Thematische Bibliographien / Project principles

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Auswahl der wissenschaftlichen Literatur zum Thema „Project principles“

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Veröffentlicht am 22. April 2025

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Zeitschriftenartikel zum Thema "Project principles"

Tryhuba, Anatolii, Oksana Malanchuk und Roksolana Sholudko. „Models of adaptive and value-based management of projects for the functioning and development of hospital districts“. INNOVATIVE TECHNOLOGIES AND SCIENTIFIC SOLUTIONS FOR INDUSTRIES, Nr. 4(30) (11.12.2024): 97–109. https://doi.org/10.30837/2522-9818.2024.4.097.

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The subject matter of the article is the methodology and principles of adaptive-value-based project management of hospital districts’ functioning and development, which ensure the achievement of goals within the specified budget, and time and with due regard to the expectations of the stakeholders. The goal of the work is to substantiation of the principles and, on their basis, development of a logical and principled model of adaptive and value-based management of hospital district development projects, which takes into account adaptability to changes in the project environment, as well as ensures effective planning, allocation and use of resources, taking into account risks and value for stakeholders. The following tasks were solved in the article: 1) analysis and description of the structure of hospital districts in a particular region; 2) substantiation of the principles on which the adaptive value-based approach to project management of hospital district functioning and development is based; 3) description of the process flowchart and logic-principle model of adaptive value-based management of hospital district development projects, which describes the relationships between the identified principles. The following methods used are – analysis and synthesis; logical and structural modeling; systematic approach; expert evaluation and project management methodology. The following results were obtained – the principles of adaptive value-based management of hospital district development projects are formulated; a logical-principled model is built that integrates key project success factors such as adaptability, value for stakeholders, risk management, sustainability and quality of health care services; a scheme of adaptive value-based management processes is developed that reflects the interaction between the defined principles. Conclusions: The use of sound principles and, on their basis, the developed logical and principled model of adaptive value-based management of hospital district development projects allows to increase the efficiency of implementation of these projects by ensuring management actions taking into account changes in the project environment, as well as planning, allocation and use of resources taking into account risks and value for stakeholders. This contributes to obtaining the desired product of hospital districts' functioning and development projects, which is reflected in the improvement of the quality of medical services and sustainable development of hospital districts.

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Andary, Elie Georges, Caesar Abi Shdid, Arindam Chowdhury und Irtishad Ahmad. „Integrated project delivery implementation framework for water and wastewater treatment plant projects“. Engineering, Construction and Architectural Management 27, Nr. 3 (01.11.2019): 609–33. http://dx.doi.org/10.1108/ecam-02-2019-0075.

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Purpose The public nature of water and wastewater construction capital projects has rendered design-bid-build (DBB) as the delivery method of choice for such projects over the past years. Shortcomings inherent to DBB have had a negative effect on the key performance indicators (KPIs) of these projects. Numerous studies have been published about the benefits offered by integrated project delivery (IPD) in improving the delivery of DBB projects. Links correlating IPD principles to improvements in KPIs of DBB construction projects have not been established scientifically, thus leaving owners with no guidance on which IPD principle(s) to implement in order to improve a particular project KPI. The paper aims to discuss this issue. Design/methodology/approach Actual data were collected from 43 water and wastewater construction projects – including two control projects with full implementation of selective IPD principles – and used to compute major projects KPIs. Regression analysis and a focus group are then utilized to determine the effect of each implemented IPD principle on various project KPIs. Findings Implementation of open communication was found to have a significant effect on reducing project cost overrun, and the co-location of teams significantly reduced the time to respond to RFIs. Collaborative decision making significantly reduced the cost of field rework. Other IPD principles showed less-significant effects on project KPIs and were concluded to be ineffective at improving the projects’ performance. Practical implications An implementation framework is developed that can guide utility owners on which IPD principle(s) to implement in order to improve specific project KPIs. Originality/value This study demonstrates that not all IPD principles will result in performance improvement of a project. A selective and cost-effective implementation of certain IPD principle will have to be based on the nature of the project and the particular KPIs targeted for improvement.

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Marnewick, Carl, und Annlizé L. Marnewick. „Principle-based decision-making: realising benefits in a scaled agile environment“. International Journal of Managing Projects in Business 17, Nr. 8 (11.11.2024): 119–39. http://dx.doi.org/10.1108/ijmpb-07-2024-0164.

