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Добірка наукової літератури з теми "IT project manage"

Автор: Grafiati
Опубліковано: 10 грудня 2022
Оновлено: 28 січня 2023

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Статті в журналах з теми "IT project manage"

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Naseem, Aliya, and Rameesha Abbas. "Relationship between Interpersonal Skills in Project Success." Archives of Business Research 10, no. 7 (August 6, 2022): 198–210. http://dx.doi.org/10.14738/abr.107.12828.

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The most asset to any project, regardless of the industry is the project manager. Research has shown whether the project fails or succeeds depends on the project manager, and the skills they bring to the table. The research problem in this study is the lack of research regarding the relationship between the interpersonal skills of the project manager and the success and / or failure of large-scale IT systems development projects. The existing literature indicated a strong positive relationship between the interpersonal skills and leadership traits of senior managers who manage with a passive leadership style and the primary IT systems development project success factor of cost. There was also a strong positive relationship between the interpersonal skills and leadership traits of senior managers who manage with leadership outcomes and the primary IT systems development project success factor of scheduling.
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Joseph, Nazeer, and Carl Marnewick. "Measuring Information Systems Project Complexity: A Structural Equation Modelling Approach." Complexity 2021 (January 18, 2021): 1–15. http://dx.doi.org/10.1155/2021/5907971.

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Complexity has emerged as the new norm in the 21st century, and IS projects play a significant role in organisations to address various socio-political concerns. The purpose of this paper is to understand what are the relevant constructs for measuring IS project complexity. A model for measuring IS project complexity is developed using PLS-SEM. The model reveals that organisational complexity, technical complexity, and uncertainty underpin IS project complexity. Organisational complexity in terms of project team, stakeholder management, and strategic drive should be managed by the project manager. Technical complexity was established in terms of project goals, requirements management, technology management, and norms and standards. Uncertainty in IS projects exists in terms of skills management, the triple constraint, and activity management. Suggestions were provided to guide IS project managers on how to manage each construct and alleviate the level of project complexity. This paper presents an updated and different perspective on measuring and managing IS project complexity. The findings would serve as additional building blocks to further elucidate IS project complexity understanding and assist with improving the value of these projects. Furthermore, the suggestions for IS project managers can lead discussions around how IS projects should be managed to ensure complexity is under control.
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Xie, Hai. "Differences of the Project Management and Program Management." Advanced Materials Research 1030-1032 (September 2014): 2547–50. http://dx.doi.org/10.4028/www.scientific.net/amr.1030-1032.2547.

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Program management is the process of managing several related projects, often with the intention of improving an organization's performance. In practice and in its aims it is often closely related to systems engineering and industrial engineering. The Program Manager has oversight of the purpose and status of all projects in a Program and can use this oversight to support project-level activity to ensure the overall program goals are likely to be met, possibly by providing a decision-making capacity that cannot be achieved at project level or by providing the Project Manager with a program perspective when required, or as a sounding board for ideas and approaches to solving project issues that have program impacts. Typically in a program there is a need to identify and manage cross-project dependencies and often the PMO (Program or Project Management Office) may not have sufficient insight of the risk, issues, requirements, design or solution to be able to usefully manage these. The Program manager may be well placed to provide this insight by actively seeking out such information from the Project Managers although in large and/or complex projects, a specific role may be required. However this insight arises, the Program Manager needs this in order to be comfortable that the overall program goals are achievable.
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van Scheers, Louise. "Managing the risk of the community engagement project: SME managerial skills transfer project at UNISA." Problems and Perspectives in Management 14, no. 4 (December 23, 2016): 154–58. http://dx.doi.org/10.21511/ppm.14(4-1).2016.03.

