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1
Jeebe, Hans-Jürgen. "Diversity Management in IT-Projekten." Doctoral thesis, Vysoká škola ekonomická v Praze, 2008. http://www.nusl.cz/ntk/nusl-76810.
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The PH.D. thesis deals with the concept of diversity management in the field of IT project management. It is based on the extensive empirical research. The findings and conclusions enable to adapt and implement concrete actions in the organizational context.
2
Kollmann, Ladislav. "Projektový management." Master's thesis, Vysoké učení technické v Brně. Fakulta strojního inženýrství, 2017. http://www.nusl.cz/ntk/nusl-318796.
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The master thesis is focused on the topic Project Management. In the theoretical part the literary research is elaborated. The practical part of the thesis provides an analysis of the current state of the project company ZETOR TRACTORS a.s.. On the basis of knowledge of the system, the arrangements are proposed to improve it.
3
Sinkevičius, Justinas. "Industrial enterprises project management." Master's thesis, Lithuanian Academic Libraries Network (LABT), 2012. http://vddb.laba.lt/obj/LT-eLABa-0001:E.02~2012~D_20120723_111007-41367.
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In the final master work is analysing the industrial project management, its system and practical issues. Therefore is made analysis of theoretical aspects of fundamental project management methods. Questionnaire of manufacturing sector was made. Collected data about projects and its implementation from 42 enterprises of Lithuania industrial enterprises. Analysis is made by statistical data and empirical research results to evaluate parameters and successfulness of project management in industrial enterprises. Regression relationships are defined between organizational parameters and project implementation success. According to analysis of scientific literature, statistics and results of empirical research formed an improvement model of project management system in industrial organization.<br>Baigiamajame magistro darbe nagrinėjama pramonės įmonių projektų vadyba, jos metodai ir praktinės problemos.Šiam tikslui atliekamas bedrosios projektų vadybos metodologijos teorinių teiginių analizė. Vykdyta gamybinio sektoriaus įmonių anketinė apklausa. Surinkti duomenys iš 42 Lietuvos pramonės įmonių apie projektus ir ju įgyvendinimą. Atlikta empirinių duomenų anlizė, kurios tikslas remiantis tyrimo ir statistiniais duomenimis įvertinti gamybos įmonių projektų parametrus bei jų įgyvendinamumą. Nustatytos regresinės priklauomybes tarp parinktų kriterijų ir projetų įgyvendinimo sėkmingumo įmonėse. Remiantis mokslinės literaturos analize, statistiniais duomenimis ir empiriniais tyrimo rezultatais suformuotas projektų vadybos sistemos tobulinimo pramonės įmonėms modelis.
4
Owens, John Allen. "Project management for complex transportation projects." [Ames, Iowa : Iowa State University], 2010. http://gateway.proquest.com/openurl?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:dissertation&res_dat=xri:pqdiss&rft_dat=xri:pqdiss:1476334.
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5
Uzzaman, M. (Md). "Visual project management practices to control projects." Master's thesis, University of Oulu, 2019. http://jultika.oulu.fi/Record/nbnfioulu-201904031379.
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Abstract. In today’s technologically advanced world, projects are becoming much more complex and managers often face challenges of controlling the pace of the project. Visual project management is a fundamental element of lean methods that allows the project management activities to accomplish efficiently and effectively within the timeline. The challenges and complexity of projects are on the rise nowadays due to distinct unpredicted characteristics for instance workplace accidents, environmental effects, price hiking of materials cost and so on. Lack of controlling and monitoring the external or internal events within the project sometimes drive to project failure. This thesis aims to gain an insight into the visual project management practices in various projects through literature analysis along with the understanding of the contribution of visual tools and elements in the purpose of controlling the project. The initial part of this research focuses on in-depth literature review concerning the functions, tools, elements and the current state of the visual project management. The analysis is conducted by keeping two case studies as examples. The literature review reveals the contribution of visual management to support managerial strategy by integrating information, providing the elements, tools, and sensory aids into various project work settings. Following this, a qualitative analysis of two case projects provides the insight into the findings of this thesis which focuses on the prominence of visual management in two different project characteristics. Through the analysis and discussion, the anticipation of visual management was explored and identify the findings that disagree or complements the previous literature. Nevertheless, the overall research is concerned with the improvement of the project performance and effectiveness, removing potential threats and uncertainties and controlling the project through visual project management philosophies.
6
Karapinar, Akin. "Project Management, Time Management and Motivation for building renovation projects." Master's thesis, Alma Mater Studiorum - Università di Bologna, 2018.
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This thesis includes a study and research on project management, time management and motivation. Study and research starts with the introduction of management techniques and tools and continues with the case study. Case study is a restoration project time management of Farabi building in Nicosia, North Cyprus. Techniques and tools which learned and researched for project management, time management and motivation adapted on Farabi building restoration project which held in 2017. With that, a new case study created from the scratch by using all of these knowledge with a proper discussion.
7
Olsson, Gustav. "Learning from previous projects for improving project management practices : Improving project risk management and intra-project communication at Saab Dynamics." Thesis, Linköpings universitet, Projekt, innovationer och entreprenörskap, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-151075.
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Using certain practices for managing projects is a critical factor in successfully executing projects. For a firm where there are few set practices by the organization for managing projects, project managers have to create their own practices with varying degrees of success. Experienced project managers often have had plenty of time to develop fully functioning practices whereas new project managers struggle to find any practice to use. This thesis examines how learning from previous projects at Saab Dynamics can improve the project management practices project risk management and intra-project communication. Further, this thesis proposes how Saab Dynamics can improve continuous risk management and intra-project communication. A qualitative approach is utilized for this thesis where the data is collected from five separate interviews with project managers from various development projects at Saab Dynamics. The result from the interviews partly contains successful practices used by project managers, such as how to integrate sub-projects or how to manage risks continuously, but also highlights issues for the projects. These findings are analyzed by applying relevant research from the fields of learning in project-based organizations, project risk management and intra-project communication which resulted in a discussion and conclusion providing various recommendations for Saab Dynamics to improve each project management practice. Key findings include that functions are needed to facilitate learning and how post-project reviews need to be structured to transfer tacit knowledge into explicit knowledge, where focus needs to be on documenting using stories. Further, this thesis utilizes a model for risk maturity with five steps where only the top two allow for continuous risk management. To progress to these steps the importance of building a risk culture is recognized where the issue is in communicating the set process of risk management to project managers. Here, having a risk manager is identified as important. Intra-project communication focuses on the areas of information distribution, sub-project integration and communication planning. It was found that the information distribution needs to be balanced between forced and voluntary communication. Moreover, five mechanisms for integration are covered where some are more important for complex projects and some during high uncertainty. Lastly, a model for a communication plan is presented.
8
Malegová, Emília. "Implementation of Project Management office." Master's thesis, Vysoká škola ekonomická v Praze, 2012. http://www.nusl.cz/ntk/nusl-124934.
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The goal of my thesis is to describe Project management office, its functions; a structure and its place in an organization as well as assumptions for its right implementation in an orgnanization. A first and a second section of the thesis introduce project management and project management office as such. Basic functions and models are described. A third section deals with each stages of implementatation of the office with a particular focus on main analysis and documents. Trends in implementation of the office, main challenges and variables influencing project management office performance are described in fourth section. The informantion was assembled based on studies carried out in the last 7 years. The last section consists of research, analysis and documentation for the first stage of implementation process designed for a specific organization which is the main outcome of the thesis.
