Journal articles: 'LA (Project)'

1

Kasten, Peggy. "Projects: Project Prime." Mathematics Teacher 92, no. 5 (May 1999): 458. http://dx.doi.org/10.5951/mt.92.5.0458.

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Kasten, Peggy. "Projects: Project CLIMB." Mathematics Teacher 94, no. 5 (May 2001): 430a—432. http://dx.doi.org/10.5951/mt.94.5.430a.

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Project CLIMB (Creating Links in Math and Business) is a teacherdeveloped project that was designed to help answer the students' question, When are we ever going to use this? The project allows precalculus students to communicate with people in the business world by using e-mail. Students are put into groups of three or four and assigned a business contact. The students determine from this contact person exactly what the company does, how teams are used in the company, and how specific mathematics topics are used by the contact person on the job. The student project includes six e-mail requests for information during a semester. The information requested centers on the precalculus topics of matrices, statistics, linear programming, logarithms, trigonometry, and probability. These broad topics are used by people in a variety of fields. The business contact uses e-mail to respond.

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Kaput, Jim. "Projects: SimCalc Project." Mathematics Teacher 96, no. 2 (February 2003): 158. http://dx.doi.org/10.5951/mt.96.2.0158.

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The SimCalc Project, partially supported for almost ten years by the National Science Foundation, is a research project involving colleagues from several universities, many middle schools, and high schools. Its goal is to use innovative but affordable technology and instructional materials to democratize access to the mathematics of change and variation. It includes, for example, ideas underlying calculus, beginning in the middle school through algebra and onward into university calculus. SimCalc approaches involve a growing mix of visually editable graphs that control dynamic simulations, visualization and data-import tools, and curriculum materials that use these software capabilities, as well as such traditional ones as function graphers. These strategies address the basic ideas of rate, slope as rate, linear functions, simultaneous conditions, interpreting graphs and modeling word problems (including more realistic ones than those that appear in most textbooks), the idea of average, mixture problems, equations, signed numbers and areas, variables and variation, and so on. They also include such ideas as periodicity, velocity and position, and rate and totals connections, including the slope and area ideas underlying the fundamental theorem of calculus.

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

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Churilov, Sergey, and Elena Dumova-Jovanoska. "OVERVIEW OF RESEARCH PROJECTS: PROJECT STREP AND PROJECT MPC." Scientific Journal of Civil Engineering 8, no. 2 (2019): 27–32. http://dx.doi.org/10.55302/sjce1982027ch.

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

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Lee, Yong-hee. "Dialectic Partners of a Social Drama: The Laramie Project and The Laramie Project: Ten Years Later." Journal of Modern English Drama 32, no. 1 (April 30, 2019): 145–86. http://dx.doi.org/10.29163/jmed.2019.4.32.1.145.

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Bar, Talia, and Sidartha Gordon. "Optimal Project Selection Mechanisms." American Economic Journal: Microeconomics 6, no. 3 (August 1, 2014): 227–55. http://dx.doi.org/10.1257/mic.6.3.227.

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We study mechanisms for selecting up to m out of n projects. Project managers' private information on quality is elicited through transfers. Under limited liability, the optimal mechanism selects projects that maximize some function of the project's observable and reported characteristics. When all reported qualities exceed their own project-specific thresholds, the selected set only depends on observable characteristics, not reported qualities. Each threshold is related to (i) the outside option level at which the cost and benefit of eliciting information on the project cancel out and (ii) the optimal value of selecting one among infinitely many ex ante identical projects. (JEL D21, D82, O32)

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Jeffery, Peter. "Project managers and major projects." International Journal of Project Management 3, no. 4 (November 1985): 225–30. http://dx.doi.org/10.1016/0263-7863(85)90054-7.

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10

Poncz, Sarah. "Projects: Philadelphia Algebra Transition Project." Mathematics Teacher 88, no. 3 (March 1995): 246. http://dx.doi.org/10.5951/mt.88.3.0246.

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Stenglein, Sharon. "Projects: The Connected Geometry Project." Mathematics Teacher 89, no. 7 (October 1996): 612–14. http://dx.doi.org/10.5951/mt.89.7.0612.

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Kasten, Peggy. "Projects: The Newark Algebra Project." Mathematics Teacher 92, no. 9 (December 1999): 844–45. http://dx.doi.org/10.5951/mt.92.9.0844.