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PurposeThis paper examines the conflict between rule-based and principle-based approaches to benefits realisation in agile projects. It proposes a principle-based framework as a more effective alternative, aligned with the iterative and adaptive nature of agile methodologies.Design/methodology/approachThe research utilises semi-structured interviews to gather qualitative data from professionals experienced in agile projects. Causal loop diagrams are employed to illustrate the relationships between identified principles. The study identifies 12 key principles essential for agile benefits realisation, with a particular focus on visibility and consequence management.FindingsThe study finds that a principle-based approach to benefits realisation is more compatible with agile methodologies compared to a rule-based approach. The flexibility of principle-based decision-making allows for continuous adaptation and improvement, aligning with the dynamic and iterative nature of agile projects. The principles of visibility and consequence management emerge as critical factors in successfully realising benefits in an agile environment.Research limitations/implicationsThe findings are based on qualitative data from a limited number of interviews, which may not be generalisable across all agile projects. Further research with a larger sample size and diverse project types is recommended to validate and refine the proposed principles.Practical implicationsAgile teams and project managers can leverage the identified principles to enhance their decision-making processes and improve benefits realisation outcomes. Adopting a principle-based approach can lead to more flexible, responsive and effective project management practices.Social implicationsBy promoting more adaptive and responsive project management practices, the adoption of a principle-based approach can contribute to greater satisfaction and collaboration among project stakeholders, leading to more successful project outcomes.Originality/valueThis research contributes to the existing body of knowledge by highlighting the limitations of rule-based approaches in agile contexts and proposing a principle-based framework for benefits realisation. The identification of specific principles and their interrelationships provides a novel perspective and practical guidance for agile practitioners.

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Molokanova, Valentina, und Inna Hordieieva. „SYSTEM APPROACH TO PROJECT MANAGEMENT IN CONDITION OF BEHAVIORAL ECONOMY“. Management of Development of Complex Systems, Nr. 45 (01.03.2021): 43–49. http://dx.doi.org/10.32347/2412-9933.2021.45.43-49.

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Human behavior is the most common cause of project management failure. Behavioral economics is interdisciplinary in nature and allows you to identify the psychological basis for making a project manager decisions that lead to success or failure in projects. The personality of the project manager, project teams, and a special project environment continue to dominate the analysis of human behavior in project management. The article may be of interest to scientists and project management practitioners. The aim of the work is to study the principles of decision-making in project management and the influence of behavioral economics on them. The objectives of the article are to determine the impact of behavioral economics on project management as a system, to compare the methods of hard and soft systems approaches in planning and decision-making, to develop principles and sequence of actions for project integration. Methods. When writing the article, a behavioral approach, a systematic approach, decision-making methods, heuristic methods, a soft systemic approach, a hard systemic approach, a logical-structural approach, and integration methods were used. The results of the work are to harmonize the principles of PMBoK project management standards of the announced 7th edition, ISO 21500, ISO / IEC 15288 with the principles of the management economics approach. Providing system integration based on a soft systemic approach to management, allows to more fully take into account the human factor when making decisions and serve as a tool for implementing the principles of behavioral economics. A comparative analysis of the hard and soft systemic approaches is carried out and their main differences are identified. Effective integration requires organizational, administrative and behavioral skills in managing people. The principle of innovation, the principle of flexibility to change, the principle of combined compensation and the principle of combined value are the four principles of integration. Scientific novelty. The work further developed methodological approaches to substantiating the creation and further formation of a unique mental space for project activities, by ensuring the using of methods and approaches of behavioral economics. Practical significance. The results obtained are aimed at improving methodological approaches to decision-making in project activities based on ensuring the implementation of the principles of behavioral economics. Ensuring the principles and sequence of actions for the integration of the project is aimed at increasing the number of successfully implemented projects.

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Coutts, Jeff, Toni White, Paula Blackett, Kelly Rijswijk, Denise Bewsell, Nicola Park, James A. Turner und Neels Botha. „Evaluating a space for co-innovation: Practical application of nine principles for co-innovation in five innovation projects“. Outlook on Agriculture 46, Nr. 2 (Juni 2017): 99–107. http://dx.doi.org/10.1177/0030727017708453.

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Primary Innovation is a 5-year collaborative initiative demonstrating and evaluating co-innovation, a systemic approach to innovation addressing complex problems, in five “innovation projects” (active case studies) in different agricultural industries. In defining the elements of co-innovation, Primary Innovation has emphasized nine principles that guide activity in the innovation projects. To understand how useful these principles were in guiding practice, and their influence on co-innovation, project participants assessed and reflected on how the principles were applied in practice, issues that arose, how each influenced the project, and how important each principle was perceived as being in influencing project outcomes. The nine principles should be understood in each individual project’s context because their appropriateness and usefulness were affected by the type of problem being addressed and the stage of the project. It was also evident that they need to be built into the process from the outset.

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Notargiacomo Mustaro, Pollyana, und Rogério Rossi. „Project Management Principles Applied in Academic Research Projects“. Issues in Informing Science and Information Technology 10 (2013): 325–40. http://dx.doi.org/10.28945/1814.

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Eremin, V. V., D. V. Firsov und T. K. Chernysheva. „Project management principles special aspects“. UPRAVLENIE 9, Nr. 3 (23.10.2021): 80–89. http://dx.doi.org/10.26425/2309-3633-2021-9-3-80-89.

