to providing pertinent information for operational, managerial and executive groups within the organisation. In more recent times, IT has enabled some organisations, including those in the construction industry, to transform or re-engineer their business processes in the face of the rapidly changing business environment. As international competition continues to intensify, significant numbers of construction organisations are investing large amounts of resources into IT as they seek to gain competitive advantage. IT is increasingly being implemented for strategic reasons, so as to enable improved efficiency, better control and enhanced productivity of internal processes. The failure of realising expected IT-induced benefits has led to a growing number of senior executives to question the value of IT investments. Thus, questions like the following are typical: Are we getting our money's worth from our IT investment? ; Are we spending too much or too little on IT? ; What IT projects make the best use of our resources? ; How can we improve the return on our IT investments? This Ph.D. research study was inspired by the perceived lack of a structured framework for the selection, implementation and performance evaluation of IT projects in construction. The development of such a generic framework that could capture the IT project lifecycle management process, and the associated guidelines and procedures for its effective implementation, is a young field of research, still struggling to define its place within the large family of academic disciplines. Being a young branch of science, it might be argued that IT in construction lacks a solid methodological foundation. An IT project lifecycle management process is an integrated approach that provides for the continuous identification, selection, implementation, monitoring and performance evaluation of IT projects. This structured process should provide a systematic method for construction organisations to minimise risks while maximising returns on IT investments. To effectively employ IT in construction, the IT project lifecycle management process should have elements of three essential phases: (1) IT project(s) selection; (2) strategic IT implementation and monitoring; and (3) IT performance evaluation. However, each phase should not be viewed as a separate step. Rather, each is conducted as part of a continuous, interdependent management effort. Information gained from one phase is used to support activities in each of the other two phases. With this in mind, this research study aimed to develop an appropriate framework and associated tools for each phase of the IT project lifecycle. The developed three frameworks are detailed individually in the following paragraphs. The developed IT project(s) selection framework utilised information economics theory to encompass the full spectrum of direct and indirect costs, tangible and intangible expected benefits and the intangible risks associated with IT project proposals, considered for funding by the organisation. To incorporate the uncertainty that normally surrounds quantifying costs, benefits and risks, the framework employed a simple but powerful fuzzy logic technique to integrate all the monetary and non-monetary factors into a form that enabled the ranking of proposals. A case study was undertaken with a large international project management and development organisation to demonstrate the framework's applicability. The case study illustrated the effectiveness of the proposed approach for ranking IT project proposals. Once a portfolio of IT projects is selected for funding by the organisation, it needs to be strategically implemented and monitored over its lifecycle. A strategic IT implementation and monitoring framework was developed to enhance the effectiveness and efficiency of this phase. The framework is premised on a hybrid analysis utilising the Analytical Hierarchy Process (AHP) and SWOT analysis. A case study was undertaken to demonstrate the applicability of the proposed framework in the strategic implementation and monitoring of a Project Management Information System (PMIS) by a large Australian construction-contracting organisation. The framework application proved to be successful in helping the organisation to develop appropriate strategies for the effective and efficient implementation of the PMIS. An IT performance evaluation framework and method was then developed for the final phase of the lifecycle. This framework was the primary focus of this Ph.D. research study and was structured using the Balanced Scorecard (BSC) principles adapted to the specific requirements of the construction industry. The framework was structured using a hierarchy of IT performance perspectives, indicators and measures. Five definable perspectives were conceptually developed through analysis and synthesis of the 'IT business value' evaluation literature. These are: operational, benefits, technology/system, strategic competitiveness and user orientation. Indicators and measures were extracted from the mainstream IT literature and construction management literature, as well as the emerging literature on information economics. The preliminary list of indicators was initially screened through consultation with construction professionals and conceptual cause-and-effect mapping. The screened list of project-tier indicators was further refined through questionnaire dissemination. The questionnaire was sent to 322 construction project