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Kasten, Peggy. "Projects: Hawaii Algebra Learning Project." Mathematics Teacher 93, no. 3 (March 2000): 260. http://dx.doi.org/10.5951/mt.93.3.0260.

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The Hawaii Algebra Learning Project of the Curriculum Research and Development Group, University of Hawaii, has both a curriculum component and a professional development component. The project was made possible through funding from the National Science Foundation, the U.S. Department of Education, the McInerny Foundation, and the University of Hawaii. The original goal of the project was to develop curriculum materials that make algebra accessible to students of all ability levels. This materials component has been identified as a promising program in mathematics education by the Laboratory Network Program of the U.S. Department of Education's Office of Educational Research and Improvement.

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Marek-Kołodziej, Katarzyna, Iwona Łapuńka, and Dominika Jagoda-Sobalak3. "Model of Project Manager’s Competencies According to the Latest Guidelines IPMA Project Excellence Baseline 4.0." Marketing i Zarządzanie 51 (2018): 259–68. http://dx.doi.org/10.18276/miz.2018.51-25.

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15

Bojanić, Petar. "The acts of project(ion) / project acts or projacts." Rivista di estetica, no. 71 (August 1, 2019): 92–100. http://dx.doi.org/10.4000/estetica.5521.

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16

Waleed Iftikhar. "A Novel Approach of Tailoring PMBOK activities that best suit Software Development Projects." Lahore Garrison University Research Journal of Computer Science and Information Technology 4, no. 1 (March 26, 2020): 11–20. http://dx.doi.org/10.54692/lgurjcsit.2020.0401140.

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Project management is very critical for any project's success regardless of its category. Various Project management methodologies are available that provide set of guidelines and standards to effectively and efficiently manage projects in the organization. Managing software development projects has faced a lot of challenges while complying with these project management methodologies. This is mainly because project management methodologies like PMBOK does not provide specific guidelines for managing software development projects. This embarks the importance of project management tailoring activities in the software development firms, to tailor these project management methodologies according to their own need. This paper will propose six most essential tailoring activities for managing software development projects. These tailoring activities will be performed on the project management body of knowledge (PMBOK).

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Gudienė, Neringa, Audrius Banaitis, Valentinas Podvezko, and Nerija Banaitienė. "IDENTIFICATION AND EVALUATION OF THE CRITICAL SUCCESS FACTORS FOR CONSTRUCTION PROJECTS IN LITHUANIA: AHP APPROACH." JOURNAL OF CIVIL ENGINEERING AND MANAGEMENT 20, no. 3 (June 9, 2014): 350–59. http://dx.doi.org/10.3846/13923730.2014.914082.

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This paper proposes the Analytic Hierarchy Process (AHP) as a tool to rank different critical success factors (CSFs) for construction projects in Lithuania. Considering the current lack of understanding of CSFs within the local context, this study is one of the first attempts to gain an understanding of the CSFs in the local industry. Our study revealed that, for construction projects in Lithuania, clear and realistic project goals, project planning, the project manager's competence, relevant past experience of the project management/team, the competence of the project management/team, clear and precise goals/objectives of the client, the project's value, the project's complexity and uniqueness, the project manager's experience, and the client's ability to make timely decisions are the top-ranking CSFs. In view of these findings, the study highlighted the key areas for successful implementation of construction projects in Lithuania.

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18

Cooney, Robert Calder. "Project Success Criteria and Project Success Factors in Information Technology Projects." Academy of Management Proceedings 2020, no. 1 (August 2020): 20687. http://dx.doi.org/10.5465/ambpp.2020.20687abstract.

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19

WHITE, AE, J. ANDERSON, SIR A. FRAME, RJ DAVIDSON, and AJ LEGGATT. "INTERNATIONAL PROJECTS. SESSIONS 5 AND 6. PROJECT PACKAGES AND PROJECT GROUPINGS." Proceedings of the Institution of Civil Engineers 84, no. 2 (April 1988): 381–82. http://dx.doi.org/10.1680/iicep.1988.72.

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20

Gunaga, Prajna Ganesh, and Geena George. "Planning, Scheduling and Cost Estimation Of Villa Project Using Microsoft Project." International Journal for Research in Applied Science and Engineering Technology 10, no. 9 (September 30, 2022): 1779–92. http://dx.doi.org/10.22214/ijraset.2022.46885.