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Majer, Luděk. "Implementace Project Management Office." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2014. http://www.nusl.cz/ntk/nusl-224686.
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The diploma thesis consist of an overal view of the issue of project management and project management office topics. Also its functions and its place in an organization structure. In the first part (the theoretical part) of this work is defined the term project management and project management office. Basic functions and models are described. Next part is contains the analysis of the current state of project management in this company. The aim of this thesis is to suggest each stage of implementation of the project management office and its functions.
10
Alcaraz, Bosca Neus. "Lean project management. Assessment of project risk management processes." Thesis, KTH, Industriell ekonomi och organisation (Avd.), 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-97888.
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Traditional methods of project management are not appropriate for complex projects anymore. Since projects are becoming increasingly complex and uncertain, interaction between activities and resources is growing in ways not considered by these methods. Nowadays, managers need more agile project management methods that are able to recognize and deal with uncertainty and to produce the expected results. Lean project management, the most recent approach of lean methodology, appears as an alternative approach capable of dealing with complexity and uncertainty. The latest investigations in the field show that traditional methods are still adequate for simple projects, while lean methods are more appropriate for complex projects. This thesis aims to investigate the nature of lean project management and to examine project risk management processes so that managers can assess the complexity of projects before their beginning and decide which method to apply in order to manage them.
11
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.
12
Tasevska, Frosina, and Olga Toropova. "Management of Project Interdependencies in a Project Portfolio." Thesis, Umeå universitet, Företagsekonomi, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-85147.
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In the contemporary business environment multiple projects are a common way of organising work and they are usually implemented and managed as a portfolio of projects. It is widely recognised that effective project portfolio management delivers a range of strategic benefits and significantly contributes to overall organisational success. However, project portfolio management is acknowledged by both theory and practice to be a highly challenging task which is even amplified by the presence of project interdependencies. Managing project interdependencies is found to be an area of weakness for contemporary portfolio management, which so far remains under investigated but emergent field within general portfolio management theory. Therefore this study presents an empirical investigation that aims to uncover why and how organisations from the Information and Communication Technology (ICT) industry manage project interdependencies. In order to answer why organisations manage project interdependencies the study examines the benefits of project interdependency management, the negative effects of failed project interdependency management and the related challenges. In order to investigate how project interdependencies are managed this study focuses on the hard and soft practices that portfolio practitioners use. The study is based on cross-case analysis of two case organisations operating within the ICT industry in Italy. The ICT is chosen as an excellent ground for studying project interdependency management since it is of significant importance for the contemporary world’s economy where project and portfolio management is practiced intensively. Qualitative data is collected via semi-structure interviews. The key findings apply to both case organisations demonstrating their similar reasons and manner of managing project interdependencies. The research findings show that there are various types of project interdependencies in the project portfolios that practitioners need to account for and that effective management of these interdependencies delivers significant benefits contributing to the portfolio success, while failed interdependency management distorts the portfolio success. The study indicates potential challenges that project interdependency management may encounter and confirms that comprehensive consideration of project interdependencies is a rather complex task within a project portfolio management. In order to manage issues arising from interdependent projects and leverage related benefits, organisations implement the following hard practices: web application platforms and tracking tools; and soft practices: formal and informal PM meetings, creation of a cooperative culture, leadership, negotiation and convincing and sacred cow. These practices are examined along with their benefits, limitations and context of their application. Although both hard and soft practices are found to be important in the case organisations, the preference is given to soft ones, mainly because of the benefits that soft practices offer over hard ones and the fact that the indicated hard practices allow only identification of project interdependencies, but do not provide managerial solutions per se. Therefore similar organisations operating within ICT industry may find it useful to devote attention to soft practices as they are found to be a prevailing mechanism for managing project interdependencies. The combination of hard and soft practices can also be seen beneficial for realisation of effective project interdependency management.
13
Jengard, Linus. "Project Knowledge Management : How to evaluate project knowledge, and Project Knowledge Management performance." Thesis, Linnaeus University, School of Computer Science, Physics and Mathematics, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-2538.
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<p><em>Project Knowledge Management</em> and more specifically how organisations capture experiences gained in projects, is a critical topic in order to compete in the knowledge economy. Little attention has been given the catchphrase <em>lessons learned practices</em> as a research area. The purpose of the thesis is therefore to analyse the framework for the <em>project closure phase</em> through a <em>Knowledge Management</em> perspective. The purpose is also to evaluate how new knowledge, captured by <em>project closure documents</em>, can be identified and measured.</p><p>To fulfil the purpose, the <em>project closure phase</em> and <em>project closure documents</em> within the project model <em>Practical Project Steering</em> are studied. Through a document study, the framework that the project model gives, and the <em>project closure documents</em> is analysed. The <em>project closure documents</em> are also examined regarding the experiences they capture. This is done by developing an instrument for identifying and measuring new knowledge.</p><p>Through the study, it can be established that the <em>project closure phase</em> provides for a link between <em>Knowledge Management</em> and <em>Project Management</em>. It has an important contribution to <em>Knowledge Management</em> since it mitigates the risk of not transferring knowledge to the organisational memory. The use of predefined knowledge domains supports structure, and systemisation in the production of the documents, as well as in the compilation and dissemination of useful knowledge.</p><p>New knowledge within the <em>project closure phase</em> can be identified and measured by dividing the documents into isolated pieces of information and using developed criteria to identify, and thereby quantify new knowledge. The instrument is highly reliable since it is ensured that the division of information does not result in any decontextualisation, and since the criteria used are very stable, and still acknowledge the dynamics of knowledge as well as the knowledge context.</p><p>By using the measurements on empirical data, problems that are important to acknowledge are identified. There is an uneven distribution of knowledge types acquired by the <em>project closure documents</em>, regardless of their importance; resulting in loss of important knowledge. The difficulty to formalise important knowledge, results in failing to transfer knowledge to an external organisational memory. The difficulty to distribute knowledge sufficiently, results in re-invention of the wheel, and the same mistakes being made twice or more.</p>
14
Fidrmuc, Ladislav. "Úspěchy a neúspěchy IT projektů." Master's thesis, Vysoká škola ekonomická v Praze, 2015. http://www.nusl.cz/ntk/nusl-203870.
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The diploma thesis is focused on successful and unsuccessful IT projects with critical success factors detail. The purpose of the diploma thesis is obtaining a list of critical success factors in the theoretical part. The list could be interesting for success in IT projects. The list of critical success factors will be subject of examination in the practical part. Firstly I will compile a questionnaire which will contain all critical success factors from the theory. In the next step, I will meet with IT project managers who have got a lots of experiences in the branch. After that I will have completed questionnaires by IT project managers and I will evaluate critical success factors. These critical success factors will be compare with the theory. Finally I will create table with the most important critical success factors according to IT project managers.
15
Tomášová, Zuzana. "Hodnocení úspěšnosti řízení vybraného projektu v kontextu práce projektové kanceláře." Master's thesis, Vysoká škola ekonomická v Praze, 2011. http://www.nusl.cz/ntk/nusl-113676.