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The aims of this project are to manage the risk of a community engagement project, improve managerial of SME owners in the Tshwane community and promote CE scholarship engagement. CE opportunities as well as the high failure rate of SMEs motivated the lecturers of the Department Marketing and Retail to initiate training workshops in their community. This CE project SME skills transfer workshops aims to expand the involvement with the community and develop community engagement projects in addition also transfer managerial skills to SME owners in the community. Quantitative, exploratory research was used in the form of questionnaires with owners of SMEs participating in the workshops. The conducted research established that the most successful advertising medium is wall painting. With this community engagement project it had been reached 200 SMEs. It has been promoted CE scholarship engagement and manage the risk of this project. One of the secondary objectives was to manage the risk of this project. The results in table 1 indicate that the risk is managed adequately. This project is not considered as a high risk project for the university. The aims were achieved as evidence of transferring of managerial skills; managing risk of the project, promotion of CE scholarship and publishing articles through our CE project were achieved. Keywords: SME managerial skills transfer, risk management, community engagement, Tshwane community, advertising media, advertising key success factors, word of mouth. JEL Classification: M37
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Wheatley, M. "Can you manage? [project management]." Engineering & Technology 4, no. 19 (November 7, 2009): 62–64. http://dx.doi.org/10.1049/et.2009.1914.

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De Rezende, Leandro Bolzan, Paul Blackwell, and 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, no. 1 (February 2018): 42–56. http://dx.doi.org/10.1177/875697281804900104.

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Анотація:
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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Wolff, Aline. "Preparing MBA Students for the World of Professional Communication." Business Communication Quarterly 59, no. 2 (June 1996): 86–94. http://dx.doi.org/10.1177/108056999605900207.

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Анотація:
An analysis of a large-scale professional communication project helps to define relevant managerial communication tasks; the project exemplifies the type of projects that graduating students will be expected to collaborate on or to manage successfully. The implications of this project for teaching manager ial communication to MBA students and recommended applications for inte grating work world tasks into the curriculum are also discussed.
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Magdalena, Hilyah, Hadi Santoso, and Litha Leonita. "Sistem Pendanaan Proyek Perusahaan Jasa Konstruksi Berbasis Web." INFORMAL: Informatics Journal 6, no. 3 (December 20, 2021): 121. http://dx.doi.org/10.19184/isj.v6i3.26853.

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CV. Yusti Karya as a construction company realizes that the ability to manage project finances is an important requirement for smooth project management. CV.Yusti Karya often has to manage several projects simultaneously in remote locations. This condition makes it difficult for the finance staff in the office to manage project financial allocations and also makes it difficult for project managers in the field and must report the status of project expenditures to the office. This difficulty drives CV. YustiKarya improved the project's financial management system from using spreadsheets to a web-based information system. Web-based information system will be developed using object-oriented methods. The object- oriented system development method was chosen because of its modular development capabilities and adapts to system requirements. The development of this system aims to enable Person in Charge (PIC) projects in the field to submit expenditures and can be immediately approved by the financial staff in charge. Online project finance management between project PICs and finance staff helps harmonize financial management. The Director can monitor the flow of the latest project finance developments online.
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Amoah, Armstrong, and Frederic Marimon. "Project Managers as Knowledge Workers: Competencies for Effective Project Management in Developing Countries." Administrative Sciences 11, no. 4 (November 11, 2021): 131. http://dx.doi.org/10.3390/admsci11040131.

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Анотація:
Studies have shown that project managers are responsible for the successful management of various projects. Increasingly, this success depends on the project manager being a knowledge worker (KW)—i.e., possessing and utilizing both “hard” and “soft” skills/competencies to manage assigned projects. Nonetheless, there has not been enough studies on what these competencies are, especially in the context of developing countries (DCs). This study, therefore, seeks to conceptualize project managers as KWs by identifying the key competencies and their relationships needed to effectively manage projects in DCs. To achieve this objective, a survey was conducted among 112 project management (PM) practitioners in Ghana. The opinions from the respondents were edited, summarized and categorized by creating word queries, thus, making it easier to make deductions from them. Finally, content analysis was conducted to help establish links in the responses so as to deduce appropriate recommendations. The findings provide a set of “soft” and “hard” skills/competencies and their unique combinations for effective PM in DCs. The primary contribution of this study stems from highlighting the key competencies that project managers need to ensure effective PM in DCs, thus, helping these countries to make a more efficient use of their scarce resources.
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Bockova, Katerina, and Daniel Lajcin. "RIPRAN – one of the best project risk analysis methodologies." Managerial Economics 19, no. 1 (2018): 7. http://dx.doi.org/10.7494/manage.2018.19.1.7.