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The modern vector of development of the national economy and its focus on programme-targeted organisation makes us consider the principles of organisation in public administration in a new way. Modern conditions and principles of public administration require the adaptation of fundamentally new methodological guidelines that can not only manage existing systems, but also stimulate the emergence of fundamentally new economic and social realities. Currently, financing of state programme takes about 70 % of the federal budget, however, the actual implementation of the laid down plans of state programme is far behind the planned targets.Within the international practice of economies with a related organisational structure focused on the implementation of large programme projects, the focus on project management begins to occupy a dominant position in the practice of public management, especially in the field of strategic development.The article studies the special aspects of the project management formation and its scaling at the national level. The paper analyses the experience of implementing the principles of project management in public administration. At the same time, the authors highlight the main fundamental provisions of the successful implementation of projects and determine the key directions for improving the efficiency of project management.

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Lishchynska, Victoria V. „Sustainable Project Management: Principles, Models, Standards“. Business Inform 12, Nr. 563 (2024): 349–57. https://doi.org/10.32983/2222-4459-2024-12-349-357.

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The article describes sustainable project management as a new paradigm in project management. The presentation of the problematic issues is focused on the study of the integration of the conception of sustainable development into project management in order to model their sustainability. The aim of the study is to systematize the basic principles, models and standards in the field of sustainable project management. As a result of the study, the concept of sustainability is generalized for projects that are aimed at sustainable development by reducing the negative environmental, social impact, restoring/reducing the amount of resource consumption, providing economic benefits in the long run. The characteristics of sustainable projects in a broad context are highlighted according to the criteria of social significance, cultural acceptability, economic stability, technical practicability, political feasibility, operational viability, environmental sustainability. The characteristics of sustainable projects in a narrow context are also highlighted according to the criteria of realism, adaptability, scalability, steerability, and controllability. A comparative analysis of traditional and sustainable approaches to project management has been carried out in terms of goals, management methodology and standards, the essence and life cycle of the project. The main theoretical contribution of the article is to generalize approaches and models that provide a fundamental understanding of the conception of sustainable project management for its further theoretical modeling and practical application. Prospects for further research in this direction are the development of practical recommendations for the implementation of principles, models, instruments and standards of sustainable project management in the practice of Ukrainian companies in the context of European integration and post-war reconstruction.

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Astrachan, Owen, und Amy Briggs. „The CS principles project“. ACM Inroads 3, Nr. 2 (Juni 2012): 38–42. http://dx.doi.org/10.1145/2189835.2189849.

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Proniakin, Yehor. „METHODOLOGICAL PRINCIPLES AND BASIC TOOLS FOR INVESTMENT PROJECT MANAGEMENT“. Bulletin of the National Technical University "Kharkiv Polytechnic Institute" (economic sciences), Nr. 5 (03.10.2024): 49–53. https://doi.org/10.20998/2519-4461.2024.5.49.

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The article considers the methodological foundations and tools of investment project management. Investment projects are an important and complex type of projects in business, requiring a comprehensive approach and management. The article describes methods of investment project management, including project management methodologies, risk management, financial management and resource management. In addition, the article considers project management tools, including software, project management and documentation systems, as well as communication tools. The article notes the relevance of the topic of investment project management and its importance for business in general.

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Dissertationen zum Thema "Project principles"

Agarwal, Sudha Rani, und Timea Kalmár. „Sustainability in Project Management : Eight principles in practice“. Thesis, Umeå universitet, Företagsekonomi, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-115219.

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This research studies the eight principles of sustainability applied in Project Management. To be more precise the research fulfils four objectives which are: firstly, to review and identify key principles of sustainability in project management from existing literature; secondly, to adopt a multiple case study method to assess the applicability of the principles in project management; thirdly, to determine the barriers that impede certain principles to be applied in projects and the resulting trade-offs; and lastly, to refine the concept of sustainability in project management.The study adopts a subjectivist ontological viewpoint and an interpretivist epistemological outlook. The paper deductively studies the research question and adopts a qualitative mono-method research design, with a multiple case study strategy. The project case studies analysed belong to six different industries namely Pharmaceutical, Information Technology (IT), Automotive, Transportation, Furniture and Fast-moving consumer goods (FMCG). All case studies fulfil the criteria of being multinational organisations, operating in the private sector, having sustainability as a strategic pillar and projects executed in developed countries with a similar macroeconomic climate. The data has been collected through the semi-structured interview technique and examined using a thematic analysis. The results show that not all eight principles of sustainability are implemented in project management despite of multiple proactive endeavours of engaging in social and environmentally focused business practices. The two principles that show a limited applicability in project management are values and ethics as well as consuming income and not capital.The theoretical contribution of the research is realised through the first collective analysis of the eight principles of sustainability and their implementation in project management through empirical case studies. An additional contribution is through the selection of case studies from industries that have not been examined before. The practical implication of the research is to offer guidance to organisations on what principles they need to build their sustainability project management practices on and to point out the commonly faced barriers and trade-offs.

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Dvorkin, William Nathan. „Applying the Principles of Project Management to a Collegiate Automotive Engineering Design Project“. Thesis, Virginia Tech, 2016. http://hdl.handle.net/10919/71328.