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The master's thesis focuses on project management. The basic terms of project management, the lifecycle of a project and project stakeholders are decribed in the theoretical part of the thesis. The EVM method and survey are characterized in the methodological part of the thesis. Afterwards Komerční banka, a.s. and its project management practice are presented. The essential part of the thesis consists of the analysis of a selected project and a survey in Komerční banka, a.s. The final part of the thesis presents recommended measures resulting from the analysis.
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Dakas, Audu Isa Ibrahim. "Management of project stakeholders : facilitating project success in public sector projects in Nigeria." Thesis, University of Leeds, 2014. http://etheses.whiterose.ac.uk/7759/.
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This research is based on evidences which show that project success in public sector construction projects in Nigeria is hindered by, among other issues, poor stakeholder management. As a result, the study involved the development of a conceptual model for effective stakeholder management. Using the conceptual model, empirical studies to establish the practice of stakeholder management in Nigerian public sector projects in four public universities as case studies were carried out. The resulting data were analysed, which revealed significant weaknesses in the practice of stakeholder management. These include lack of wide and deep knowledge/understanding of the concepts of project and stakeholder management by the clients’ project management teams (or research participants); non-existence of formal/systematic process of project stakeholder management; and poor system of project information/data management. Consequently, an integrated framework to ensure effective stakeholder management that would facilitate project success was developed. The integrated framework involves a seven-step stakeholder management process model, considering participants and their qualifications, techniques and outputs of the stakeholder management process and a system for project information/data management, across three-phase project life cycle. To ensure that the framework is practically applicable, it was evaluated by the expected beneficiaries of the framework and other experts familiar and involved with project and stakeholder management in the case studies, using questionnaire survey. The results of the evaluation show acceptability of the framework to effectively manage stakeholders and improve project success. However, while the framework may have been developed using data from selected universities, its principles may be applicable with prudence to other universities and other public sector projects. Further similar empirical studies using this approach or other suitable approaches in other universities and/or public sectors are required to generalise the findings and improve project success.
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Salleh, Rohaniyati. "Critical success factors of project management for Brunei construction projects : improving project performance." Thesis, Queensland University of Technology, 2009. https://eprints.qut.edu.au/38883/1/Rohaniyati_Salleh_Thesis.pdf.
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The problem of delays in the construction industry is a global phenomenon and the construction industry in Brunei Darussalam is no exception. The goal of all parties involved in construction projects – owners, contractors, engineers and consultants in either the public or private sector is to successfully complete the project on schedule, within planned budget, with the highest quality and in the safest manner. Construction projects are frequently influenced by either success factors that help project parties reach their goal as planned, or delay factors that stifle or postpone project completion.
The purpose of this research is to identify success and delay factors which can help project parties reach their intended goals with greater efficiency. This research extracted seven of the most important success factors according to the literature and seven of the most important delay factors identified by project parties, and then examined correlations between them to determine which were the most influential in preventing project delays.
This research uses a comprehensive literature review to design and conduct a survey to investigate success and delay factors and then obtain a consensus of expert opinion using the Delphi methodology to rank the most needed critical success factors for Brunei construction projects. A specific survey was distributed to owners, contractors and engineers to examine the most critical delay factors. A general survey was distributed to examine the correlation between the identified delay factors and the seven most important critical success factors selected. A consensus of expert opinion using the Delphi methodology was used to rank the most needed critical success factors for Brunei building construction.
Data was collected and evaluated by statistical methods to identify the most significant causes of delay and to measure the strength and direction of the relationship between critical success factors and delay factors in order to examine project parties’ evaluation of projects’ critical success and delay factors, and to evaluate the influence of critical success factors on critical delay factors.
A relative importance index has been used to determine the relative importance of the various causes of delays. A one and two-way analysis of variance (ANOVA) has been used to examine how the group or groups evaluated the influence of the critical success factors in avoiding or preventing each of the delay factors, and which success factors were perceived as most influential in avoiding or preventing critical delay factors. Finally the Delphi method, using consensus from an expert panel, was employed to identify the seven most critical success factors used to avoid the delay factors, and thereby improve project performance.
18
Habarta, Lukáš. "Softwarová podpora projektového řízení." Master's thesis, Vysoké učení technické v Brně. Fakulta informačních technologií, 2019. http://www.nusl.cz/ntk/nusl-403821.
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The topic of this thesis is project management and description of software solution for project management support. This software solution was also implemented within the thesis. The first part contains a description of the terminology used in project management. There is described project management as well. The second part contains a description of technical analysis and implementation of the web application for project management.
19
Králová, Eliška. "Project management v praxi." Master's thesis, Vysoká škola ekonomická v Praze, 2013. http://www.nusl.cz/ntk/nusl-197453.
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Project management approaches are commonly used to write and implement business plans. In this thesis standard project management tools and methods are applied to a real project, which aims to improve the properties of the product it offers (an online educational game). This project is unique in that it is based on a voluntary basis, has limited resources and is very responsive to market demands. Project management is broken down into four stages according to the project life cycle: initiation, planning, execution and completion. In this thesis only the first three phases are discussed and the greatest emphasis is placed on the planning phase, in which different methods (CPM, PERT) are used to determine whether the project can be completed on time. The outputs of the time analysis are followed by a resource analysis, in which the total duration of the project is estimated more accurately. The execution phase uses the methods of decision theory to solve the problems that might arise during the project implementation and evaluates the use of elaborated plans.
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Pombo, Mauro Ricardo Vilhena. "Sistemas de gestão de projectos e serviços: estudo de caso." Master's thesis, Escola Superior de Ciências Empresariais, 2013. http://hdl.handle.net/10400.26/5121.
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Dissertação de Mestrado em Ciências Empresariais - Ramo Pequenas e Médias Empresas<br>O mundo empresarial está cada vez mais competitivo, as empresas enfrentam uma
mudança cada vez mais rápida em termos de mercados, tecnologias e produtos/serviços. As
empresas procuram a todo o momento preencher lacunas entre o planeamento e a
execução dos projectos. Para tal, procuram apoiar-se em ferramentas que auxiliem a gestão
de projectos.
Os sistemas de gestão de projectos de engenharia possibilitam a optimização e
sistematização das tarefas durante a execução do projecto. Estes proporcionam uma gestão
mais eficiente, maior capacidade para armazenamento e tratamento de informação e maior
organização.
Procurei analisar algumas das soluções de sistemas de gestão de projectos de engenharia e
aferir quanto às vantagens destes sistemas nas PME’s (Pequenas e Médias Empresas).<br>The business world is increasingly competitive, companies face an increasingly rapid change
in terms of markets, technologies and products/services. Companies seek at all times to fill
gaps between projects planning and implementation. To this end, they seek to rely on tools
that help manage projects.
Engineering projects management systems enable the optimization and systematization of
tasks during the project implementation. These provide more efficient, higher capacity
storage and processing of information and greater organization.
I tried to analyze some of the solutions of engineering project management systems and
benchmark as to the advantages of these systems in SME’s (Small and Medium
Enterprises).
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COUTINHO, MARIANA RODRIGUES. "PROJECT RISK MANAGEMENT." PONTIFÍCIA UNIVERSIDADE CATÓLICA DO RIO DE JANEIRO, 2010. http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=17098@1.