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Дисертації з теми "IT project manage"

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Mikko, Albin, and Alexander Silfver. "Who should manage internal projects? : A case study in the Swedish mining industry." Thesis, Umeå universitet, Företagsekonomi, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-161035.

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Анотація:
Millions of people around the world consider project management as their major task in their profession, yet the demand for project managers is still increasing. To face this demand many organizations use consultants as project managers for their projects. However, the literature in project management tend to ignore potential differences between internal project managers and consultants as project managers. This thesis is written on commission for LKAB which is a Swedish mining company who conduct around 60-80 projects yearly. Projects at LKAB is managed by internal professional project managers, internal line-managers and consultants as project managers. Despite having three different categories of project managers LKAB has little knowledge about potential differences in how they manage projects. Thus, the purpose of this thesis is to make a case study on project managers at LKAB in search to answer our research question: How do internal project managers, line-workers and consultants manage projects differently? To answer our research question we developed a theoretical frame where we present research which we suggest have given an answer towards the previously discussed question if project leadership has a direct impact on project success or not. Research has found that project leadership has a direct impact on project performance which we consider crucial since it impact the relevance of our study. In our theoretical frame we also present research in outsourcing, project planning and organizing, education, perspectives in project management and theories of project management competencies and skills. There are two perspectives in project management, task perspective which focus on achieving the project objectives and the organizational perspective where they emphasize the relationship between the temporary organization and the permanent organization where main focus is to create value for the receiving organization. To gather data we conducted nine semi-structured interviews in Kiruna with three line- mangers, three internal professional project managers and three consultants which has been hired as project managers by LKAB. We found support to a previous study which showed that project managers have different perspectives towards project management. Furthermore, we found a connection between the project managers perspective and how they prioritized between project goal or effect goal. Project managers with an organizational perspective consider the effect goal to be more important than the project goal and vice versa. We also found that line-managers as project managers do not plan their projects, or manage risk in the same way as professional internal project managers or consultants.
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Agenbag, André. "Using real option analysis to manage project risk." Thesis, Stellenbosch : Stellenbosch University, 2003. http://hdl.handle.net/10019.1/53707.

