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Статті в журналах з теми "Project management"

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Автор: Grafiati

Опубліковано: 4 червня 2021

Оновлено: 8 червня 2024

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1

AL Jarrah, Mufleh, Baker Jarah, and Ikhlas Altarawneh. "Toward successful project implementation: Integration between project management processes and project risk management." Problems and Perspectives in Management 20, no. 3 (September 6, 2022): 258–73. http://dx.doi.org/10.21511/ppm.20(3).2022.21.

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This study aims to identify the primary aspects contributing to the project’s successful implementation by considering project risk management as a mediating component. The paper uses the survey methodology to examine the impact of project management processes (project start-up, planning, execution, monitoring and control, and closing the project) on successful project implementation by the arts of project risk management as a mediating variable. The study population consists of project managers employed by the Jordan Engineers Association, Jordan Construction Contractors Association, and King Abdullah Design and Development Bureau in Jordan, with a sample size of 96 project managers. A questionnaire was divided into three categories. The primary data were analyzed using the Partial Least Squares (3.3.3) software. The result shows that the arts of project risk management mediate the impact of project start-up, planning, execution, monitoring and control, closing, and management processes on successful project implementation. The findings recommend that integrated project management processes with project risk management could enhance the chances of successful project implementation for Jordanian project managers.

2

Stewart-Mailhiot, Amy. "Management: Project Management." Reference & User Services Quarterly 55, no. 1 (September 25, 2015): 18. http://dx.doi.org/10.5860/rusq.55n1.18.

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

3

Yeong, Anthony, and Thou Tin Lim. "Integrating knowledge management with project management for project success." Journal of Project, Program & Portfolio Management 1, no. 2 (January 19, 2011): 8. http://dx.doi.org/10.5130/pppm.v1i2.1735.

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

4

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

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5

Kazmi, Syed Ali Naqi, Asia Baig, and Muhammad Zia-Ur Rehman. "The Economy of Projects: Analyzing Project Management Resilience, Stress Management and Project Sustainability." Global Economics Review III, no. I (June 30, 2018): 50–61. http://dx.doi.org/10.31703/ger.2018(iii-i).06.

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The due economy of projects is a catchword nowadays in the world. Advancement in project sustainability has reshaped the banking across the globe forcing companies to perform tasks and activities in the form of projects; resilience, stress management are some of the factors that redesign project sustainability. This cross-sectional study investigates the impact of resilience and stress management on project sustainability also making a contribution by analyzing the association of resilience and stress management. The beta values and results show in favor of acceptance of the entire hypothesis. The data was collected from the members of the project team working on a diverse project in the banking sector of Pakistan. The instrument used to collect the data was questionnaires to measure each variable. Pearson correlation and stepwise hierarchal regression were used to analyze the data. The study at the end highlights valuable findings and recommendations for the future and the researchers offer practical guidance further professionalizing Project Management.

6

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

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7

Yuswardi, Yuswardi, Fikra Terisha Azzikr, Jessica Jessica, Putri Sahara, and Senly Senly. "Analisa Project Integration, Project Scope Management, Project Time Management." Jurnal Sains dan Teknologi 4, no. 3 (July 2, 2023): 172–76. http://dx.doi.org/10.55338/saintek.v4i3.1125.

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

8

Bērziša, Solvita. "Project Management Knowledge Retrieval: Project Classification." Environment. Technology. Resources. Proceedings of the International Scientific and Practical Conference 2 (August 5, 2015): 33. http://dx.doi.org/10.17770/etr2011vol2.968.

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Project management knowledge contains a wide range of information that can be accumulated from theory and practice. This knowledge is not always readily available to project manager and that can leave a significant impact on project management efficiency and success. Therefore, this knowledge is necessary to store in the project management knowledge repository and then to retrieve it when necessary. To find this knowledge it is necessary to define attributes for searching relevant projects and knowledge associated with these projects. The objective of this paper is to develop a set of project classification attributes that can be used to describe project characteristics and use them in similarity definition. The project classification attributes are defined as a part of the architecture of project management knowledge retrieval. They are identified by analyzing several project management methodologies and are validated by classifying twenty two empirical information technology projects.

9

Fähndrich, Ursula. "Terminology project management." Terminology 11, no. 2 (December 5, 2005): 225–60. http://dx.doi.org/10.1075/term.11.2.02fah.

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This article deals systematically with the author’s practical experience of organising and carrying out terminology projects and attempts to relate them to project management theory. It is intended to serve as a guide of sorts for terminologists confronted with the task of managing a terminology project. The first section defines what terminology projects are, what sets them apart from other types of project, what forms they can take and how these forms are prioritised within the project portfolio, as well as proposing a possible model to describe the various phases of a project. Separate sections are then devoted to each of the phases, namely Acquisition, Needs Analysis and Offering, Planning, Implementation and Controlling, Handover and Completion, and Follow-up.