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PONTIFÍCIA UNIVERSIDADE CATÓLICA DO RIO DE JANEIRO<br>A dissertação, com o título Gerenciamento Integrado de Riscos de
Projetos, propõe uma metodologia de análise quantitativa de riscos de projetos
integrando os riscos financeiros, como variações cambiais, inflação, preços de
commodities, à análise quantitativa dos riscos operacionais. No estudo, os riscos
operacionais são quantificados através da geração de cenários de fluxo de caixa do
projeto utilizando simulação Monte Carlo. Os preços e taxas são simulados
através de um modelo econométrico e incorporados aos cenários de fluxo de caixa
do projeto, de forma a apresentarmos uma curva de distribuição de probabilidade
acumulada da margem do projeto. A metodologia proposta foi aplicada ao projeto
de uma termelétrica à carvão. Ao incorporarmos esta metodologia a todos os
projetos da empresa, podemos também avaliar os riscos da carteira de projetos,
avaliando a liquidez e saúde financeira da empresa.<br>The dissertation, entitled Integrated Risk Management Project proposes
a methodology for quantitative analysis of project risks by integrating the
financial risks such as exchange rate fluctuations, inflation, commodity prices, the
quantitative analysis of operational risks. In the study, operational risks are
measured through the generation of cash flow scenarios for the project using
Monte Carlo simulation. Prices and fees are simulated using an econometric
model and incorporated into the scenarios of project cash flow in order to
introduce a distribution curve of cumulative probability of the margin of the
project. The proposed methodology was applied to the design of a thermal coal.
By incorporating this methodology to all projects within the company, we can
also assess the risks of the project portfolio, assessing liquidity and financial
health of the company.
Keywords
22
Yan, Lu. "Risk Management Project." Digital WPI, 2012. https://digitalcommons.wpi.edu/etd-theses/648.
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In order to evaluate and manage portfolio risk, we separated this project into three sections. In the first section we constructed a portfolio with 15 different stocks and six options with different strategies. The portfolio was implemented in Interactive Brokers and rebalanced weekly through five holding periods. In the second section we modeled the loss distribution of the whole portfolio with normal and student-t distributions, we computed the Value-at-Risk and expected shortfall in detail for the portfolio loss in each holding week, and then we evaluated differences between the normal and student-t distributions. In the third section we applied the ARMA(1,1)-GARCH(1,1) model to simulate our assets and compared the polynomial tails with Gaussian and t-distribution innovations.
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Shen, Chen. "Risk Management Project." Digital WPI, 2012. https://digitalcommons.wpi.edu/etd-theses/650.
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In order to evaluate and manage portfolio risk, we separated this project into three sections. In the first section we constructed a portfolio with 15 different stocks and six options with different strategies. The portfolio was implemented in Interactive Brokers and rebalanced weekly through five holding periods. In the second section we modeled the loss distribution of the whole portfolio with normal and student-t distributions, we computed the Value-at-Risk and expected shortfall in detail for the portfolio loss in each holding week, and then we evaluated differences between the normal and student-t distributions. In the third section we applied the ARMA(1,1)-GARCH(1,1) model to simulate our assets and compared the polynomial tails with Gaussian and t-distribution innovations.
24
Bellucci, Simone. "Project Management 2.0." Master's thesis, Alma Mater Studiorum - Università di Bologna, 2012. http://amslaurea.unibo.it/4196/.
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Horning, Tomomi M. "Successful Project Management." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/4859.
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High project failure rates result in billions of wasted dollars each year. Project failure does not discriminate by type of project or the industry from which they originate. The purpose of this qualitative single case study was to explore strategies that leaders at a health care organization located in Pennsylvania use to manage projects successfully. This population was selected due to the health care organization's reputation for successful project completion. The conceptual framework for this study was Fiedler's contingency theory. Data were collected by conducting semistructured interviews with 9 project leaders and reviewing project documents provided by study participants. Interviews were transcribed, thick descriptions were obtained, and participants were engaged in member checking. The thematic data analysis process consisted of compiling and coding data, identifying patterns, and organizing themes into relevant categories, iteratively. Findings were organized into 4 thematic categories, which were, essential strategies, relationship management, best practices, and self-attunement. Findings from this study may contribute to positive social change if health care leaders can use the information to enhance their project leadership capabilities. When project managers are successful, the benefits cascade to health care organizations. Leaders of those health care organizations can ensure that important health and wellness services are provided and available to those who need them, fund performance improvement initiatives, resource quality programs, and offer innovative services to improve health outcomes for individuals and communities.
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Dale, Anthony James Eric. "A Framework for Linking Projects and Project Management Methods." Thesis, University of Canterbury. Computer Science and Software Engineering, 2006. http://hdl.handle.net/10092/1182.
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Software development processes such as the Waterfall process and Extreme Programming are Project Management Methods (PMMs) which are well known and widely used. However, conventional Project Management (PM) lacks the process concepts expressed in PMMs, and the connection between PMMs and PM is not much explored in the literature. Our research problem is to make this connection. We present data models for PM and PMM, in a framework that can articulate the PM-to-PMM relationship, illustrating with simple examples. Tools and visualizations created in terms of our framework can make use of the familiarity, history and context of project management tools, and the prescriptiveness and reactivity of PMMs, and we believe these may assist the management of complicated projects, such as IT projects. Project Mentor, a prototype Java/XML implementation of the framework semantics, can create and then revise a PMM-aware project, conforming to a specified PMM. The PM-to-PMM connection is persistent in project data, and we describe a visualization of the footsteps of a PMM in project data that does not rely on the state of a PMM process. The visualization can also be used by Project Mentor, to indicate the state of a PMM. We test for possible applications of our framework with a case study and survey of some existing project data, and conclude with a description of further work.
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Nimmakayala, Akhilesh, and Venkata Sai Anurudh Gudivada. "The significance of Software Engineering Management in Software projects : A study on Project Management success factors, an ideal Project Manager and the current state of Project Management Education." Thesis, Blekinge Tekniska Högskola, Institutionen för programvaruteknik, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-17247.
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Background. Management is an essential factor in any organization let alone its kind and size. Project management is the art and science of planning and implementing a project to achieve the desired outcome. Project Management (PM) plays a crucial role in businesses which are bound to function in a team-based environment regardless of the type of business. Although a variety of project management practices are employed in different kinds of industries, it is well understood that the style and level of employment of these project management practices have a significant impact on the project success. The software engineering industry has its own project management practices and the employment of these practices depends on the project manager who thus plays a key role in project management. Project manager has been a ubiquitous feature of traditional software projects. Project managers are a merger of personal characteristics and areas of competency that act together to integrate the various components of a project. In this study, the author discusses about the concept of software engineering management, various characteristics and key competencies of a project manager and also the factors influencing the overall success of a project. The authors also discuss about the current state and importance of PM education and its influence in the real time industry. Objectives. This research study is to analyze and make conclusions about the ideal features of a project manager and therefore attempt to understand its association with critical factors of PM for a project’s success in terms of delivering the product as scheduled and also understand various non-PM factors that are critical for project success. The study also attempts to show the significance of studying PM specifically in the context of Software Engineering as different from other contexts and the importance of PM education in academics and teaching PM in the industry. Methods. To achieve the objectives of this research, we attempt to study project management in the context of Software Engineering by conducting a literature review followed with a descriptive Survey as our research methods for this study to show how far literature complies to the present-day views and overall form a common opinion on this subject by comparing both the findings. Results. The results yielded by conducting a literature review conclude that Project Management or Software Engineering Management plays a vital role in software projects. Various factors that contribute towards successful project management were identified. Also, relevant literature was reviewed to identify the characteristics and competencies of an effective project manager and the status of project management education in academics and in the software engineering industry. The results obtained from the literature review were used in designing a survey and were further used to compare with and validate the results of this survey. A thorough analysis of these results yielded in capturing the current status and views with a snapshot of the situation in the present Software Engineering industry. A clear view on the subject area and results from a sample population of 73 software engineering professionals consisting of up to 41 experienced managers were analyzed, commented and documented. Conclusions. Various conclusions were drawn including discussions on the compliances and contradictions between present literature and software professionals in the present industry have been made. It was found that the majority of software professionals believe that project management in software engineering is unique from project management in other disciplines. It was found that professionals believe project management to be highly to very highly crucial for the overall success of software projects and that the most important key factors for successful project management were team motivation, communication and risk management. It was found that ‘Ability to foresee a problem’, ‘Decision making’ and ‘Inspires a shared vision’ were among the top three characteristics and ‘Team management’, ‘Leadership’ and ‘Ability to work under pressure’ were among the top three competencies of an effective project manager. It was found that managers feel the need to be taught about project management standards and that the ‘PMBoK’ and ‘ISO 9001’ were the most popular standards implemented. It was found that there are very contrasting views among companies on training project managers before promoting them to managerial positions whereas managers expect to be trained. Keywords: Software Engineering Management, Software Project Management, Project Manager, Project Success, Project Management Education, Software Engineering.