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Abstract: Many construction projects experience schedule and expense overruns which results in poor planning, scheduling, and execution, which causes number of problems such as delays in the provision of facilities, development, a decline in construction quality, and an increase in project cost. A little thought reveals that the amount of time needed to accomplish the job is inversely related to the availability of labor. When the number of workers is raised, the project's completion time is shortened; conversely, when the number of workers is reduced, the project's completion time is lengthened. The present study deals with the manpower, planning, scheduling and resource optimization of “Construction of a Villa Project at Chaitanya Sharan, Bengaluru”, a two storied (G+2) building of 26 units whose construction is complete at Gunjur, Bengaluru, Karnataka. This study uses Microsoft Project 2013 to schedule various building activities, allocating resources, and level those resources in order to examine project management strategies. In essence, it relates to finding a solution to the project's excessive resource allocation. This project illustrates how resource levelling may be accomplished with Microsoft Project and what impact it might have on overall project duration.

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21

Obondi, Kennedy. "The impact of project risk audits on construction project success." Journal of Engineering Management and Competitiveness 10, no. 2 (2020): 103–15. http://dx.doi.org/10.5937/jemc2002103o.

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Risk audit is often poorly implemented in construction projects because of the absence of constant auditing of risks by construction project managers. Construction companies are experiencing large financial deficits because of managers failing to audit and monitor project risks. The purpose of this study was to examine whether the utilization of risk audit correlates with project success in construction projects. An electronic survey instrument was used to collect data from a sample of 50 construction project managers in the Dallas-Fort Worth area of Texas in the United States. Spearman's rho correlational analysis and simple logistic regressions were used to examine the relationship between risk audit and project success. The results of this study indicated that there is a positive and significant association between risk audit and project success in terms of schedule performance, cost performance, customer satisfaction, and business success. One of the recommendations presented in this study was to expand the study to developing countries to see whether the findings from the study remain the same. The study concluded that construction organizations should regularly consider the importance and usage of risk audit techniques to improve the success rate of a project.

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22

Pandit, Devanshu, and Dr S. M. Yadav Dr. S. M. Yadav. "Effective Project Controls at Project Development Stage." International Journal of Scientific Research 2, no. 7 (June 1, 2012): 137–39. http://dx.doi.org/10.15373/22778179/july2013/47.

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23

Mirboroon, Leili, and Hamideh Razavi. "A Case Study of Risk Management of Automotive Industry Projects Using RFMEA Method." Mapta Journal of Mechanical and Industrial Engineering (MJMIE) 4, no. 1 (October 28, 2020): 42–50. http://dx.doi.org/10.33544/mjmie.v4i1.132.

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Considering the market need and customer attraction, automakers are always trying to define new projects and present products with new capabilities in the market. That is why a significant part of car companies’ development research is focused on the definition of new projects. Principally, project risk management in car companies is essential and thus given special attention. There are different theories and methods of project risk control. However, since there is complete awareness of FMEA-related issues (Failure Mode and Effects Analysis) in automotive companies due to the establishment of the quality management system, the project's risk analysis using FMEA method to control the risk of automotive industry projects is presented in this paper by a real example. For this purpose, FMEA indicators tables are designed and presented proportionally to project risk management. Results of this research show that using failure mode and effects analysis for project risk management ensures the detection of project's weaknesses and provides a practical model for identification and reduction of project risks.

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Wu, Yun Na, Chao Liu, and Hu Xu. "Applied-Information Technology in Project Portfolio Risk Management System Based on Hall's Three-Dimensional Structure." Advanced Materials Research 1046 (October 2014): 538–44. http://dx.doi.org/10.4028/www.scientific.net/amr.1046.538.

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Project portfolio management involves multiple projects, of which risk regulation is different from the risk regulation of single projects especially in information technology application. In addition to considering each project's own risk, it must consider risk of project portfolio from a broader perspective. Issues of risk regulation are more complex, therefore its risk regulation requires new management approaches. This paper draws on Hall's three-dimensional management structure, respectively, from the four aspects: project portfolio management process, project portfolio risk regulation process, project portfolio risk regulation approach and project portfolio risk regulation organization, to establish a project portfolio risk regulation four-dimensional system (tlkc system) by applied-information technology. It provides a theoretical guidance for current risk regulation of project portfolio management, contributes project-oriented enterprises to establish suitable project portfolio risk regulation measures with their own circumstances, which is a necessary complement for project portfolio theory.