participants from large construction-contracting and project management organisations located within Australia. The five framework perspectives were statistically validated through the principal component factor analysis with varimax rotation. Each perspective and indicator's relative weight was numerically established using the questionnaire survey results as input to the recently developed Performance Measurement Process Framework (PMPF). The reason that the performance measures were not justified through a quantitative analysis was due to their dynamic nature. Most performance measures change, and will continue to change, with new technology. The developed perspectives, indicators and measures were all compiled into a generic 'Construct IT' BSC that can serve as a template for application at other decision-making tiers of a construction organisation. The problem of combining performance measures, with varying metrics, into commensurable units (utiles) was achieved by applying utility theory. Finally, the developed 'Construct IT' BSC was utilised for a project-tier survey to test the interrelationship between framework indicators and perspectives. Using information collected from 82 project professionals, from large construction-contracting and project management organisations, correlation and independent sample t-tests (one-tailed) provided support for the 'Construct IT' BSC. Specifically, findings suggest that the 'Construct IT' BSC can be used as a tool for monitoring the IT-induced value creation process. In addition, it appears that the proposed 'Construct IT' BSC framework and associated performance evaluation method is both flexible in design and can be modified to suit the needs of individual organisations. These characteristics make the framework continuously relevant to the dynamic nature of IT projects. In summary, the proposed IT project lifecycle management process, and its associated frameworks, provides a holistic view of IT implementation in construction and offers significant contributions to current body of knowledge on IT in construction.Thesis (PhD Doctorate)
Doctor of Philosophy (PhD)
School of Engineering
Full Text
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Šmerda, Miroslav. "Řízení projektů Business Intelligence". Master's thesis, Vysoká škola ekonomická v Praze, 2010. http://www.nusl.cz/ntk/nusl-75901.
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The diploma thesis deals with project management in Business Intelligence, a relatively new area of information systems. The first part of the thesis describes basic background of project management in general and some specifics of information systems project management. As one of the fundamental concepts, thinking about a project within its lifecycle is accented. The practical part examines the challenges of managing BI projects in a real financial institution in the Czech Republic. The aim of this section is to fill gaps in the existing project methodology of the financial institution by creating a mapping between the project lifecycle and processes of world-renowned PMBOK methodology.
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Dreyer, Jacqueline. "Integrating procurement tools & techniques within the project management lifecycle / Jacqueline Dreyer". Thesis, North-West University, 2007. http://hdl.handle.net/10394/742.
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The relationship between project management and procurement as an
organisational function is often a clash of wills. The field of project management
is ripe with stories of clashes between project managers and procurement officers
who, for whatever reason do not work well together.
There is no lack of literature on project failure and reasons why projects fail.
Available literature concludes that successful projects are defined as those
completed on time, within budget, and in ways that meet objectives. The biggest
challenge to project managers is to mitigate risk in an environment filled with
uncertainties. Marketplace forces such as unstable commodity markets and
economic fluctuations are among the competitive forces experienced by project
managers. Suppliers play an integral role within the project life cycle and
therefore it is essential to ensure that the right suppliers are selected.
The role of procurement has changed from functional to strategic and is no longer
viewed as a backroom function, which converts requests into supplier orders. The
main reason for the change is due to challenging factors such as globalisation,
inflation, technological innovations, and fluctuations in exchange rates and
commodity markets. Due to the large portion of expenditure spend by the
procurement department within the organisation the savings on purchasing costs
can have a substantial effect on the profitability of the organisation. Procurement
savings initiatives are now far more visible on the agendas of senior management.
Selection of the right suppliers is crucial for any organisation striving to achieve
the business objectives of the organisation and meet the expectations of
customers and shareholders. The procurement department apply certain tools
and techniques to select, evaluate, and measure the performance of suppliers.
Various tools and techniques are available, the focus of the study is on three of
these tools and techniques namely: negotiations, material budgets, and the
SESPA(Supplier Evaluation, Selection, and Performance Appraisal) process.