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Barzenji, Swara, and Henrik Andersson. "Kunskap och lärande mellan projekt : Project Knowledge Management Office." Thesis, KTH, Industriell ekonomi och organisation (Inst.), 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-35443.
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I dagens kunskapsintensiva verksamheter finns det ett växande behov av att ta tillvara, sprida och skapa kunskap och lärande mellan projekt. Samtidigt har det blivit vanligare att verksamheten bedrivs i projektform, där arbetet sker i tidsgränsade projekt mot uppställda mål. Traditionellt sätt har projekt betraktats som engångsföreteelse som inte kommer att upprepas. Enligt den tanken finns ingen eller litet möjlighet till kunskapsspridning och lärande mellan projekten. Idag ses arbetet med kunskap och lärande mellan projekt som en möjlighet och även som en förutsättning för att verksamheten ska överleva på en alltmer konkurrensutsatt marknad. Detta konstaterande leder till uppsatsens syfte vilket är att beskriva kunskap och lärande mellan projekt och att emballera samt distribuera den vidare till framtida projekt. Empirin bygger på kvalitativa intervjuer hos sex projektverksamheter som utförts för att få en helhetsbild av verkligheten. Empirin tillsammans med teori och litteraturstudier är underlag till uppsatsens analys, där en funktion för kunskap och lärande mellan projekt diskuteras. I analysen beskrivs varför det behövs en funktion och hur den påverkar ledningen, projekten och verksamheten som helhet. Slutsatsen presenterar ett projektkontor som riktar sig mot kunskap och lärande mellan projekt för användning i medelstora projektverksamheter. Projektkontoret är en central opartisk enhet mellan projekt och ledning. Medarbetarna i projektkontoret medverkar vid projektens tollgates, beslutspunkterna under projektets livscykel samt utför en projektutvärdering vid projektets avslutning. Projektkontoret ska dokumentera information och kunskap som ska användas i andra pågående eller i framtida projekt. Uppsatsen avslutas med en diskussion om rekommendationer och implementering i en projektverksamhet samt författarnas reflektioner.<br>In today's knowledge-intensive companies, there is a growing need to utilize, disseminate and create knowledge and learning between projects. Meanwhile, it has become common for companies to work in project basis, where the work is done in projects with time limits and against objectives. Traditionally projects have been considered as one-off exercise that will not be repeated. With that reflection there is no or little opportunity for knowledge sharing and learning between projects. Today the knowledge and learning between project works as an opportunity and also as a prerequisite for companies to survive in an increasingly competitive market. This finding leads to the thesis purpose, which is to collect the knowledge and learning between projects and to distribute it to future projects. Empirical data based on qualitative interviews with six project companies was carried out to obtain a view of reality. The empirical data together with theory and literary studies is the basis for the thesis’s analysis, in which a function of knowledge and learning between projects are discussed. It describes the need of a function and how it affects management, projects and the company as whole. The conclusion presents a project office that is aimed to handle knowledge and learning between projects for use in medium-sized project companies. Project office should be a central impartial unit between project and management. Employees in the project office are involved in the projects' tollgates, the decision points during the projects’ life cycle and performing a project evaluation at the end of the project. The project office will document the information and knowledge to be used in other contemporary future projects. The thesis concludes with a discussion of recommendations and implementation of a project office and the writer’s reflections.
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McGuinness, Victoria Nicole. "Open Project Management (OPM) : people, purpose, and museum projects." Thesis, University of Leicester, 2018. http://hdl.handle.net/2381/42628.
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The aim and purpose of this thesis was to understand how different types of museums use project management in capital projects and whether existing project management theory and practice is fit for museums. There is an opportunity to learn and build on existing knowledge of museum, organisation, and project management theory and practice by creating a common-goal, flexible-framework approach to Open Project Management (OPM). Semi-structured interviews were carried out with thirteen senior museum staff and thematic analysis was employed to analyse the data, which were part of case studies of museum projects: Ashmolean Museum; Imperial War Museum London; Victoria & Albert Museum; Museum of Oxford; Museum of the Order of St John; and interviews with members of staff from the British Museum, Compton Verney and wider museum profession. I also applied an autoethnographic approach as I included my experiences as a museum project manager (Ashmolean 2007-2014). Several broad themes emerged from the research. First, new ways of organising – the mission of the museum was often the same as the project, which meant that the senior staff referred to the project as ‘change’ in the organisation, rather than something additional. Second, project management which included collaboration of staff inside and outside the organisation was evident, but was applied differently in each type of organisation. Finally, the importance of the external stakeholders, including funders, was important. Although there are many examples of museum capital projects across the UK, the literature and critical analysis of these projects and processes is lacking in comparison to work carried out worldwide by researchers from a range of disciplines. There is an opportunity to bridge the differences and areas between organisation theories, including leadership and motivation, and project management in order to create a more effective and broader approach to managing projects in museum organisations.
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Vecino, Gustavo Angel. "Applying web-based project management techniques to dredging projects." College Park, Md.: University of Maryland, 2007. http://hdl.handle.net/1903/7796.
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Thesis (M.S.) -- University of Maryland, College Park, 2007.<br>Thesis research directed by: Dept. of Civil and Environmental Engineering. Title from t.p. of PDF. Includes bibliographical references. Published by UMI Dissertation Services, Ann Arbor, Mich. Also available in paper.
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Halámka, Michal. "Aplikační podpora projektového managementu investiční výstavby elektráren." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2016. http://www.nusl.cz/ntk/nusl-241553.
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The master’s thesis deals with project management issues with a focus on the specifics of the construction of new and modernisation of old fossil-fuel and nuclear power plants belonging to ČEZ, a.s. It summarizes the project management methodology and standards and integrates them into a unified information system, thus creating a sound platform that supports all company projects in all stages of their individual life cycles. This thesis analyses the current status of the application support and proposes extensions to the information system, which significantly increase its value.