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The Hybrid Electric Vehicle Team of Virginia Tech is a collegiate automotive engineering design team that reengineers production vehicles to reduce environmental impact while maintaining vehicle marketability. The team Project Manager is responsible for coordinating high-level management and planning activities with the goal of better aligning the team with business and automotive industry practices. Project management responsibilities within the Hybrid Electric Vehicle Team are divided into four categories: human resource management, schedule management, cost management, and risk management. This document outlines how project management strategies were researched and adapted from industry practices for use by the Hybrid Electric Vehicle Team in achieving its goals. The human resource management strategy adopts onboarding principles that better prepare new students to become effective team members. By restructuring the organization and incorporating onboarding strategies, annual turnover is reduced from 71% to 44%. The decrease in turnover is enabled by the successful creation of an independent study program which trains newcomers to become effective team members. The program can be improved for the future by further developing the curriculum. The employed schedule management strategy develops the project schedule iteratively as technical information reveals itself through task progress. Utilizing this process makes schedule management possible in an environment with incomplete information and pressing deadlines. This strategy experienced limited success due to the lack of team and project scheduling experience on behalf of several key members of the process. The cost management strategy is designed to gather detailed financial data to perform an earned-value analysis and create improved budgets. By understanding income and expense patterns, the Project Manager can create economic forecasts to determine the economic viability of the team. The strategy was successfully implemented and allowed the team to gather valuable financial data. The risk management strategy identifies and quantifies technical risks associated with vehicle development. By focusing more resources on high-risk activities, the team can improve preparation for competition where the vehicle is judged according engineering quality and build progress. The strategy was successful because it identified critical hazards to the project schedule and scope, but can be improved by broadening the process to account for a wider variety of risks.
Master of Science

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Arnold, Stuart. „Transforming systems engineering principles into integrated project team practice“. Thesis, Cranfield University, 2008. http://dspace.lib.cranfield.ac.uk/handle/1826/3033.

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This investigation considers the composition, status, principles and defence acquisition setting of systems engineering. From these some opportunities for enhancement of its practice are considered. It opens with a re-assessment of the disciplinary essence of systems engineering. Systems engineering is considered as an amalgam of three components – systems reasoning, engineering and management – that form a coherent and distinctive discipline. It is advanced that a fresh balance of system-related factors, characterised in this text as systems reasoning, is the distinguishing essence of systems engineering. It conveys a rationale for present-day practice and provides a basis for advancements. Consideration is given to the construction of a systems engineering framework, built from a re-interpretation of engineering and management science constructs. A triptych of viewpoints of systems engineering, comprising connected representations of business process, organisational capability and individual competence, is proposed and outlined. These three essential views define a paradigm of systems engineering able to structure present-day engineering complexities and risks, and permit project and enterprise control of business achievement and risk exposure. An analysis of the UK MOD acquisition setting for systems engineering, and an Integrated Project Team Leader survey of prevailing system engineering attitudes, experiences, expectations and concerns, set the scene for practice advancements. The first of these is based on a rigorous view of what capability means and how this impacts IPT technical contributions and responsibilities. The effectiveness of the current MOD acquisition cycle is then considered. An alternative, that might better serve the changing nature of investment constraints and effective capability delivery, is presented. Approaches to systems engineering planning are then analysed and a conclusion drawn regarding a planning instrument for IPTs that balances prescription, guidance and didacticism. An assessment of how requirements assist and hinder working with customers and suppliers dissects the intent and content of requirements, including their contrasting technical and commercial purposes. System descriptions, their relationship and their concordance are then considered in a detailed look inside the technical processes, and this includes the principles and methods employed to design architecture. The resolution of current conflicts and confusions over architecture is seen to lie in observance of disciplined systems engineering principles. Finally the systems engineering views of humans inside and outside the system boundary are explored, and the investigation closes with a consideration of the degree to which systems engineering may reasonably address social influences.

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El-Husseini, Ibrahim Ali. „Islamic financial principles and their application in project financing“. Thesis, Massachusetts Institute of Technology, 1988. http://hdl.handle.net/1721.1/44667.

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Wadzwanya, Faith Chivimbiso. „Managing small and medium enterprises using project management principles“. Thesis, Cape Peninsula University of Technology, 2017. http://hdl.handle.net/20.500.11838/2652.