10

Schieg, Martin. "RISK MANAGEMENT IN CONSTRUCTION PROJECT MANAGEMENT." Journal of Business Economics and Management 7, no. 2 (June 30, 2006): 77–83. http://dx.doi.org/10.3846/16111699.2006.9636126.

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

11

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

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12

Алин, Г. Т., and Н. К. Рахимжанова. "SOFTWARE DEVELOPMENT PROJECT MANAGEMENT: PROJECT RISK MANAGEMENT." INTERNATIONAL JOURNAL OF INFORMATION AND COMMUNICATION TECHNOLOGIES 4, no. 1(13) (March 15, 2023): 38–50. http://dx.doi.org/10.54309/ijict.2023.13.1.004.

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

13

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

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14

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

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15

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

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16

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

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17

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

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

18

Dvir, Dov, Arik Sadeh, and Ayala Malach-Pines. "Projects and Project Managers: The Relationship between Project Managers' Personality, Project Types, and Project Success." Project Management Journal 37, no. 5 (December 2006): 36–48. http://dx.doi.org/10.1177/875697280603700505.

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19

Kock, Alexander, and Hans Georg Gemünden. "Project Lineage Management and Project Portfolio Success." Project Management Journal 50, no. 5 (September 3, 2019): 587–601. http://dx.doi.org/10.1177/8756972819870357.

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Project portfolio approaches consider various concurrent project interdependencies but typically neglect longitudinal interdependencies. These are important for exploratory projects, which create strategic options. If these options are not exploited in successive projects they become lost opportunities. This study analyzes 138 firms regarding their extent to consciously manage project sequences. We differentiate between proactive lineage (planning a roadmap of future projects) and reactive lineage (using learnings from past projects). Results show that both practices are positively and independently related to portfolio success. We derive suggestions for future research and discuss which theoretical foundations could be used to better understand the impact of lineage management.

20

Frangakis Cano, Yaiseth. "Project management: hybrid approach for construction projects." MOJ Biology and Medicine 9, no. 2 (May 2, 2024): 42–51. http://dx.doi.org/10.15406/mojbm.2024.09.00216.

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This research aims to innovate in project management by demonstrating the benefits of implementing the Hybrid Project Management Methodology in construction projects. The construction industry operates in complex environments with high levels of change, making it essential to adapt management approaches accordingly. This study reveals that integrating Agile with Traditional Project Management Methodology enhances project execution by fostering flexibility, adaptation, continuous value delivery, motivation, effective Methods communications, and constant feedback throughout the project life cycle. Consequently, this integration leads to improved project outcomes and goal achievement. Furthermore, the research highlights the growing recognition among construction professionals of the importance of adopting methodologies that enhance their project management skills, demonstrating a pressing need for such approaches in the industry. Statistical validation confirms the appropriateness of applying the Hybrid Project Management Methodology in the construction sector, with a significant result of 3.903, indicating a high level of appropriateness.

21

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

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

22

Cai, Feng, Robert G. Dean, and Jianhui Liu. "BEACH NOURISHMENT IN CHINA: STATUS AND PROSPECTS." Coastal Engineering Proceedings 1, no. 32 (January 29, 2011): 31. http://dx.doi.org/10.9753/icce.v32.management.31.

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Many beach nourishment projects have been performed in China over the last 2 decades since the first project was completed in 1990 in Hong Kong. The history and distribution of beach nourishment in China is summarized in this paper. Considering the development of nourishment design and public perceptions, the history of beach fill in China can be summarized into 3 stages. In general, this paper shows the characteristics of 4 types of nourishment projects based on different environmental conditions, 4 typical nourished sites for each type were selected and described in detail respectively. Considering the current research status in China, recommendations and suggestions for future development are outlined, including such aspects as construction of more and larger projects, development of beach management strategies, a beach nourishment manual, research efforts on numerical models for sediment transport and post-project monitoring and evaluation.

23

Fangzheng, Li, and Xiaoyun Zhang. "management of scientific research projects in local universities." International Journal for Innovation Education and Research 4, no. 11 (November 30, 2016): 68–72. http://dx.doi.org/10.31686/ijier.vol4.iss11.7.

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With the increasing development of science and technology, and state and local governments paying more attention to the power of science and technology, many local universities are faced with a series of innovative management environment, such as, the growing amount of scientific research projects substantially, the improving level, the wide areas involved, which put forward some new requests in projects management for local universities. According to this question ,the scientific research projects management in local universities are ought to make the thinking correct, the essential captured , the supervision strengthen, the distinguishing feature stand out .And local universities should, in the links of research project application, project initation, project inspection, projiect accepting and the use of funds strengthen the management, improving the quality projects management, enhancing the comprehensive strength of scientific research.

24

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

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

25

Konika, Fnu. "Brief Overview About Project Management." European Journal of Business Management and Research 1, no. 1 (December 30, 2016): 1–3. http://dx.doi.org/10.24018/ejbmr.2016.1.1.6.