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Thesis (MBA)--Stellenbosch University, 2003.
ENGLISH ABSTRACT: This study project aims to use "Real Option Analysis" as a tool to translate financial hedging strategies into business strategies that can be used to hedge business projects against their associated risks. Financial investments are often hedged by means of further investment in financial option structures. These option structures give the investor the option (and sometimes the obligation) to change the constituents of his original investment, depending on changes in the external environment. A well engineered option structure will protect the investor against downside risk, while maximizing profits from upside risk. The objective of this study project is then to adapt some of the standard structures to such an extent that they can be used with similar success in the real business environment. This adaptation is done by means of Real Option Analysis - a relatively new theory whereby business uncertainty and managerial flexibility can be evaluated and quantified in a way similar to financial options. It will be seen that a careful application of Real Option Analysis allows one to take a certain business situation, identify the risks inherent to it, find a suitable option structure to hedge against those risks, and modify this option structure so that it can be implemented as a pure business strategy. This analysis is supported by a detailed derivation of a popular Real Option Analysis model, and an in depth discussion of the differences between Real- and financial options as well as difficulties associated with the implementation of Real Option-based strategies. Several examples of specific business situations are analyzed and it is concluded that Real Option Analysis can provide useful, practical and competitive strategies. Above all, the thought process leading to said strategies is deemed to provide powerful insight into the dynamics of the business/project under evaluation.
AFRIKAANSE OPSOMMING: Hierdie studie projek poog om "Real Option Analysis" te gebruik om finansiele immuniserings strategiee om te skakel in besigheids strategiee wat gebruik kan word om besigheids projekte te beskerm teen hul inherente risikos. Finansiele beleggings word dikwels geimmuniseer deur middel van verdere beleggings in finansiele opsie strukture. Hierdie strukture gee aan die belegger die opsie (en soms die verpligting) om die samestelling van sy oorspronklike belegging aan te pas na gelang van veranderinge in die omgewing. 'n Goed ontwerpte struktuur sal die belegger toelaat om sy winste te maksimeer terwyl verliese as gevolg van negatiewe risiko beperk word. Die doel van die studie projek is dan om sommige van hierdie standaard opsie strukture aan te pas sodat dit nie net in die beleggings wereld nie, maar ook in die besigheids wereld toegepas kan word. Hierdie aanpassing word gedoen met behulp van "Real Option Analysis" - 'n relatief nuwe teorie waarvolgens besigheids onsekerhede and bestuurs aanpasbaarhede geevalueer en gekwantifiseer kan word op 'n soortgelyke wyse as finansiele opsies. Dit sal gesien word dat 'n deeglike toepassing van "Real Option Analysis" die gebruiker toelaat om 'n besigheids situasie te evalueer, die risikos daaran verbonde te identifiseer, 'n toepaslike opsie struktuur te vind wat beskerming sal bied teen hierdie risikos, en dan hierdie struktuur aan te pas sodat dit as 'n besigheid strategie toegepas kan word. Hierdie analise word ondersteun deur die afleiding van 'n populere "Real Option Analysis" model, 'n bespreking van die verskille tussen Rieele- en finansiele opsies, sowel as komplikasies wat verwag kan word tydens die implimentasie van 'n strategie gebasseer op Rieele Opsies. Verskeie voorbeelde van spesifieke besigheids situasies word geanaliseer en dit gee aanleiding tot die gevolgtrekking dat "Real Option Analysis" wel sinvolle, bruikbare en kompeterende strategiee kan voorsien. Verder word daar aangedui dat die denk proses wat lei tot hierdie strategiee, 'n kragtige bron van insig in die besigheid/projek dinamika kan gee.
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Billings, Debra Leigh. "How medical social workers manage interdisciplinary team conflict." CSUSB ScholarWorks, 1994. https://scholarworks.lib.csusb.edu/etd-project/932.

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Elrufaie, Elharith Omer. "A Wiki paradigm to manage online course content." CSUSB ScholarWorks, 2004. https://scholarworks.lib.csusb.edu/etd-project/2446.

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This project develops a new version of the Wiki style administration of online course content. It will implement a teaching and learning tool that works as a easy and quick communication interface between instructor and student. The second purpose of the project is to design an easily extendable and maintainable architecture, which provides a generic Wiki system that can work for any information technology department and handle sets of courses and insturctors.
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Katz, Bernard. "The integration of project management processes with a methodology to manage a radical innovation project." Thesis, Link to the online version, 2007. http://hdl.handle.net/10019/360.

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West, Mario. "Strategies to Manage Enterprise Information Technology Projects." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4578.

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Анотація:
Since 2005, most midsize company information technology (IT) projects had a 62.4% failure rate because of wrong project team communication skills or cost overruns. IT leaders expect negative IT project outcomes will cost over $2 billion by 2020. Using the actor-network theory, the purpose of this single case study was to explore strategies used by IT leaders from a midsize IT company in Washington, D.C. to plan and execute projects under budget and on time. Using purposeful sampling, 5 IT leaders were selected for this study because of their experience in implementing successful strategies for projects. Data were collected using face-to-face semistructured interviews, company documentation, and internal organizational risk reports. Yin's 5-step process was used for data analysis to compile, disassemble, reassemble, interpret, and conclude the data. The interpretation of data, subjected to methodological triangulation and member checking to strengthen the dependability and credibility of the findings, yielded 3 themes of IT leader communication skills: IT leader strategy, IT leader knowledge, and implementation of cost savings. The findings indicated that IT leaders serve as the key actors in the IT project network, and leader communication skills are essential for implementing strategies for IT project completion and cost savings. With this knowledge, IT leaders can implement strategies to plan and execute projects under budget and on time. The implications for a positive social change includes the potential for IT leaders to reduce project production waste and contribute to economic expansion.
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Demir, Selim Tugra. "'AgiLean PM' : a unifiying strategic framework to manage construction projects." Thesis, Liverpool John Moores University, 2013. http://researchonline.ljmu.ac.uk/4509/.