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

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

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26

Ren, Xu, Xiaofang Deng, and Lihua Liang. "Knowledge transfer between projects within project-based organizations: the project nature perspective." Journal of Knowledge Management 22, no. 5 (June 11, 2018): 1082–103. http://dx.doi.org/10.1108/jkm-05-2017-0184.

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Purpose This paper aims to investigate how project nature affects the effectiveness of knowledge transfer between projects in project-based organizations (PBOs) and to analyze the roles of inter-project communication, transfer intention and information technology (IT) in the influencing process. Design/methodology/approach This paper adopted a questionnaire survey method to collect data from construction enterprises in China and subsequently proceeded to structural equation modeling analysis with a total of 261 samples. Findings The results indicate that the similarity of projects could promote the inter-project communication and improve transfer intention, which further influences knowledge transfer effectiveness positively within PBOs. The urgency of projects has a negative impact on inter-project communication and transfer intention. The temporality of projects also negatively affects inter-project communication. They consequently hinder the knowledge transfer behaviors between projects. Additionally, the application of IT improves the frequency of communication and makes up for the negative impact of geographical distance between projects on knowledge transfer. Practical implications Based on the results, a series of strategies is recommended to improve knowledge transfer effectiveness between projects, including standardizing project management, promoting information construction, establishing a post-project evaluation system and creating a shared culture, so that the competitive advantages of PBOs could be improved. Originality/value The study explores the factors influencing knowledge transfer between projects from the perspective of project nature and provides guidance for enhancing knowledge management and project management practices.

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Wang, Yajuan, Yi Liu, and Cem Canel. "Process coordination, project attributes and project performance in offshore-outsourced service projects." International Journal of Project Management 36, no. 7 (October 2018): 980–91. http://dx.doi.org/10.1016/j.ijproman.2018.02.005.

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Hulme, David. "Projects, politics and professionals: Alternative approaches for project identification and project planning." Agricultural Systems 47, no. 2 (January 1995): 211–33. http://dx.doi.org/10.1016/0308-521x(94)p4412-u.

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29

Buhrman, Joan. "Projects: Extraordinary Women Engineers Project (EWEP)." Mathematics Teacher 100, no. 4 (November 2006): 283. http://dx.doi.org/10.5951/mt.100.4.0283.

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Markowska-Manista, Urszula. "Projekt Bohaterskiej Wyobraźni (Heroic Imagination Project)." Parezja Czasopismo Forum Młodych Pedagogów przy Komitecie Nauk Pedagogicznych PAN, no. 2 (2014): 55–58. http://dx.doi.org/10.15290/parezja.2014.02.05.

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Buhrman, Joan. "Projects: Extraordinary Women Engineers Project (EWEP)." Mathematics Teacher 100, no. 4 (November 2006): 283. http://dx.doi.org/10.5951/mt.100.4.0283.

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32

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

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��, Anna Yakovleva, ��, and R. Yaremchuk. "Project Networks in Innovation Projects Implementation." Russian Journal of Project Management 4, no. 3 (September 17, 2015): 28–38. http://dx.doi.org/10.12737/14069.

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The problems of creation of project network for innovation projects implementation are observed in the article. The authors study questions regarding the essence and peculiarities of the project networks, as well as approaches to innovation project activity in project networks organization. Special attention is paid to research of the �strong� ties role in both project and project network success and efficiency. Basing on the results the recommendations for project networks implementation are provided.

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Slater, Mark. "Locating Project Studios and Studio Projects." Journal of the Royal Musical Association 141, no. 1 (2016): 167–202. http://dx.doi.org/10.1080/02690403.2016.1151241.

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ABSTRACTVia a longitudinal case study of a studio project (Middlewood Sessions, 2004–12), this research explores processes of music-making in the increasingly prevalent context of the project studio to give an insight into contemporary music-making practices. Predicated upon technologies of decreasing size but increasing processing power, project studios represent a diversification of musical creativity in terms of the persons and locations of music production. Increasingly mobile technologies lead to increasingly mobile practices of music production, which presents a challenge to the seemingly simple question: where is the project studio? In response, I propose an ontology of project-studio music-making that sets out what conditions have to be met for location, as an active proposition, to take place.