According to the literature reviewed, a project life cycle can be broken down into
four to five key phases namely: the conceptual, planning, execution, close out,
and control phases and procurement process into five steps namely: define the
requirements, select the supplier, produce an agreement, administer day-to-day
activities, and assess the performance of suppliers.
A comparison between the steps within the procurement process and the phases
within the project management life cycle reveals commonality and the potential of
benefits that the tools and techniques applied by procurement can contribute to
the project life cycle.
Thus the challenge to the procurement office is how to partner with the project
management function in a manner that will positively impact on the project
management life cycle and the project success. With these obstacles facing
most organisations, it is time for procurement and project management to focus
on cooperation instead of confrontation.
Developing a culture that sees individual projects as elements of a business plan
will require change. There is no lack of literature on resistance to change.
Change is seldom easy and old ways die hard, even when there is wide
agreement that change is needed. Therefore whatever the reason for change, it
is essential for organisations to realise that successful implementation of change
will require a systematic change implementation process.Thesis (M.B.A.)--North-West University, Vanderbijlpark Campus [i.e. Potchefstroom Campus], 2008.
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Lucaioli, Marco. "Product Lifecycle Management. Fasi, sviluppo e peculiarità del caso Bosch Rexroth". Master's thesis, Alma Mater Studiorum - Università di Bologna, 2019.
Znajdź pełny tekst źródłaStreszczenie:
il lavoro di tesi descrive innanzitutto il significato del Product Lifecycle Management e l'importanza del monitoraggio del prodotto. inoltre viene analizzato il ciclo di vita del prodotto ed è descritta la figura del Product Manager con le sue competenze e le attività principali che svolge in azienda. sono elencate e decritte inoltre le fasi del PLM pre e post lancio sul mercato con esemplificazioni. Inoltre viene descritta la storia e l'organigramma di Bosch Rexroth e i prodotti che l'azienda produce. Infine viene delineato il progetto Solenoid e le attività che un product manager della Bosch Rexroth ha il compito di eseguire e monitorare. seguono le conclusioni dell'elaborato con possibili sviluppi futuri.
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Široký, Jiří. "Řízení projektů kompetenčního centra SQA". Master's thesis, Vysoká škola ekonomická v Praze, 2015. http://www.nusl.cz/ntk/nusl-203869.
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This thesis describes the design and application of the methodology for project management of the Software Quality Assurance Competence Centre. In short theoretical introduction the thesis mentions the basic concepts associated with project management, including several examples of methodologies for project management. Then the thesis introduces the concept of Competence Centers at the University of Economics, Prague and identifies the specifics of the SQA Competence Centre's projects, or the specifics of managing these projects. Theses specific serve as a basis for design of the methodology for project management of the SQA Competence Centre, which consists of seven dimensions that cover various areas of project management. A crucial part of this methodology can be considered a project lifecycle model and process model of project management of the SQA Competence Centre. The methodology is then applied to the project management of the Integrated Testing Tools. Application of the designed methodology made this project and its management more transparent and efficient. This usage of the methodology also highlighted the importance of project manager's ability to motivate project team members. The main outcome of the thesis is designed and proven methodology for project management of the SQA Competence Centre with possible application in projects other Competence Centers operating at universities.
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Chawla, Lovelesh. "Use of IBM Collaborative Lifecycle Management Solution to Demonstrate Traceability for Small, Real-World Software Development Project". UNF Digital Commons, 2015. http://digitalcommons.unf.edu/etd/606.
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The Standish Group Study of 1994 showed that 53 percent of software projects failed outright and another 31 percent were challenged by extreme budget and/or time overrun. Since then different responses to the high rate of software project failures have been proposed. SEI’s CMMI, the ISO’s 9001:2000 for software development, and the IEEE’s JSTD-016 are some examples of such responses. Traceability is the one common feature that these software development standards impose.