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A challenge in Lean Construction is how to make it applicable when there is a high degree of complexity and uncertainty. In many construction projects there are changing project requirements, unique products and a need for actions that are highly focused on meeting customer/client expectations. Such scenarios require management methods that are characterised by being flexible and able to react to change. The aim of this thesis is to introduce a method that has such characteristics. Project Management, Lean and Agile paradigms are merged through the application of the fission and fusion approach of nuclear physics. This research is facilitated through a sequential explorative method. In the first instance, interviews with 22 practitioners in the fields of construction project management, Lean and Agile have been conducted. Then a quantitative self-administered questionnaire with 213 useful responses has been utilised to validate the transferability of the interview findings. It is concluded that Lean is not ideally suited to dealing with the dynamic nature of construction projects. Agile methods, which were developed to cope with the high levels of uncertainty inherent to IT projects, are more flexible and able to react to change. Hence utilising Agile-based methods might be the key to the successful utilization of Lean in construction. Therefore a management method based on combining Lean and Agile approaches has potential. Such an approach needs creative thinking to develop a solution that is different to that of “Leagile”. Leagile uses Lean and Agile methods in the execution phase sequentially, through using a decoupling point model to separate the two. This thesis introduces a new paradigm in which such a decoupling or separation does not take place. Rather, project management, Lean and Agile have been merged together to develop a new holistic and strategic framework. The paradigm presented in this thesis is termed “AgiLean Project Management”.
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Zamore, Wigton F. "Pier 4, South Boston : structuring the project to manage risk and reward." Thesis, Massachusetts Institute of Technology, 1986. http://hdl.handle.net/1721.1/78955.

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Thesis (M.S.)--Massachusetts Institute of Technology, Dept. of Urban Studies and Planning, 1986.
MICROFICHE COPY AVAILABLE IN ARCHIVES AND ROTCH.
Bibliography: p. 93-97.
by Wigton F. Zamore.
M.S.
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PINIS, GEORGIA A. "PROJECT MANAGEMENT SKILLS AND ACTIVITIES THAT DOCTORAL CANDIDATES USE TO MANAGE THEIR DISSERTATION WORK SUCCESSFULLY." University of Cincinnati / OhioLINK, 2007. http://rave.ohiolink.edu/etdc/view?acc_num=ucin1178419227.

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Johansson, Per, and Samir Cherro. "How do you manage the pressure? : How time, type, complexity and cultural diversity affects the relationship between leadership styles and project success." Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-202611.

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The study examines the relationship between project leadership styles and success when affected by pressures such as time, project type, complexity and cultural diversity. The research examines the two well-known leadership approaches of transformational- and transactional leadership, and argues that transactional leadership, which has less focus on the leader-follower relationship, is more suitable and successful in projects with limited time. The transformational leadership style, which has more focus on vision and relationship between the followers takes time to build, and is therefore more successful for long-term projects. In order to examine this, a questionnaire was developed and sent out to 56 project leaders around the world. Findings indicate that time in projects have a negative effect on project success, and that both transformational and transactional leadership style has a dampening effect on this negative relationship, hence increasing the success. Furthermore, the study finds strong correlation between the two leadership styles, indicating that these should not be seen as two different attitudes, as leaders can show behaviors from both the transformational and transactional leadership style, possibly explaining the similar dampening effect. No further significant moderating effects were found in the variables project type, complexity and the project’s cultural diversity.
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Книги з теми "IT project manage"

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Mabelo, Pascal Bohulu. How to Manage Project Stakeholders. 1 Edition. | New York: Routledge, 2020.: Routledge, 2020. http://dx.doi.org/10.4324/9781003023791.