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Curran, Clive‐Steven, Benjamin Niedergassel, Stefan Picker, and Jens Leker. "Project leadership skills in cooperative projects." Management Research News 32, no. 5 (March 27, 2009): 458–68. http://dx.doi.org/10.1108/01409170910952958.

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36

Kantola, Mikko, and Arto Saari. "Project delivery systems for nZEB projects." Facilities 34, no. 1/2 (February 1, 2016): 85–100. http://dx.doi.org/10.1108/f-03-2014-0025.

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Purpose – The paper aims to reveal the most functioning project delivery systems for nearly zero-energy building (nZEB) projects. The focus is set to reveal the qualities of the systems that support the nZEB goals and sustainability. Design/methodology/approach – Research method used in this paper is inductive reasoning. The reasoning is based on existing literature, and conclusions are drawn by combining pieces of that literature. Findings – The state-of-the-art heating, ventilation and air conditioning (HVAC) and insulation requirements of nZEB technology and the lack of experience in the industry regarding nZEB projects suggest that modern collaboration-based project delivery systems should be favoured. The authors found that the most suitable project delivery system for a standard nZEB project is the integrated project delivery (IPD), which binds the financial goals of the main parties together via a reimbursement solution: target pricing. The authors also found the construction management (CM) at-risk system a suitable solution, especially if it is modified by adding the tools utilised in the IPD approach, thereby making it an IPD lite system. Originality/value – The paper has value for the entire construction industry in Finland and European Union (EU). The owners and construction companies can use the findings in their development efforts towards nZEB construction. The EU 2020 nZEB degree makes all the findings concerning practicalities of nZEB projects valuable due to the lack of time and the lack of experience in the industry.

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Konieczny, Steven J., and Joseph A. Petrick. "Project Managing: International Joint Venture Projects." Journal of General Management 19, no. 3 (March 1994): 60–75. http://dx.doi.org/10.1177/030630709401900305.

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Curran, Clive-steven, and Benjamin Niedergassel. "Project leadership skills in cooperative projects." IEEE Engineering Management Review 39, no. 3 (2011): 23–33. http://dx.doi.org/10.1109/emr.2011.6019091.

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McKim, Robert, Tarek Hegazy, and Mohamed Attalla. "Project Performance Control in Reconstruction Projects." Journal of Construction Engineering and Management 126, no. 2 (March 2000): 137–41. http://dx.doi.org/10.1061/(asce)0733-9364(2000)126:2(137).

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Hosseinian, Seyedmohammadhossein, and Kenneth F. Reinschmidt. "Finding Best Model to Forecast Construction Duration of Road Tunnels with New Austrian Tunneling Method Using Bayesian Inference." Transportation Research Record: Journal of the Transportation Research Board 2522, no. 1 (January 2015): 113–20. http://dx.doi.org/10.3141/2522-11.

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Forecasting project final duration (i.e., time at completion) is crucial to project risk management and is always sought by project managers during the construction period. Because of a strong correlation between past and future performances in linear projects, past progress data are the best source of information to forecast final duration of this type of project, including tunneling projects constructed by the new Austrian tunneling method (NATM). Bayesian inference is a robust probabilistic approach that can provide accurate forecasts of final duration based on a project's past performance. However, results of research in this field have shown that selecting an appropriate model, which represents the unknown pattern of the project's actual progress well, is the most challenging and subjective part of this approach. Effective risk management necessitates looking for the best model that can forecast project final duration accurately and precisely, especially early in the project. This research was aimed at finding a best progress model for NATM tunneling projects by conducting Bayesian analysis on available data of a massive project, the Niayesh highway tunnel in Iran. The analysis showed that the dual Gompertz function (with flexible lower asymptote) was the most reliable model for this purpose. The results of this research bring advantages to the planning and risk management of NATM tunneling projects, which are discussed in this paper, and can be very useful for future NATM tunnel constructions.

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Ahmad Latiffi, Aryani, and Noorul Adharina Zulkiffli. "Sustainable Construction Projects: The Level of Understanding on Leadership Skills among Project Managers." International Journal of Real Estate Studies 15, no. 1 (June 23, 2021): 39–48. http://dx.doi.org/10.11113/intrest.v15n1.7.