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This paper tells that how project management works with all the resources which is needed in doing any project. Resources are very essential part of project management. A comprehensive literature says about the project management what methods should be done in doing any project. There are different methods for doing any project for example building properties and commercials have their own method. The model highlights that what are the requirements are needed to do any project and how project can be done. This covers all the factors on which project management is dependent. The project management depends on various sources in which they all have different role. Every source is required to manage a project. The model is used for the projects to make them better and understanding projects. In this various things about ding a project is mentioned. The paper shows how project management depend on other variables and how projects are managed by other independent variable.

26

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

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27

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

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28

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

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29

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

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30

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

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The development of hydroelectric power plant is one of the efforts in utilising water resources for people’s welfare by generating the energy for electricity purpose. Nowadays, the installed capacity of hydro electric power plants is 3,529 MW from the total installed capacity 24,846 MW from various power plants owned by PT PLN (Persero) and the hydropower potential 75,000 MW all over Indonesia. Hydroelectric power plant has complex structures and involves large amounts of capital with a long-running construction period. This situation imposes uncertainty factors with considerably high risks. The construction phase is identified as a critical phase in hydropower projects where many unforeseen factors occur. Failure to manage project risks leads to significant problems for the client such as completion time delays and cost overruns. In order to prevent time delays and cost overruns in hydropower construction in PT PLN (Persero), the study on project risk management in the construction stage of hydropower plant projects had been conducted. The purpose of this study was to identify and measure the importance of construction risks and to determine the level of agreement or disagreement between the client, consultants and contractors on the ranking of construction risk in hydropower projects. The author selected the respondents from the clients, consultants and contractors’ personnel who had work experience in hydropower construction projects in PT PLN (Persero). JEL Classification: L74—Construction

31

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

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32

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

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33

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

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34

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

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35

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

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36

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

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37

Aydin, Mehmet N., and Ebru Dilan. "Project Management Method Adoption." International Journal of Information Technology Project Management 8, no. 2 (April 2017): 17–33. http://dx.doi.org/10.4018/ijitpm.2017040102.

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The purpose of this research is to understand what aspects of brand-named project management method (Project Management Institute - PMI) have been adopted in a service organization and how. The case context examined demonstrates how a weak-matrix organizational structure and agency interpretation along with project management maturity for IT outsourcing projects can affect adoption of a project management method. An interpretative case study is employed for examining the interplays among key notions underlying project management method adoption in IT outsourcing projects. The case study is framed with a research logic constituting the underlying notions of method adoption: the context, the agency, and the method and its fragments. It is found that the organization realizes 43 out of 47 processes proposed by PMI. It is also observed that the perceived project management maturity level is not aligned with the method fragments adopted. Among other discussion points, the present findings contribute to the existing literature by emphasizing the effects of management control on PM method adoption in IT outsourcing. Furthermore, this case allows us to argue that product-focused orientation in project management method adoption is evident and has several implications. The adoption and adaptation of processes in different types of projects is on the authors' future research agenda.

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

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

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Almarzooqi, Saeed, Waheeb Alkamali, Mounir El Khatib, Mariam Talib, and Roweya Alteneiji. "Project Quality and Project Risk Management: Correlations and Interdependencies." International Journal of Business Analytics and Security (IJBAS) 3, no. 1 (May 7, 2023): 137–53. http://dx.doi.org/10.54489/ijbas.v3i1.208.

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This research aims to identify and develop a framework on how to correlate the project risk and quality management to achieve better results. The research assumes that there is a correlation between project quality and project risk management; and the outcomes of the project quality management and the outcomes of the risk management have mutual correlation. The research utilizes qualitative approach and case study based using open structured interviews. The research concludes that there is an invisible line between risk management and quality management when it comes to integration there where many managements get lost to manage their projects on a strategic level, it all maters when budget and scope to be met.

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Bassi, Antonio. "General Management Principles in the Project Management Context." International Journal of Management Science and Business Administration 2, no. 11 (2014): 14–19. http://dx.doi.org/10.18775/ijmsba.1849-5664-5419.2014.211.1002.

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In order that the projects can become the tools by which organizations can realize their strategic objectives it is necessary to define a culture of project management that involves the whole organization. This type of culture could be started through the definition of the main principles of General Management that govern the management of projects in an organizational context. This work is aimed to analyze the ISO norm 10006 “Quality Management Systems – Guidelines for quality management in projects” not by the quality point of view in a project management context but by the contribute to the growth of organizations through the definition implicit or explicit of principles on which it must base an organization that works for projects. The results of this study revealed that implicit and explicit principles of general management help to involve all parts of an organization and improve the management of organizational projects successfully. It will be also taken in comparison the most important project management standards such as ISO21500, PMBOK, IPMA, PRINCE2.

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

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

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

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

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

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

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

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

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Charrois, Raquel. "Project Management." Photogrammetric Engineering & Remote Sensing 83, no. 11 (November 1, 2017): 731–32. http://dx.doi.org/10.14358/pers.83.10.731.

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