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Ira, Bitz, ed. Project management: How to plan and manage successful projects. New York, NY: AMACOM, 1991.

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How to manage a construction project. Manlius, NY: Miller Engineers, 2008.

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The one-page project manager for IT projects: Communicate and manage any project with a single sheet of paper. Hoboken, N.J: Wiley, 2008.

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5

Manage to lead: Flexing your leadership style. Newtown Square, PA: Project Management Institute, 2012.

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6

Hunt, Andy. Your research project: How to manage it. London: RoutledgeFalmer, 2005.

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Purba, Sanjiv. How to manage a successful software project. New York: Wiley, 1995.

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8

Chapman, Chris, and Stephen Ward, eds. How to Manage Project Opportunity and Risk. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2012. http://dx.doi.org/10.1002/9781119208587.

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J, Graham Robert. Creating an environment for successful projects: The quest to manage project management. San Francisco, Calif: Jossey-Bass, 1997.

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The one-page project manager: Communicate and manage any project with a single sheet of paper. Hoboken, N.J: Wiley, 2007.

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Частини книг з теми "IT project manage"

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Gerardi, Bart. "Manage Change." In No-Drama Project Management, 59–74. Berkeley, CA: Apress, 2011. http://dx.doi.org/10.1007/978-1-4302-3991-8_5.

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Mochal, Tom, and Jeff Mochal. "Manage Client Expectations." In Lessons in Project Management, 165–68. Berkeley, CA: Apress, 2011. http://dx.doi.org/10.1007/978-1-4302-3835-5_40.

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Cottrell, Stella. "Project manage your dissertation." In Dissertations and Project Reports, 31–42. London: Macmillan Education UK, 2014. http://dx.doi.org/10.1007/978-1-137-36427-2_4.

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Mochal, Tom, and Jeff Mochal. "Manage Your Vendor Projects Proactively." In Lessons in Project Management, 127–30. Berkeley, CA: Apress, 2011. http://dx.doi.org/10.1007/978-1-4302-3835-5_31.

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Lientz, Bennet P. "Manage Multiple Projects, Program Management, and Resource Allocation." In Project Management, 115–26. London: Macmillan Education UK, 2013. http://dx.doi.org/10.1007/978-1-137-28502-7_7.

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Bishnoi, Tanmay. "Manage Solar PV Project Lifecycle." In Greening the Roofs, 143–67. London: Routledge, 2021. http://dx.doi.org/10.4324/9781003260516-4.

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Mabelo, Pascal Bohulu. "Stakeholder Management and project complexity." In How to Manage Project Stakeholders, 15–25. 1 Edition. | New York: Routledge, 2020.: Routledge, 2020. http://dx.doi.org/10.4324/9781003023791-3.

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Mabelo, Pascal Bohulu. "Introduction." In How to Manage Project Stakeholders, 1–7. 1 Edition. | New York: Routledge, 2020.: Routledge, 2020. http://dx.doi.org/10.4324/9781003023791-1.

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Mabelo, Pascal Bohulu. "Advanced topics in Stakeholder Management." In How to Manage Project Stakeholders, 66–74. 1 Edition. | New York: Routledge, 2020.: Routledge, 2020. http://dx.doi.org/10.4324/9781003023791-10.

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Mabelo, Pascal Bohulu. "Conclusions." In How to Manage Project Stakeholders, 75–79. 1 Edition. | New York: Routledge, 2020.: Routledge, 2020. http://dx.doi.org/10.4324/9781003023791-11.

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Тези доповідей конференцій з теми "IT project manage"

1

Stirling, Gunn, and Ka˚re Ho̸gmoen. "Assisting Project Managers to Manage Risk by Planned Verification." In 2010 8th International Pipeline Conference. ASMEDC, 2010. http://dx.doi.org/10.1115/ipc2010-31497.