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Weigel, Tomáš. "Optimalizace metodiky a nástrojů pro řízení a koordinaci projektů v malé IT společnosti." Master's thesis, Vysoká škola ekonomická v Praze, 2010. http://www.nusl.cz/ntk/nusl-74896.
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The thesis focuses on optimisation of project management methodology and tools in a small company, engaged in development of enterprise software. The company is facing major challenges, resulting in frequent failure to comply with projects deadlines and costs. The introductory theoretical part presents some possible approaches to solving these problems. These are based primarily on the most popular methodologies and research of various authors. There are three objectives in the practical part. The first one is to analyse the current state of project management area in the company. To fulfil this objective, several analytical methods were used, alongside with the measurement of the maturity of processes using CMMI models. The output of this part is used for identification of major problems related to project management. The second objective is to choose the most suitable methodology for project management optimization. The next part focuses on selection of supporting software tool. The third objective is to present a proposal of changes to the current corporate project management methodology, processes and tools, based on the identification of major problems. The final part presents the schedule of implementation of the proposed changes.
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Volšová, Zdeňka. "Analýza úspěšnosti projektu změna korporátní identity." Master's thesis, Vysoká škola ekonomická v Praze, 2015. http://www.nusl.cz/ntk/nusl-201731.
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This thesis will analyse the change of corporate identity in SKODA AUTO a.s. The aim is to evaluate the entire project, and applying the five selected models of project management. The teoretical part will primarily discuss the following terminologies: project, criteria, goals and lifetime cycle. It will also analyse the project management and five selected methods which were utilized in this thesis. The concluding section of the theoretical part is devited to corporate identity and will represent the four basic elements. The practical part explains the description of SKODA AUTO a.s. as well as the application of the project management models for the change of corporate identity. The concluding part of this cestion includes possible solutions that could benefit the company's project management discipline.
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Lungu, Able Benson. "Reviewing risk management tools for construction projects and the implementation of project management strategies." Master's thesis, Faculty of Engineering and the Built Environment, 2019. http://hdl.handle.net/11427/31284.
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Purpose - The research reviewed risk management tools for construction projects and the implementation of project management strategies, in which prominence is found in the use of the integrated use of value management and risk management adapted from the Integrated Approach for Soft Value Management. The study was based on a school construction project which was used as a case study at which the researcher’s role is that of ‘Project Manager’. The project status before the study was that it was almost 100% behind schedule and experienced a wide variety of problems ranging from constant site shut-downs due to community protests, contract scope changes, poor quality workmanship and material related setbacks. The study, through literature review, considered some of the methods currently used in the built environment to mitigate unforeseen problems to construction projects and ascertained the extent to which these tools and techniques for risk management on construction projects were used. The idea behind this was to review, document and package the application of a project management strategy that would be suitably effective for resolving the problems faced on the project site. Design – The research design used in this study was the ‘Case study design’ and ‘Experimental design’ in which the ‘Action-research’ approach and ‘Embedded survey within a case study’ were employed on the construction project site, managed by the researcher in his capacity as Project Manager. This was done by organising role-players as participants in focus group workshops facilitated by the researcher where the participants interacted with the researcher and amongst themselves in an effort to identify and find possible problems affecting the project. The researcher introduced stimulating action to project management processes based on the information sourced from the literature review and data obtained from focus group workshops where the outcomes were observed, recorded, analysed and conclusions drawn. Results – The investigation results revealed that the applied management strategies in form of the approach adapted from the integrated use of value and risk management provided a conclusion that the approach was an effective and preferable technique to use in comparison with the commonly used contingencies and float for risk management on construction projects. The above processes also confirmed its relevance as an appropriate technique for risk management of most unforeseen problems which have an effect on the three constraints of time, cost and quality. A further analysis of literature reviewed, which was also supported by other studies previously undertaken, concluded that most professionals in the construction sector such as Quantity Surveyors, Construction Managers, Project Managers and Architects were aware of Value Management but rarely applied it on projects for risk management purposes. Practical Implications – Developing a standard model for the implementation of measures to deal or manage unplanned problems on a project is a challenge as most projects do not have a set model to deal with unforeseen project problems which compels the reliance on contingencies and float. However, any envisaged model must be supported by a quality control system which allows for easy implementation of interventions. The prototype step model conceptualised by the researcher is intended to enable project functionaries and project managers through its unique and easy steps to navigate through any problem which may be encountered on a project. This is regardless of the project phase in which such challenges manifest as there is no preferred model capable of resolving much more than one setback at any given time in comparison with the strategy recommended by this study, which may also be applicable to other sites where similar dynamics exist. Limitations – The study was conducted in a confined environment which required to be confirmed through longitudinal research which is broader and based on many different projects hence the results could not be generalised but only limited to the current project and further research was recommended. The single case study design was also a limitation as the results were not broad enough and were also subjective for generalisation to other project sites. Conclusion – This project management strategy in which the integrated value management approach was used has the potential of being employed as an intervention technique for unforeseen problems related to construction projects provided the processes derived from further research are documented and packaged into a process to be used as a standard model. The project management strategy has the potential to mitigate problems related to time, cost and quality only during the three phases of the project which are, initiation, planning, and implementation and excludes the closing phase to enhance project value. In iii essence, when the project cost and time are effectively managed and reduced, with enhanced quality, the result is an improved project with significant prospects of success.
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Hochdorfer, Tobias, and Gudmundur Bjarnason. "Project Overload in Project Based Organizations - Causes, Symptoms and Effects : A study of Project Members and their Projects." Thesis, University of Kalmar, Baltic Business School, 2007. http://urn.kb.se/resolve?urn=urn:nbn:se:hik:diva-162.
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<p>This study investigates the matter of project overload which project members have to face in project based organizations. The thesis is based on 13 interviews with project team members in different project based companies and industries in the countries Sweden, Iceland and Germany. To support the interviews and to gather a broader understanding of the topic an online-questionnaire was provided to 103 project workers and managers in 6 companies in the same countries, of those 103, 47 participated. The result of the online-survey shows, that around 70 percent have ever felt overload with their project work.</p><p>The guiding research question for this study is: Why does project overload occur, how can it be recognized and how does it influence the project work? The research question has been chosen in order to give a broad understanding of project overload. The causes, symptoms and effects of project overload are analyzed on the basis of the interviews and the online-survey in the consulting, construction, IT and customized high-tech manufacturing industry.</p><p>The results of the study shows the most important factors why project overload occurs, how it can be recognized by the project members and how it influences important aspects of successful project management like time, budget and quality.</p>
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Vidal, Ludovic-Alexandre. "Thinking project management in the age of complexity : particular implications on project risk management." Phd thesis, Ecole Centrale Paris, 2009. http://tel.archives-ouvertes.fr/tel-00546695.