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A project manager is a crucial factor of a project's success, especially in sustainable construction projects. Their role as a leader is also observable with regard to achieving sustainability objectives in sustainable construction projects. In contrast to conventional projects, sustainable construction projects face more nuanced issues. The influence of leadership skills of the project managers is therefore becoming essential for the success of sustainable construction projects. This study examines the level of understanding of leadership skills among project managers in sustainable construction projects and determines the correlation between their experience and understanding of leadership skills. A questionnaire survey was carried out among 153 project managers with experience in the management of sustainable construction projects in Malaysia. The IBM SPSS software version 24 was used to perform a descriptive statistic, a normality test, and a Spearman's correlation test on the data collected. The results indicate a very high level of understanding among project managers regarding leadership skills in sustainable construction projects. Apart from that, there is a positive correlation between years of experience in sustainable construction projects and the level of understanding of leadership skills among project managers in sustainable construction projects. The findings of this research will serve as an avenue for future researchers to identify the necessary leadership skills for project managers to manage sustainable construction projects effectively.

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Aronson, Zvi H., Aaron J. Shenhar, and Wang Wenzhou. "The Effect of Vision, Artifacts, and Leader Values on Contextual Performance Behavior and Success in Technology Challenging Projects: Qualitative Evidence." International Journal of Innovation and Technology Management 11, no. 06 (November 25, 2014): 1450040. http://dx.doi.org/10.1142/s0219877014500400.

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In high-tech projects, which we refer to as technology challenging projects, all or mostly new technologies are used. While an effective project manager may be the source for a project team's spirit, there are other possibilities, like the satisfying nature of the technical challenge of high-tech projects or the opportunity for new learning on the job. In the current case study, we center on the views of partakers' in successful and failed technology challenging projects, and examine the importance of maintaining and managing a project's spirit, regardless of the level of spirit partakers bring to the project, and irrespective of the satisfying level of the technical challenge. The project cases highlight the value of managing employees' emotions, attitudes and behavioral norms that are focused on expected project outcomes, termed spirit, in technology challenging projects. Qualitative findings imply that leaders can be trained to execute behaviors that generate spirit in high-tech projects, which boosts contextual performance behavior and increases success.

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

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

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Nouh Meshref, Ahmed, E. A. Elkasaby, and Omnia Wageh. "Identifying Innovative Reliable Criteria Governing the Selection of Infrastructures Construction Project Delivery Systems." Open Engineering 11, no. 1 (January 1, 2021): 269–80. http://dx.doi.org/10.1515/eng-2021-0028.

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Abstract No doubt that the most vital issues to achieve a great success project are the choice of best suitable project delivery methods. According to the experience of project management staff, the delivery of the project is chosen. However, that leads to similar repetitive issues, for example, exceeding the cost of the project and exceeding the project's schedule, and that's what many projects face. It is difficult to develop the management of the recurring issues of the project because there is no awareness of delivery methods. The efficiency of project implementation is greatly affected by selecting the appropriate delivery method. Fuzzy data at early stages of construction projects leads to the fuzzy decision of selection a suitable type to deliver the project contract. In this study, the main purpose was to determine the comprehensive criteria that significantly influence the selection of infrastructures construction project delivery systems. These criteria will aid decision making process more comprehensive and effective innovation tool to choose the reliable Infrastructures Project Delivery System.

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Jaafari, Ali. "Life-Cycle Project Management: A Proposed Theoretical Model for Development and Implementation of Capital Projects." Project Management Journal 31, no. 1 (March 2000): 44–52. http://dx.doi.org/10.1177/875697280003100107.

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Facility delivery has been traditionally the focus of project management in capital projects. The current body of knowledge, project administrative systems, and the associated model contracts support the delivery of physical facilities with limited focus on original business objectives, or market dynamics. There is an increasing realization that the main focus should be on the creation of a viable business entity of which the facility forms only one part. When focus is shifted from the delivery of the physical facility to the creation of a business to service project objectives, it becomes clear that the traditional project delivery approaches will have to give way to a new system in which project life-cycle objectives will be the basis for decision-making throughout the project's life. Under this method, the project participants assume partial responsibility for the viability of the project over its operational life. A simplified form of sharing risks/rewards, known as a project alliance, is already popular. Capital projects are technology based, and few projects can be competitive without significant innovation in their conceptualization, implementation, and operation. This also provides the additional argument that project life-cycle objectives should be the basis for project development and management.