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Operators of large and complex pipeline systems face numerous risks and verification is a means to manage risk. Important factors to be considered when selecting a verification strategy are; legislative requirements and expectations, contracting philosophy, interface management, communication strategy, project technical challenges and quality assurance philosophy. To assist project managers in planning and communicating the verification strategy, a standardized three tiered verification scope is described.
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2

Wang, Yun. "How to Manage Landscape Engineering Project." In ICIMTECH 21: The Sixth International Conference on Information Management and Technology. New York, NY, USA: ACM, 2021. http://dx.doi.org/10.1145/3465631.3465661.

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3

Lee, Jihyun, and Sung Jin Hur. "Agile Approach to Manage Projects in Ubiquitous Multi-Project Environment." In Applications (CUTE). IEEE, 2010. http://dx.doi.org/10.1109/icut.2010.5677816.

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4

Szeto, Kei, Richard Murowinski, Nicolas Flagey, and Alexis Hill. "Maunakea Spectroscopic Explorer: a guide to manage an international design team." In Modeling, Systems Engineering, and Project Management for Astronomy IX, edited by George Z. Angeli and Philippe Dierickx. SPIE, 2020. http://dx.doi.org/10.1117/12.2563185.

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5

Xuefeng Bai, Pei Li, Hong Li, and Xiaona Song. "Notice of Retraction: Enterprise Master Data manage project practice." In 2010 International Conference on Computer Application and System Modeling (ICCASM 2010). IEEE, 2010. http://dx.doi.org/10.1109/iccasm.2010.5622821.

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Reinhardt, Markus, Anna Kühlen, and Shervin Haghsheno. "Developing a Pollution Measuring System to Manage Demolition Projects Complying with Legal Regulations." In International Conference on Engineering, Project, and Production Management. Association of Engineering, Project, and Production Management, 2014. http://dx.doi.org/10.32738/ceppm.201411.0012.

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7

Dvorak, Stephanie, Jairo Alberto Gonzalez, Ricardo Artola, Juan Carlos Lopez, and Nicholas Abrahams. "Developing and Implementing a Customized Standard to Manage Social and Environmental Risk in Project-Managed Assets." In SPE International Conference and Exhibition on Health, Safety, Security, Environment, and Social Responsibility. Society of Petroleum Engineers, 2016. http://dx.doi.org/10.2118/179257-ms.

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8

Milenković, Mila, Bojan Lalić, Katarina Pavlović, Ivana Berić, and Vesna Šobajić. "Comparison of traditional and agile approach to manage product development projects." In Proceedings of the 5th IPMA SENET Project Management Conference (SENET 2019). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/senet-19.2019.8.

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Pantelides, Arthur, Frank Allario, and Gerhard Antony. "An Assessment of the Relative Value of Knowledge Transfer Processes to Project Success." In ASME 2008 International Mechanical Engineering Congress and Exposition. ASMEDC, 2008. http://dx.doi.org/10.1115/imece2008-66285.

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As activities of companies become global there is an emerging need to understand the processes that lead to the success of large projects in which the core competency is centered in a parent company; an engineering department in a foreign subsidiary; and customers that are distributed across the globe. This situation requires an ever-increasing role for project managers (PM) to cross international boundaries. The modern PM must consider many facets of their responsibilities including: managing corporate knowledge as a strategic asset; transferring corporate knowledge to the project team and transferring engineering capabilities back to corporate; and, developing customer requirements that ensure project success. In order to meet these responsibilities, the project manager needs to understand the diversity of technical communication from parent to subsidiary, the cultural vagaries of these communications, in addition to maintaining an eye on knowledge transfer. The challenge for an organization is to manage knowledge transfer between headquarters and its subsidiaries optimally. This initial study will investigate the factors associated with successes of international projects examining cultural and knowledge transfer processes of industrial companies and their subsidiaries. It plans to improve understanding of how communication structures and mechanisms of companies are integrating factors between culture and knowledge transfer and how they impact project success.
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Djassemi, Manocher. "A Lean Approach To Manage A Capstone Senior Project Course." In Proceedings. Frontiers in Education. 36th Annual Conference. IEEE, 2006. http://dx.doi.org/10.1109/fie.2006.322290.