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Thesis (MTech (Business Administration (Entrepreneurship)))--Cape Peninsula University of Technology, 2017.
Although SMEs are aware of project management, it seems that a vast majority of firms are not actually well-informed about what project management is, and therefore, might not even be adhering to project management principles. Hence, the main objective of this study was to determine the extent to which SMEs (involved in construction, events and information technology and located in the Cape Metropolitan area in South Africa) apply project management principles. This study used a mixed method approach (both qualitative and quantitative) and various relevant instruments to collect and analyse data. A total of 223 questionnaires were administered to employees working in conjunction with a project management department, and five face-to-face interviews were conducted with owner-managers of selected SMEs. The statistical package for social science (SPSS) was used to analyse the quantitative data with results presented in a tabulated format; content analysis was used to transcribe qualitative data and categorise this data into themes. The study found that the project management sector is still predominately male-dominated, and project teams are not selected on the basis of experience. Furthermore, those who lack experiences are not trained. The nature of work done, company understaffing, time and financial constraints and poor team dynamics were all cited as factors affecting the application of project management principles within SMEs. Several recommendations emerged from the findings. First, it was recommended that women be empowered as active participants in project management, thereby reducing the evident gender imbalance; training and development should regularly be conducted to fully equip employees with vital skills and competencies. This will more strongly ensure that clients are satisfied with quality outcome and thereby establish a good reputation for SMEs. Project managers should create contingency plans for potential challenges. Additionally, the project manager should ensure that by virtue of the company being understaffed, specific roles and responsibilities of individuals should be clearly delineated, clearly communicated and clearly understood. Alternatively, the company may employ more personnel for particular projects, or independent contractors could be hired to assist. Moreover, time constraints can be eradicated by establishing timelines through the Gantt chart and measuring milestones. Finance and other resources should be allocated economically with and ongoing budget-cost analysis for monitoring expenditure. It was also deemed advisable that project managers send their teams for wellness training to avoid negative team dynamics, and as for labour unrest, senior managers should engage proactively with unions and delegates.

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Malek, Ramtin. „Lean principles application in public-private partnership project procurement“. Bowling Green State University / OhioLINK, 2014. http://rave.ohiolink.edu/etdc/view?acc_num=bgsu1394924437.

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Arnold, S. „Transforming systems engineering principles into integrated project team practice“. Thesis, Engineering Systems Department, 2008. http://hdl.handle.net/1826/3033.

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Mercer, Leah Gwenyth. „Complementarity and the uncertainty principle as aesthetic principles : the practice and performance of The Physics Project“. Thesis, Queensland University of Technology, 2009. https://eprints.qut.edu.au/29938/1/Leah_Mercer_Thesis.pdf.

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Using the generative processes developed over two stages of creative development and the performance of The Physics Project at the Loft at the Creative Industries Precinct at the Queensland University of Technology (QUT) from 5th – 8th April 2006 as a case study, this exegesis considers how the principles of contemporary physics can be reframed as aesthetic principles in the creation of contemporary performance. The Physics Project is an original performance work that melds live performance, video and web-casting and overlaps an exploration of personal identity with the physics of space, time, light and complementarity. It considers the acts of translation between the language of physics and the language of contemporary performance that occur via process and form. This exegesis also examines the devices in contemporary performance making and contemporary performance that extend the reach of the performance, including the integration of the live and the mediated and the use of metanarratives.

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Mercer, Leah Gwenyth. „Complementarity and the uncertainty principle as aesthetic principles : the practice and performance of The Physics Project“. Queensland University of Technology, 2009. http://eprints.qut.edu.au/29938/.

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Makhoalibe, Puleng. „Towards design principles for project artistry in exploratory sandpit projects: A design-based research perspective“. Doctoral thesis, University of Cape Town, 2017. http://hdl.handle.net/11427/26897.

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Organisations are increasingly finding themselves operating in environments that are characterised by higher levels of ambiguity, uncertainty and complexity, as well as environmental and internal changes that are beyond their control (Reeves, 2015). This context is affecting the way in which projects are executed, as project managers are expected to conceive, manage and successfully implement projects within such an environment. An important question to ask is: Are intrinsically unpredictable environments becoming more dominant leading to increase in the complexity of projects? We are now living in a volatile, uncertain, complex and ambiguous (VUCA) world; project management as a field has to overcome significant barriers to change and develop the capacity for more subjective, interactive, and interpretive innovations that appear to be more effective in these settings. The primary question addressed in this study is how the design of exploration projects may be carried out to bring clarity to project objectives and enablers. Design thinking, which is said to embody practices, mind-sets and processes that empower teams to co-create innovative solutions to wicked problems (Rittel and Webber, 1973) has been adopted in this study. Its design principles together with the creative problem-solving principles are combined to create a framework that facilitates design of exploration projects. This study uses design-based research (DBR) to apply the emerging framework to educational sandpit projects. These projects inherit the characteristics of exploration projects which are highly ambiguous toward more innovative, context-relevant, targeted solutions developed by diverse project teams. The study adopted a qualitative, interpretivist approach in order to enhance the design principles emerging from this study through authentic interventions in educational sandpits using DBR as a methodology. The outcome of the study, namely, a project artistry framework, emerged from the iterative process which was undertaken. The framework's value proposition is that it (the framework) had been proven to enable diverse teams to shift the participants' orientation from significant ambiguity and uncertainty to the ability to plan action by co-creating project visions with clear objectives and goals. The project artistry framework reflects the construction of a house and a more holistic framework, which consists of a roof (design process), the pillars required to hold up the roof (design pillars) and the foundational bricks. The design pillars include reflection, creative language, applied imagination, diverging and converging while the foundational bricks include empathy, empowerment, engagement, emergence, experimentation, environment, exploration and exploitation. In addition, an ambiguity acceptance journey is proposed to encourage a tolerance of ambiguity that leads to questioning and inquiry in projects that cultivates fresh insights and innovation in projects. New approaches to project leadership and design are essential to transform the world we live in. Although no panacea, project artistry provides project leaders with a new dimension to understanding the changing conditions that surround their project and envisioning better, innovative solutions to some of the most troublesome challenges facing our projects. It brings together the power of analysis and intuition to synthesize real solutions that not only work but meet the needs of the people. This fresh approach also brings enlightenment and transformation to those engaged in such projects and cultivates creative confidence and fosters collaboration.