Over the last decade, software and system engineering communities have been researching subjects such as developing more sophisticated tooling, applying information retrieval techniques capable of semi-automating the trace creation and maintenance process, developing new trace query languages and visualization techniques that use trace links, applying traceability in specific domains such as Model Driven Development, product line systems and agile project environment. These efforts have not been in vain. The 2012 CHAOS results show an increase in project success rate of 39% (delivered on time, on budget, with required features and functions), and a decrease of 18% in the number of failures (cancelled prior to completion or delivered and never used). Since research has shown traceability can improve a project’s success rate, the main purpose of this thesis is to demonstrate traceability for a small, real-world software development project using IBM Collaborative Lifecycle Management.
The objective of this research was fulfilled since the case study of traceability was described in detail as applied to the design and development of the Value Adjustment Board Project (VAB) of City of Jacksonville using the scrum development approach within the IBM Rational Collaborative Lifecycle Management Solution. The results may benefit researchers and practitioners who are looking for evidence to use the IBM CLM solution to trace artifacts in a small project.
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Táborský, Tomáš. "Řízení programů v komerční sfréře a veřejné správě". Master's thesis, Vysoká škola ekonomická v Praze, 2014. http://www.nusl.cz/ntk/nusl-192407.
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This thesis focuses on the topic of program management, its functioning and the emergence in the context of project management. The goal is to process standards and methodologies for working with programs to reveal their differences and the reasons that lead to their formation. Particular attention is given to compare the life cycles of the program two major commercial standards and subsequently with the approach of government. The differences in the functioning government and the private sector are one of the main axes of the whole work, and every part of this work pays attention to them. The work seeks to illuminate the principles of the program management and on selected examples demonstrate the functioning of different approaches. In the final section, on the basis of these differences defines the strengths and weaknesses of different approaches and tries to suggest the possibility of taking advantage by sharing of approach to strengthening of the opposite one.
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Regner, Tomáš. "Využitelnost agilních přístupů pro projektové řízení ve vybrané organizaci". Master's thesis, Vysoká škola ekonomická v Praze, 2015. http://www.nusl.cz/ntk/nusl-201699.
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One of objectives of practical part of the thesis is to perform an analysis of current state of project management in selected organization. Based on its specific environment and identified opportunities for improvement it follows up with formalization of recommended design and way of implementation of alternative approach for project management which uses appropriate agile elements but also reflects specific needs and limits of the organization. In its theoretical part the thesis describes basic terminology related to management of projects and portfolios, selected models of project lifecycle, popular standards and methods of traditional project management, core philosophy of agile and selected practices of agile project management.
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Mack-Cain, Nina Michele. "Exploring Strategies for Early Identification of Risks in Information Technology Projects". ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4651.
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Project managers must ensure risk management and business justification for their projects. Approximately, 53% of IT projects failed due to project managers not identifying risks early in the projects' lifecycle. The purpose of this single case study was to explore strategies IT project managers utilize to identify risks early in the project's lifecycle. The study population consisted of 5 lead IT project managers from a telecom company located in the Midwest region of the United States who had managed IT projects. The conceptual framework that grounded this study was the general systems theory. The data collection process involved semistructured interviews, a review of public documents, and member checking interviews to verify the authenticity of the participants' information. The data analysis process included the methodological triangulation, through interviewing and reviewing documents as well as using Yin's 5-step process for analyzing data to identify codes and themes. After the data analysis, the themes that emerged were self-development tools and risk identification (inputs, project tools and techniques, and output). The findings indicated it is crucial that the project team and all stakeholders who have an interest in the project continuously address risk management throughout the project's lifecycle. The implications for positive social change may help individuals understand risks better, interpret situations, and prevention of risk, which are essential to encourage economic inclusion, social protection, and environmental building.
Książki na temat "Project lifecycle management"
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Westland, Jason. The Project Management Lifecycle. London: Kogan Page Publishers, 2006.