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Звіти організацій з теми "IT project manage"

1

Burns, Greg, and William C. Marks. Navy Research Project: A Projection of Moore's Law and Recommended Approaches to Manage and Mitigate Risks. Fort Belvoir, VA: Defense Technical Information Center, April 2003. http://dx.doi.org/10.21236/ada422056.

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2

Wayant, Nicole. Adapting agile philosophies and tools for a research environment. Engineer Research and Development Center (U.S.), September 2022. http://dx.doi.org/10.21079/11681/45442.

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There exist myriad project management methodologies, but none is focused solely on scientific research. Research projects are unique compared to other types of projects, including software development, manufacturing, and drug trials; research projects inherently have unplanned risks. These risks provide a challenge to managing resources, developing schedules, and providing team ownership while still achieving project goals. To help mitigate the risks and the challenges associated with scientific research, a methodology to manage research projects needs to be developed.
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3

Kurth, Margaret, Bari Greenfeld, Matthew Smith, Samuel Fielding, Marriah Abellera, and Jeffrey King. Financing natural infrastructure : South Bay Salt Pond Restoration Project, California. Engineer Research and Development Center (U.S.), August 2022. http://dx.doi.org/10.21079/11681/45240.

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Анотація:
This technical note is part of a series collaboratively produced by the US Army Corps of Engineers (USACE)–Institute for Water Resources (IWR) and the US Army Engineer Research and Development Center (ERDC). It describes the funding and financing process for the South Bay Salt Pond Restoration Project in San Francisco Bay, California and, like the other technical notes in this series, documents successful examples of funding natural infrastructure projects. The research effort is a collaboration between the Engineering With Nature® (EWN®) and Systems Approach to Geomorphic Engineering (SAGE) programs of USACE. A key need for greater application of natural infrastructure approaches is information about obtaining funds to scope, design, construct, monitor, and adaptively manage these projects. As natural infrastructure techniques vary widely by location, purpose, and scale, there is no standard process for securing funds. The goal of this series is to share lessons learned about a variety of funding and financing methods to increase the implementation of natural infrastructure projects.
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4

Jenicek, Elisabeth M., Donald F. Fournier, and Aide Uzgiris. Energy Manager Project Assistant: User Manual. Fort Belvoir, VA: Defense Technical Information Center, February 2001. http://dx.doi.org/10.21236/ada392195.

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Moller, Austin. Documenting archival automation systems : guidelines for the project manager. Portland State University Library, January 2000. http://dx.doi.org/10.15760/etd.5435.

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Warren, Thomas L., J. J. Howard, and Douglas H. Merkle. The Post-Dam System. Volume 5. Harvard Project Manager (HPM). Fort Belvoir, VA: Defense Technical Information Center, October 1992. http://dx.doi.org/10.21236/ada270122.

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Momany, Elizabeth T., Peter C. Damiano, and Theora Evans Dodd. Evaluation of the MediPASS Managed Care Demonstration Project. Final Report. Iowa City, Iowa: University of Iowa Public Policy Center, September 1992. http://dx.doi.org/10.17077/7ej8-v45m.

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8

Owens, C. M. Multifamily Retrofit Project Manager Job/Task Analysis and Report: September 2013. Office of Scientific and Technical Information (OSTI), September 2013. http://dx.doi.org/10.2172/1107441.

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9

Momany, Elizabeth T., and Peter C. Damiano. Evaluation of the MediPASS Managed Care Demonstration Project. Second Waiver Period. Final Report. Iowa City, Iowa: University of Iowa Public Policy Center, September 1994. http://dx.doi.org/10.17077/6p8f-iamd.

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Demaestri, Edgardo C., Cynthia Moskovits, and Jimena Chiara. Management of Fiscal and Financial Risks Generated by PPPs: Conceptual Issues and Country Experiences. Inter-American Development Bank, December 2018. http://dx.doi.org/10.18235/0001470.

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Анотація:
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.
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