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Bücher zum Thema "Project principles"

Spinner, M. Project management: Principles and practices. London: Prentice-Hall International, 1997.

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Spinner, M. Project management: Principles and practices. Upper Saddle River, N.J: Prentice Hall, 1997.

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Sotiriou, Constantine Evangelos. Success principles for project management. Portland, Or: Thompson Osborn Pub., 1997.

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Frederik, Pretorius, Hrsg. Project finance: Principles & case studies for construction & infrastructure. Oxford, UK: Blackwell Pub., 2008.

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Sweeting, Jack. Project cost estimating: Principles and practice. Rugby, Warwickshire, UK: Institution of Chemical Engineers, 1997.

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Margo, Angelo. Project management for mobility engineers: Principles and case studies. Warrendale, Pa. (400 Commonwealth Dr., Wallendale PA USA): Society of Automotive Engineers, 2020.

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Angus, Robert B. Planning, performing, and controlling projects: Principles and applications. 2. Aufl. Upper Saddle River, N.J: Prentice Hall, 2000.

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Whitaker, Ken. Principles of software development leadership: Applying project management principles to agile software development leadership. Boston, MA: Charles River Media/Course Technology, Cengage Learning, 2010.

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M, Testa Stephen, und Winegardner Duane L, Hrsg. Principles of technical consulting and project management. Boca Raton: Lewis Publishers, 1992.

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Siddiqui, Mohsin. Project Management Principles. Independently Published, 2021.

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Buchteile zum Thema "Project principles"

Favari, Edoardo. „Principles and Background Concepts“. In Project Management, 1–56. Cham: Springer Nature Switzerland, 2023. http://dx.doi.org/10.1007/978-3-031-25031-6_1.

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Madauss, Bernd-J. „Principles of Project Organization“. In Project Management, 127–82. Berlin, Heidelberg: Springer Berlin Heidelberg, 2024. https://doi.org/10.1007/978-3-662-69057-4_5.

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Cohan, Steven. „Project management“. In Business Principles for Landscape Contracting, 96–107. Third edition. | Milton Park, Abingdon, Oxon ; New York, NY : Routledge, [2018] | Revision of: Business principles of landscape contracting. 2013. 2nd edition.: Routledge, 2018. http://dx.doi.org/10.4324/9781315225500-6.

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Marle, Franck, und Ludovic-Alexandre Vidal. „Project Management Traditional Principles“. In Managing Complex, High Risk Projects, 1–52. London: Springer London, 2015. http://dx.doi.org/10.1007/978-1-4471-6787-7_1.

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Ding, Ronggui. „Fundamental Principles of Project Management“. In Key Project Management Based on Effective Project Thinking, 37–55. Berlin, Heidelberg: Springer Berlin Heidelberg, 2015. http://dx.doi.org/10.1007/978-3-662-47731-1_3.

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(Bud) Griffis, F. H., Frederick B. Plummer und Francis X. DarConte. „Principles of Leadership“. In Leadership, Ethics, and Project Execution, 26–48. New York: Routledge, 2021. http://dx.doi.org/10.4324/9781003129943-4.

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Cottrell, Stella. „Principles of good research“. In Dissertations and Project Reports, 89–96. London: Macmillan Education UK, 2014. http://dx.doi.org/10.1007/978-1-137-36427-2_11.

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Hüsselmann, Claus. „Core Principles of Lean Project Management“. In Lean Project Management, 49–76. London: Routledge, 2023. http://dx.doi.org/10.4324/9781003435402-4.

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Alleman, Glen B., Tom Coonce und Rick Price. „Risk management principles“. In The Practitioner’s Handbook of Project Performance, 125–43. Names: Phillips, Mark, 1960- editor.Title: The practitioner’s handbook of project performance: agile, waterfall and beyond/edited by Mark Phillips.Description: 1. Edition. | New York: Routledge, 2019.: Routledge, 2019. http://dx.doi.org/10.4324/9781315268040-10.

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Jameson, J. Larry. „The Human Genome Project“. In Principles of Molecular Medicine, 59–63. Totowa, NJ: Humana Press, 1998. http://dx.doi.org/10.1007/978-1-59259-726-0_5.