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Griffin, Joseph A. Residential construction management: Managing according to the project lifecycle. Ft. Lauderdale, FL: J. Ross Pub., 2010.
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Residential construction management: Managing according to the project lifecycle. Ft. Lauderdale, FL: J. Ross Pub., 2010.
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Mitchell, Alexa, Chris Williges i John Messner. Lifecycle Building Information Modeling for Infrastructure: A Business Case for Project Delivery and Asset Management. Washington, D.C.: Transportation Research Board, 2022. http://dx.doi.org/10.17226/26731.
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Ng, Kia, Atta Badii i Pierfrancesco Bellini, red. Axmedis 2006. Proceedings of the 2nd International Conference on Automated Production of Cross Media Content for Multi-channel Distribution. Volume for Workshops, Tutorials, Applications and Industrial (Leeds, UK, 13-15 December 2006). Florence: Firenze University Press, 2006. http://dx.doi.org/10.36253/88-8453-525-5.
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The AxMEDIS 2006 International Conference seeks to promote discussion and exchange of ideas amongst researchers, practitioners, developers and users of tools, technology transfer experts, and project managers. This conference series brings together a variety of participants from the academic, business and industrial worlds, to address the emergent research and technological issues as well as the engineering and commercial challenges of large-scale collaborative production and distribution of media as experienced by the associated industrial sectors in the emergent media markets. The conference focuses on the outstanding problems to be resolved in the new age of media computing including cross-domain production, protection, representation, formatting, aggregation, workflow, distribution and business and transaction models i.e. all lifecycle aspects of the new media value chain management. Additionally it explores the integration of new forms of content, content management systems and distribution chains, with particular emphasis on cost structures re-engineering to support the reduction of costs and the integration of innovative solutions to facilitate complex creative collaboration in cross-domain media production with benefit realisation to all stakeholders through optimised rights-protective multichannel distribution.
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Facilitating the Project Lifecycle. New York: John Wiley & Sons, Ltd., 2005.
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Bennett, F. Lawrence. Management of Construction: A Project Lifecycle Approach. Taylor & Francis Group, 2016.
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Bennett, F. Lawrence. Management of Construction: A Project Lifecycle Approach. CRC Press LLC, 2007.
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Bennett, F. Lawrence. Management of Construction: A Project Lifecycle Approach. Taylor & Francis Group, 2007.
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Bennett, F. Lawrence. Management of Construction: A Project Lifecycle Approach. CRC Press LLC, 2007.
Znajdź pełny tekst źródłaCzęści książek na temat "Project lifecycle management"
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Lennon, Christopher. "The project lifecycle". W The Silver Bullets of Project Management, 14–35. London: Routledge, 2021. http://dx.doi.org/10.4324/9781003188964-4.
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Stark, John. "PLM and Project Management". W Product Lifecycle Management (Volume 1), 411–41. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-28864-8_12.
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Stark, John. "PLM and Project Management". W Product Lifecycle Management (Volume 1), 453–81. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-030-98578-3_14.
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Rossberg, Joachim. "Introduction to Application Lifecycle Management". W Agile Project Management using Team Foundation Server 2015, 1–18. Berkeley, CA: Apress, 2016. http://dx.doi.org/10.1007/978-1-4842-1870-9_1.
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Rossberg, Joachim, i Mathias Olausson. "Agile Project Management With TFS". W Pro Application Lifecycle Management with Visual Studio 2012, 127–54. Berkeley, CA: Apress, 2012. http://dx.doi.org/10.1007/978-1-4302-4345-8_8.
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Niu, Genyi. "Project Knowledge Management Research Based on the Lifecycle". W Communications in Computer and Information Science, 126–33. Berlin, Heidelberg: Springer Berlin Heidelberg, 2011. http://dx.doi.org/10.1007/978-3-642-23062-2_19.
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Rossberg, Joachim, i Mathias Olausson. "Metrics and ALM Assessment for Agile Project Management". W Pro Application Lifecycle Management with Visual Studio 2012, 155–71. Berkeley, CA: Apress, 2012. http://dx.doi.org/10.1007/978-1-4302-4345-8_9.