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Un projet est un effort temporaire et unique entrepris pour fournir un résultat. Ce résultat est toujours unchangement pour l'organisation, qu'il prenne effet dans ses processus, sa performance, ses produits ouservices. De nombreux manques ont été détectés tant dans le monde industriel que dans le mondeacadémique dans la mesure où les paramètres usuels (délai, coût, qualité) ne sont clairement plus suffisantspour permettre de décrire et gérer le projet à un instant t. Dès lors, les méthodes actuelles ne sont plussuffisantes pour répondre aux enjeux grandissant de la complexité projet, source de nombreux risques.Cette thèse de doctorat propose de penser le management de projet dans ces contextes de complexité encherchant à comprendre comment des aspects liés à la complexité peuvent être intégrés plus efficacementdans les pratiques de management de projet, et plus particulièrement dans le processus de management desrisques projets. Elle commence par définir les concepts nécessaires puis vise à décrire dans un premiertemps ce qu'est la complexité projet grâce à l'élaboration d'un référentiel de complexité projet. Ceréférentiel est ensuite raffiné à travers la réalisation d'une étude Delphi internationale. Ce référentiel raffinépermet alors de construire une structure hiérarchique de type Analytic Hierarchy Process (AHP) et d'endéduire un indicateur relatif de complexité projet. En pratique cette approche permet notammentd'identifier les projets les plus complexes à l'intérieur d'un portefeuille ou les zones les plus complexes àl'intérieur d'un projet, afin d'assister le management de projets complexes. Ensuite, ce rapport a l'ambitionde décrire les conséquences de la complexité projet et de comprendre en quoi les méthodes actuelles demanagement des risques projet ne permettent pas de prendre en compte convenablement certains effets dela complexité. Cette thèse de doctorat propose alors deux approches innovantes pour assister lemanagement des risques des projets complexes. La première est une approche fondée sur la penséesystémique et qui repose sur l'introduction du concept de vulnérabilité projet. La seconde se fonde quant àelle principalement sur une approche analytique dont l'ambition est de regrouper les risques en fonction deleur niveau d'interaction potentielle (en termes de possibilité de relation de cause à effet) afin de faciliter lacoordination. L'ensemble des résultats est testé et illustré grâce à des études de cas diverses (dans lessecteurs de l'industrie automobile, pharmaceutique, du spectacle et de la construction).
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Hriech, David. "Analýza a hodnocení úspěšnosti projektů a zralosti projektového managementu ve společnosti nkt cables Vrchlabí, k.s., člen skupiny NKT." Master's thesis, Vysoká škola ekonomická v Praze, 2012. http://www.nusl.cz/ntk/nusl-197401.
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This thesis analyzes the project management and its maturity at the company nkt cables Vrchlabi k.s., člen skupiny NKT, which is focused on the production of cables and wires. The thesis is divided into theoretical and analytical parts. The first part describes the theoretical approaches to project management, the second part analyzes the process of current condition in the company. In the following part are listed recommendations for the company based on the analysis, and summary of the results and conclusions of this thesis.
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Adasevic, Ivan, and Viljam Palosaari. "Multi-project Management in an Internal Development Context : A case study focused on identifying challenges in project portfolio management at ABB Components." Thesis, Mälardalens högskola, Industriell ekonomi och organisation, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-28355.
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The purpose of this thesis was to explore what challenges are identified in project portfolio management (PPM) in an internal multi-project environment. The aim of this study was to find the underlying reason for the occurrence of challenges in terms of how these challenges occur, and why do they occur. To realize the purpose and the aim of the study, the research was conducted at ABB Components, a business unit of ABB Group. Further, based on identified challenges provide a set of guidelines and recommendations for managing and countering the challenges. To understand the research problem a literature review was employed and a case study was conducted at ABB Components. The purpose of the literature review was to gain a theoretical background related to the research topic, identify challenges or problems, and potential solutions, with the purpose of establishing a connection to the challenges identified in the case study. The empirical work consisted of the case study conducted at ABB Components and was constituted by interviews person. The analysis of the results was validated with a workshop held with interviewees, with discussions regarding the findings. Guidelines and recommendations for managing challenges related to project portfolio management were designed from the results of empirical and theoretical work. The 11 main challenges related to project portfolio management were identified throughout three defined project phases, initiation of a project, execution of a project and project closure, and was appearing either in one phase or across phases. The challenges in this research were correlated to four main causes; limited resources (budget & time), limited resources (personnel), vague directives, and project maturity. The identified challenges can be encountered and managed by utilizing existing models for project management, improved information handling, expanding the notion of criteria for project success, performing a resource capacity analysis, and planning for the project closure. The theoretical and practical work have contributed to a collective analysis of what types of challenges are evident in phases throughout a single project, and what outcomes these challenges can have on a project portfolio in an internal multi-project environment and . It has to some extent indicated differences among challenges and causes evident in multi-project settings, for projects that are classified as internal development or product development, implicating differences throughout the project phase. Furthermore the challenges have pivoted around the three main themes centered indicating that there are challenges related to each phase of the project life, as well as challenges which are apparent across the project phases.
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Lopes, Ana Carolina S. "Management of Nongovernmental Organizations : A case study on project management procedures." Thesis, Umeå University, Umeå School of Business, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-1980.
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<p>Abstract</p><p>In recent years funding aid operations has dramatically increased, along with the concern about the real impact of its initiatives. Despite considerable amount of money have been invested world widely and a great number of projects already implemented changes have been considered inconsistent. As a result, major donors are pressuring Non governmental organizations (NGO) to evidence their achievements and legitimate their cause. There are several factors which distinguish the NGO as unique within project management environments, such as the social accountability claimed and the nature of the impact aimed. Therefore, traditional project management practices might not be suitable in the case of NGO’s project. This study analysed project methods most applied for NGO’s project and discussed about it accountability challenges related to project management. Willing to further understand how in practice NGO managers are dealing with those challenges, a case study was developed with a NGO that works with environmental issues. As a result, it was evidenced that practical methodologies are applied to embrace the organization own needs. It was apparent that project management methods were adapted to the institutional purpose, even though adjustments might not be completely in accordance with internal procedures. Project management tools are assumed as a semi structure basis and can be adjusted if the work is justified. A flexible approach relies on the trust and expertise of the organization staff. As a conclusion, it was evidenced that NGO’s projects carry particular aspects and expectations over project accountability and management methodologies must be adapted and complementary methodological approaches are being developed.</p>
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Vergopia, Catherine. "PROJECT REVIEW MATURITY AND PROJECT PERFORMANCE: AN EMPIRICAL CASE STUDY." Doctoral diss., Orlando, Fla. : University of Central Florida, 2008. http://purl.fcla.edu/fcla/etd/CFE0002401.
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Karlsson, Karl, and Andreas Lundevall. "Project management : working methods during early project phases." Thesis, University West, Department of Technology, 2002. http://urn.kb.se/resolve?urn=urn:nbn:se:hv:diva-800.
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Cabral, John Stephen. "Project Risk Management Strategies for IT Project Managers." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3663.
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Utilizing information technology (IT) to enable new organizational capabilities to achieve near-term objectives and long-term sustainability is a top priority for many business leaders seeking to maintain or increase market share. However, organizational leaders face significant challenges to their strategy execution because the percentage of challenged IT projects has remained relatively static for decades. The purpose of this qualitative case study was to explore risk management strategies used by 7 purposely selected IT project managers (PMs) from a pharmaceutical company located in the northeastern United States who have effectively managed IT project performance by using risk management strategies, leading to the successful delivery of an IT project. The conceptual framework that guided the research was actor-network theory. The data collection included semistructured interviews and the collection of internal organizational risk registers and other project risk management documentation. An inductive content analysis followed the procedures outlined in Malterud's systematic text condensation strategy, yielding the following major strategies to increase IT project performance: performing knowledge management, promoting a positive risk culture, utilizing an existing risk management framework, and performing risk-related communication. The implications for positive social change include the potential to help IT PMs deliver the expected business value on time and within budget, which, in turn, may enable pharmaceutical companies to improve the quality of life of afflicted individuals and populations in need of safe, economical, and innovative therapies.