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Konferenzberichte zum Thema "Project principles"

Naofumi, Otsuka, und Takuma Hironori. „Investigation of the Relationship between the “Project Management Principles” and “Fundamental Skills for Business““. In 2024 IEEE/ACIS 9th International Conference on Big Data, Cloud Computing, and Data Science (BCD), 261–65. IEEE, 2024. http://dx.doi.org/10.1109/bcd61269.2024.10743093.

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Kolesnikova, Kateryna, Tetiana Olekh, Dmytro Lukianov und Danso Janet Obenewaa. „Markov Principles of Project Effectiveness“. In 2021 IEEE International Conference on Smart Information Systems and Technologies (SIST). IEEE, 2021. http://dx.doi.org/10.1109/sist50301.2021.9465881.

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Bekker, Michiel C., und Herman Steyn. „The impact of project governance principles on project performance“. In Technology. IEEE, 2008. http://dx.doi.org/10.1109/picmet.2008.4599744.

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Elnaz, Safapour, Kermanshachi Sharareh und Jafari Amirhosein. „Effective Project Management Principles and Strategies in Transportation Infrastructure Projects“. In Creative Construction e-Conference 2020. Online: Budapest University of Technology and Economics, 2020. http://dx.doi.org/10.3311/ccc2020-064.

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Wasileski, John S. „Learning organization principles & project management“. In the 33rd annual ACM SIGUCCS conference. New York, New York, USA: ACM Press, 2005. http://dx.doi.org/10.1145/1099435.1099531.

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Astrachan, Owen, Amy Briggs, Jan Cuny, Lien Diaz und Chris Stephenson. „Update on the CS principles project“. In the 43rd ACM technical symposium. New York, New York, USA: ACM Press, 2012. http://dx.doi.org/10.1145/2157136.2157276.

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Bozhenov, Sergey Andreevich. „Socio-Technological Principles Of Municipal Project Management“. In AmurCon 2020: International Scientific Conference. European Publisher, 2021. http://dx.doi.org/10.15405/epsbs.2021.06.03.25.

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Frachtenberg, Eitan. „Design Principles in the Open Compute Project“. In Optical Fiber Communication Conference. Washington, D.C.: OSA, 2012. http://dx.doi.org/10.1364/ofc.2012.otu1b.4.

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MIRCEA, Elena. „AGILE PRINCIPLES AND PRACTICES IN PROJECT MANAGEMENT“. In 18th International Conference on INFORMATICS in ECONOMY. Education, Research and Business Technologies. Bucharest University of Economic Studies Press, 2019. http://dx.doi.org/10.12948/ie2019.05.02.

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D., Schlagbauer, Heck D. und Hofmann P. „Interdisciplinary Research Project: Principles of Work Scheduling“. In Modern Methods and Advances in Structural Engineering and Construction. Singapore: Research Publishing Services, 2011. http://dx.doi.org/10.3850/978-981-08-7920-4_s1-cp08-cd.

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Berichte der Organisationen zum Thema "Project principles"

De Michele, Roberto, Maria Cecilia Alvarez Bollea, Mark Pieth und Kathryn Betz. Transparency and Integrity Principles in Infrastructure (TIPs). Inter-American Development Bank, März 2025. https://doi.org/10.18235/0013416.

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The Inter-American Development Bank (IDB) has identified the need to develop a set of transparency and integrity principles (TIPs) understood as a series of recommended guidelines or best practices for the infrastructure sector, building on the existing international initiatives in this field. The TIPs apply to the entire infrastructure cycle, including identification, preparation, execution, and management, and will include the different public and private actors, beneficiaries, and other stakeholders that interact in the process. The purpose of these principles is to address integrity risks throughout the infrastructure project cycle, providing institutional, legal, and financial standards for governments; public, private, and multilateral banks; and other relevant stakeholders.

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Spencer, Kyle, und Burton Suedel. Ohio Creek urban coastal storm risk management project : an application of Engineering With Nature principles in practice. Engineer Research and Development Center (U.S.), April 2025. https://doi.org/10.21079/11681/49676.

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The Engineering With Nature® (EWN®) program within the US Army Corps of Engineers (USACE) funds research projects occurring in a myriad of environments, including in marine coasts, freshwater coasts, and fluvial (riverine) systems. Yet there have been fewer projects documented where EWN principles have been applied in urban landscapes, particularly to manage flood risk, a main civil works mission of the USACE. Natural hazards including increased flashiness associated with intense rainfall events have prompted the need for more sustainable infrastructure solutions that reduce flood risks in urban areas, especially when such solutions desired by stakeholders are nature-based solutions. This technical note documents a flood risk management project in Norfolk, Virginia, that incorporates EWN principles in a tidal estuary environment that not only reduces flood risk, but also provides numerous other environmental, social, and economic benefits.

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Quintero, Juan David. Principles, Practices, and Challenges for Green Infrastructure Projects in Latin America. Inter-American Development Bank, November 2012. http://dx.doi.org/10.18235/0006937.