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Coulson, Karen E. "Stage Gate Product Development Processes and Lifecycle Management". W Pharmaceutical and Biomedical Project Management in a Changing Global Environment, 339–44. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2010. http://dx.doi.org/10.1002/9780470636930.ch16.
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Helbig, Carolin, Uwe-Jens Görke, Mathias Nest, Daniel Pötschke, Amir Shoarian Sattari, Patrick Schmidt, Bernhard Vowinckel, Keita Yoshioka i Olaf Kolditz. "Data Management". W GeomInt–Mechanical Integrity of Host Rocks, 193–225. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-61909-1_5.
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AbstractData management includes the development and use of architectures, guidelines, practices and procedures for accurate managing of data during the entire data lifecycle of an institutional unit or a research project. Data are defined as different information units such as numbers, alphabetic characters, and symbols that are particularly formatted and can be processed by computer. The data in the project is provided by various actors which can be GeomInt partners, their legal representatives, employees, and external partners.
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Nikolaev, S., M. Gusev, D. Padalitsa, E. Mozhenkov, S. Mishin i I. Uzhinsky. "Implementation of “Digital Twin” Concept for Modern Project-Based Engineering Education". W Product Lifecycle Management to Support Industry 4.0, 193–203. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-030-01614-2_18.
Pełny tekst źródłaStreszczenia konferencji na temat "Project lifecycle management"
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Hu, Wenfa. "Information Lifecycle Modeling Framework for Construction Project Lifecycle Management". W 2008 International Seminar on Future Information Technology and Management Engineering (FITME). IEEE, 2008. http://dx.doi.org/10.1109/fitme.2008.142.
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Haskins, T. "Risk management's role within management of change project lifecycle". W 3rd IET International Conference on System Safety 2008. IEE, 2008. http://dx.doi.org/10.1049/cp:20080739.
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Wiboonrat, Montri. "Knowledge management in data center project lifecycle". W 2018 Annual IEEE International Systems Conference (SysCon). IEEE, 2018. http://dx.doi.org/10.1109/syscon.2018.8369488.
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Veldhuizen, M. M. J. M. "Capital Project Lifecycle Management (CPLM) Vs. Product Lifecycle Management (PLM) for Shipbuilding, Marine and Offshore Industries". W ICCAS 2011: International Conference on Computer Applications in Shipbuilding. RINA, 2011. http://dx.doi.org/10.3940/rina.iccas.2011.08.
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Malabagi, Sumit, Vinayak N. Kulkarni, V. N. Gaitonde, G. Jangali Satish i B. B. Kotturshettar. "Product lifecycle management (PLM): A decision-making tool for project management". W SEVENTH INTERNATIONAL SYMPOSIUM ON NEGATIVE IONS, BEAMS AND SOURCES (NIBS 2020). AIP Publishing, 2021. http://dx.doi.org/10.1063/5.0057991.
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Dalmazo, Bruno L., Weverton L. Cordeiro, Lincoln Rabelo, Juliano A. Wickboldt, Roben C. Lunardi, Ricardo L. dos Santos, Luciano P. Gaspary, Lisandro Z. Granville, Claudio Bartolini i Marianne Hickey. "Leveraging IT project lifecycle data to predict support costs". W 2011 IFIP/IEEE International Symposium on Integrated Network Management (IM 2011). IEEE, 2011. http://dx.doi.org/10.1109/inm.2011.5990698.
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Kostalova, Jana, i Libena Tetrevova. "APPLICATION OF PROJECT MANAGEMENT METHODS AND TOOLS BY CHEMICAL INDUSTRY COMPANIES IN THE CZECH REPUBLIC". W Business and Management 2018. VGTU Technika, 2018. http://dx.doi.org/10.3846/bm.2018.36.