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Suntychová, Jana. "Optimalizace projektových metodik pro potřebu firem realizujících IT projekty." Master's thesis, Vysoká škola ekonomická v Praze, 2013. http://www.nusl.cz/ntk/nusl-198203.
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This thesis is focused on the methodological documents improvement of the company in the field of project management. The changes are based on the theoretical base, which is made up of the general project methodologies selected by the author. The first part describes two chosen methodologies, use of which, is based on knowledge of the company environment. The second part then describes the existing guidance documents that can be used as inspiration to create a new methodological document. The output of the thesis is the methodological project document, which takes into account both the principles and practices described in the context of general methodologies, current guidance documents and knowledge of the company environment.
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Ellis, Robert C. T. "Lessons in project management." Thesis, Loughborough University, 2001. https://dspace.lboro.ac.uk/2134/7536.
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The conventional view of project management is challenged by a contemporary construction industry that is rethinking its processes and procedures as it seeks to align itself with clients' business needs. Project managers must update their skills. They require flexible education and training that complements work place experience rather than distracts from professional obligations. Educational technology offers an exciting opportunity to accommodate these, often conflicting, requirements. Computer-aided learning (CAL) is supported by a government keen to promote a Learning Society, the expansion of Higher Education (HE) postgraduate provision and the construction industry's own initiatives to engender a culture of lifelong learning. Enthusiasts argue that CAL provides greater access, enhances quality and overcomes the inherent disadvantages of distance learning. Yet the apparent eagerness to develop innovative CAL applications is not evidenced in an educational survey of built environment postgraduate course provision. On the contrary, only small pockets of CAL activity are available. A new distance learning project management educational software application (DIMEPM) is developed and compared with a traditional multiple media resource and a well-established postgraduate module delivered in part-time mode. The design of DIMEPM draws on the expertise of experienced practitioners in HE and the views of leading academics in the field. Qualitative and quantitative approaches are employed in a longitudinal evaluation that assesses the relative learning gains, student attitude and confidence of HE students. And, in order to gain reaction from industry, DIMEPM is subjected to an illuminative evaluation within a leading engineering and project management consultancy. The research study finds no significant difference in the academic performance of students in the control and experimental groups. However, it is clear that technically orientated tasks lend themselves more readily to CAL than interpersonal skills. Distributed educational packages provide opportunities for enhancing distance learning but alternative pedagogic approaches are needed to encourage web-based dialogue and promote vicarious learning. Practitioners suggest that the distinction between these alternative delivery methods is artificial and that an integrated approach should be explored. Crucially, the research identifies considerable advantage in linking outcomes to delivery mechanisms and advocates the use of an "Associated Delivery" model.
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Messmacher, Eduardo B. (Eduardo Bernhart) 1972. "Models for project management." Thesis, Massachusetts Institute of Technology, 2000. http://hdl.handle.net/1721.1/9217.
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Thesis (S.M.)--Massachusetts Institute of Technology, Sloan School of Management, Operations Research Center, 2000.<br>Also available online at the DSpace at MIT website.<br>Includes bibliographical references (p. 119-122).<br>Organizations perform work essentially through operations and projects. The characteristics of projects makes them extremely difficult to manage: their non repetitive nature discards the trial and error learning, while their short life span is particularly unforgiving to misjudgments. Some authors have found that effective scheduling is an important contributor to the success of research and development (R&D), as well as construction projects. The widely used critical path method for scheduling projects and identifying important activities fails to capture two important dimensions of the problem: the availability of different technologies (or options) to perform the activities, and the inherent problem of limited availability of resources that most managers face. Nevertheless, when one tries to account for such additional constraints, the problems become very hard to solve. In this thesis we propose an approach to the scheduling problem using a genetic algorithm, and try to compare its performance to more traditional approaches, such as an extension to a very innovative Lagrangian relaxation approach recently proposed. The purpose of using genetic algorithms is twofold: first to obtain good approximations to very hard problems, and second to realize the limitations and virtues of this search technique. The purpose of this thesis is not only to develop the algorithms, but also to obtain insight about the implications of the additional constraints in the perspective of a project manager.<br>by Eduardo B. Messmacher.<br>S.M.
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Xiong, Riyue. "Leadership in project management." Thesis, Atlanta, Ga. : Georgia Institute of Technology, 2008. http://hdl.handle.net/1853/26596.
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Thesis (M. S.)--Building Construction, Georgia Institute of Technology, 2009.<br>Committee Chair: Roper, Kathy; Committee Member: Ashuri,Baabak; Committee Member: Thomas, Linda. Part of the SMARTech Electronic Thesis and Dissertation Collection.
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Harley-McClaskey, Deborah K. "Secrets of Project Management." Digital Commons @ East Tennessee State University, 2012. https://dc.etsu.edu/etsu-works/4077.
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Dhir, Amit. "Online project management system." CSUSB ScholarWorks, 2005. https://scholarworks.lib.csusb.edu/etd-project/2919.
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The purpose of this project is to design and create a system that can be used by a wide variety of groups who do projects. The system created has been specifically tailored for a medium-level company that has employees in different locations and levels, and also has customers for whom they do projects.
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Futcher, Keith George. "Project-significance used in the management of portfolios-of-projects." Thesis, Hong Kong : University of Hong Kong, 1996. http://sunzi.lib.hku.hk/hkuto/record.jsp?B1749042X.
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Mtshekexe, Ntombesibini Octavia. "Problems experienced by project managers on housing projects." Thesis, Nelson Mandela Metropolitan University, 2014. http://hdl.handle.net/10948/d1020930.
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Housing projects are amongst the South African (SA) Government’s major focus points with reference to budgeting for its financial years. The delivery of these housing projects is taking place at a slower rate than anticipated due to the problems experienced in the processes involved in their management. The project management shortcomings are a major setback with reference to the delivery of houses to the communities. It is, however, stated by the Constitution of the Republic of South Africa (RSA) that every South African citizen has a right to housing and that the Local Government, as the closest entity to communities, must do whatever it possibly can to ensure timeous service delivery to its communities. The objective of this research is to ascertain the nature and extent of project management problems experienced by municipal project managers, the impact thereof and potential solutions to the identified problems. The study is intended to advise on possible ways to address project management problems arising during the implementation of housing projects in the Nelson Mandela Bay Municipality (NMBM) through investigation and analysis of information gathered in both theory and practice. Project management is a process of controlling the achievement of project objectives through the application of knowledge, skills, tools and techniques. For a housing project the main objective is to deliver safe, quality houses on time and within budget. Problems which hinder the delivery of housing projects relate to cost, time and the quality of housing projects delivered. The fact that these key project objectives are not met needs to be addressed urgently in order to improve the housing delivery. The literature reviewed and the feedback from the surveys; indicate that these problems have a vast impact on housing projects. The survey also reveals that it is not only housing Project Managers (PMs) that are unable to perform well, but also other parties involved in the project management of housing projects and which play a great role in project management failures of housing projects. Some of these parties are consultants and contractors. The lack of performance by project managers affects the delivery of houses negatively in the NMBM.