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This paper proposes a concept of green infrastructure, centered on a multi-level approach to infrastructure development that addresses these impacts. The paper argues that only multi-level solutions, encompassing national policy, sector planning, and sound project engineering, will be able to effectively minimize the impacts of infrastructure development on natural habitats by overcoming major limitations of the traditional project-by-project approach, thereby addressing the long-term impacts of infrastructure development in a more systematic manner.

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Richard M. Crooks. From First Principles Design to Realization of Bimetallic Catalysts for Ultrahigh Selectivity - Final Project Report. Office of Scientific and Technical Information (OSTI), April 2007. http://dx.doi.org/10.2172/901980.

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Sharples, Jonathan, Dan Bristow, Emma Taylor-Collins und Eleanor McKillop. What Works Network Implementation Project. Wales Centre for Public Policy - Cardiff University, April 2022. http://dx.doi.org/10.54454/20220411.

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Building on our work to increase the impact of the What Works network across the UK, the Wales Centre for Public Policy won funding from the ESRC to work with Professor Jonathan Sharples at EEF and other What Works Centres to apply the latest thinking and evidence on implementation – how evidence is used in decision making – to the What Works network. What Works Centres face similar challenges on implementation, and the principles, evidence and strategies that underpin effective implementation are often transferrable across different fields. The project looked at developing a common infrastructure for implementation across the network, including shared language, models, guidance, tools and capacity.

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Bourne, E., Jack Milazzo und Burton Suedel. Realizing multiple benefits in a southeast Louisana urban flood control project through application of Engineering With Nature principles. Engineer Research and Development Center (U.S.), August 2022. http://dx.doi.org/10.21079/11681/45021.

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The application of Engineering With Nature® (EWN®) principles in urban environments and watersheds within and outside the US Army Corps of Engineers (USACE) is increasing. Extreme rainfall events have triggered the need and development of more sustainable urban infrastructure in urban areas such as New Orleans, Louisiana. This technical note documents a USACE–New Orleans District (MVN) project that successfully applied EWN principles in an urban landscape to reduce flood risk while providing other environmental, social, economic, and engineering benefits to both the community and the environment.

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Guo, Fan. IC Project: Magnetic Reconnection versus Shocks: First-principles Kinetic Simulations of Major Particle Acceleration Mechanisms in the Universe. Office of Scientific and Technical Information (OSTI), Februar 2019. http://dx.doi.org/10.2172/1498007.

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Clark, Brian. Building control graphics criteria update : standards and criteria project 23T12. Engineer Research and Development Center (U.S.), Oktober 2024. http://dx.doi.org/10.21079/11681/49440.

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This US Army Corps of Engineers (USACE) Standards and Criteria effort recommends updates to the building-graphics-related content in Unified Facilities Criteria (UFC) 3-470-01 and Unified Facilities Guide Specifications (UFGS) 25 10 10. Building graphics serve as the primary facility interface and are required for any HVAC controls integration project to a base-wide system; however, the current lack of criteria significantly limits their effectiveness and regularly yields inconsistent, low-quality tools for end users. This project developed “Guiding Principles” of good HVAC graphics along with the criteria language to assist the DoD in procuring and implement-ing good graphics. This report includes extensive illustrations to demonstrate good versus poor implementations of the proposed criteria. The intent is not to establish DoD-level graphics standards with these images but give a litmus test to designers and quality assurance staff for what right (and wrong) looks like. Primary recommendations are for graphics drawings designer responsibilities and contractor shop drawing requirements where installation standards are unavailable. Both designer criteria and spec-level functionality are defined using the Guiding Principles developed in this report. Future re-search topics are also described for enhanced trending capabilities, development of standard HVAC system-level performance indicators, and cloud-based connections to ongoing commissioning (OCx) systems.

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Haddad, Ibrahim. Recommended Practices for Hosting and Managing Open Source Projects on GitHub. The Linux Foundation, März 2023. https://doi.org/10.70828/zfwq4969.

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GitHub is a critical platform for the development and management of open source projects. When using the platform, there are important practices to consider so that a project maximizes its openness, collaboration, transparency, and community-oriented development. This report is a reflection on the power of GitHub to manage open source projects. It is based on a compilation of best practices to help developers enhance project engagement, understandability, and organization. Recommendations range from documentation and communication practices to embedding open source principles into the foundations of project development. These recommendations will help guide the creation and management of open source projects that get the most out of the many tools and opportunities provided by GitHub. Read the report for the full list of recommendations!

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Liu, Edgar, Hyungmo Yang und Patrick Harris. Land Use Planning for Equitable Health Outcomes (LUPEHO) – A preliminary review of two land use planning instruments (as applied to Western Sydney). Healthy Urban Environments (HUE) Collaboratory, MDG SPHERE Australia, Juli 2023. http://dx.doi.org/10.52708/lupeho.

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This project (commissioned by the Western Sydney Health Alliance) reviews the development of healthy planning principles in Australia and internationally, assesses how land use planning instruments at the NSW State and local government levels align with and operationalise 12 healthy planning principles, and proposes a set of indicators that will assist the Alliance to benchmark and monitor health equity outcomes in the Western Parkland City.

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