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The article deals with the application of project management methods and tools by chemical industry companies in the Czech Republic. There are identifiedsignificant project management methods and tools and classifies them with respect to their primary applicability within individual project lifecycle stages. In results, there is presented the level of project management in the Czech Republic. Subse-quently, there are presented outcomes of a qualitative research focussed on the application of project management methods and tools in chemical industry companies in the Czech Republic. The authors also present proposals of methodical measures for the area of project management to improve the success of implemented projects.
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Hu, Wenfa, i Ming Zhou. "An Integrated and Comprehensive Information Management Model for Construction Project Lifecycle". W 2009 International Conference on Management and Service Science (MASS). IEEE, 2009. http://dx.doi.org/10.1109/icmss.2009.5301366.
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Ono, Kenji, i Jorji Nonaka. "Design of cooperative visualization environment with intensive data management in project lifecycle". W 2008 Workshop on Ultrascale Visualization. IEEE, 2008. http://dx.doi.org/10.1109/ultravis.2008.5154064.
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Perelman, Valeria, Amira Sharon i Dov Dori. "Towards a Unified Product and Project Lifecycle Model (PPLM) for Systems Engineering". W ASME 2008 9th Biennial Conference on Engineering Systems Design and Analysis. ASMEDC, 2008. http://dx.doi.org/10.1115/esda2008-59106.
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Developing and sustaining complex systems requires collaboration of multidisciplinary teams, coordination of processes, methods and tools, allocation of resources and utilization of adequate facilities within enterprises. The system engineering management comprises three intertwined domains: the product, the project and the enterprise. Despite the obvious links between them, each is carried out using its distinct ontology and toolset. This conceptual separation hinders effective handling of the project and product lifecycle activities within the enterprise. Testing activities of complex products are focused on verifying the performance of increasingly large modules, from software and hardware components, through subassemblies to the entire operational system. What needs to be developed, tested, and delivered is determined by the product requirements, its functions, architecture, components, and their interactions. When each component should and can be developed and tested is determined by the project plan, which is dynamically re-estimated, re-evaluated, and re-planned depending on different parameters such as the project actual status compared with the plan, recourses availability, risks, technological breakthroughs or other impacting issues. Whether carrying out the development mission is feasible is determined by the responsible enterprise, its size, structure, management criteria, other projects running in parallel, commitments, and many other aspects. This paper introduces a unified project-product lifecycle management framework that attempts to address the problems cause by separating the product from the project that is supposed to deliver it within the executing enterprise.
Raporty organizacyjne na temat "Project lifecycle management"
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Demaestri, Edgardo C., Cynthia Moskovits i Jimena Chiara. Management of Fiscal and Financial Risks Generated by PPPs: Conceptual Issues and Country Experiences. Inter-American Development Bank, grudzień 2018. http://dx.doi.org/10.18235/0001470.
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This paper discusses the main issues concerning sovereign fiscal and financial risks from public–private partnerships (PPPs) with a focus on contingent liabilities (CLs). It is based on the presentations and discussions that took place during the XI Annual Meeting of the Group of Latin American and the Caribbean Debt Management Specialists (LAC Debt Group), held in Barbados in August 2015. The main issues discussed include PPP risks assessment, institutional framework for PPP risk management, and accounting and reporting of CLs generated by PPPs. Six country cases (Chile, Colombia, Costa Rica, Honduras, Suriname, and Turkey) are presented to illustrate experiences with different degrees of development regarding the management of risks and CLs related to PPPs. The document concludes that PPP risk management should encompass the whole lifecycle of a PPP project, risks need to be identified and CLs must be estimated and monitored, and the institutional capacity of governments to evaluate and manage PPP risks plays a central role in the successful development of PPP contracts. Although institutional capacities in this regard have improved in recent years, estimations of CLs involved in PPPs are not regularly performed, and there is still room for improvement on the assessment, measurement, registration, budgeting, and reporting of risks and CLs related to PPPs.