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Gera, Jaya, and Harmeet Kaur. "Dynamics of Pledge Behavior of Crowdfunded Projects." International Journal of Information Technology Project Management 8, no. 1 (January 2017): 72–86. http://dx.doi.org/10.4018/ijitpm.2017010105.

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This paper aims to provide ways to enhance overall performance of crowdfunding platforms by improving success prospects of projects post-launch. Pledge behavior at the initial stages of project launch is a key indicator of project success. So, this work identifies projects to be promoted on basis of their pledge behavior at such a crucial phase. The time series of pledge amount is analyzed to understand dynamics of funding pattern and to predict a project's chances of successful funding. Statistical analysis was performed on two different datasets of projects launched over crowdfunding platform Kickstarter. The results obtained provide better understanding of the funding pattern of successful and unsuccessful projects. On the basis of behavior pattern, projects are classified as overfunded, funded, potential and low potential. To classify a project, Euclidean distance of the target project with median of the funding pattern of different categories is used to find closest category to which a project belongs. This process is effective and less expensive in terms of computation.

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Irfan, Muhammad, Sanam Zaib Khan, Nasruddin Hassan, Mazlan Hassan, Muhammad Habib, Salma Khan, and Hadi Hassan Khan. "Role of Project Planning and Project Manager Competencies on Public Sector Project Success." Sustainability 13, no. 3 (January 29, 2021): 1421. http://dx.doi.org/10.3390/su13031421.

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Even though the world has progressed exponentially, the core reasons for the failure of many public sector projects remain the same, i.e., the poor planning and competency of a project manager. Therefore, it becomes essential even in the contemporary world to assess and evaluate a model that determines the effect of planning and the project manager’s competency on the success of public sector projects. Moreover, the present study aims to assess the role of project planning and the project manager’s competency in project success in the context of project management methodology defined by the Project Management Institute. In the current survey-based study, a sample of 260 project engineers, from the public sector organizations operating in Balochistan, that were engaged in projects was taken in order to understand the relationship between the constructs. Quantitative data were collected to address the proposed hypotheses using the partial least squares structural equation modeling technique. It was inferred from the findings that planning and competency have a significant positive impact on the success of public sector projects. Among the two, it was determined that planning for public sector projects has a greater role in the success of projects. Therefore, it is concluded based on the results of the study that in future, due consideration should be given to planning and the abilities of a project manager.

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Amohamed, Ahmed. "Project Planning as Initial Step for Successful Project." Lecture Notes on Software Engineering 3, no. 3 (2015): 234–37. http://dx.doi.org/10.7763/lnse.2015.v3.197.

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De Rezende, Leandro Bolzan, Paul Blackwell, and Marcio Denys Pessanha Gonçalves. "Research Focuses, Trends, and Major Findings on Project Complexity: A Bibliometric Network Analysis of 50 Years of Project Complexity Research." Project Management Journal 49, no. 1 (February 2018): 42–56. http://dx.doi.org/10.1177/875697281804900104.

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This article analyzes the project complexity research field using bibliometric analysis. The field evolved in three waves (prior to 1985, between 1990 and 2004, and after 2005) from several disconnected seminal works, to a more centralized discussion that began based on efforts to characterize and classify complex projects to focus on the developing models and frameworks that, considering aspects of uncertainty and dynamics, supported managers to adapt and manage their projects. The findings suggest that project complexity is defined by dimensions that include structural, uncertainty, novelty, dynamics, pace, social-political, and regulative. The findings also suggest that the focus is changing from project control to project adaptability, and it is necessary to develop capabilities to manage complex projects, not only in the organization or at the team level, but also through the project's supply chain.

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Jenkin, Tracy A., and Yolande E. Chan. "Is Project Alignment – a Process Perspective." Journal of Information Technology 25, no. 1 (March 2010): 35–55. http://dx.doi.org/10.1057/jit.2009.10.

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Information system (IS) project alignment has been defined as the degree to which an IS's project deliverables are consistent with the project's objectives, which are shaped by the organization's IS strategy. These objectives may change as the project unfolds, reflecting emergent opportunities, limitations, and strategy (Jenkin and Chan, 2005). The IS project alignment process refers to the sequence and flow of events that lead to project alignment and, thus, strategy execution. To develop an understanding of project alignment processes – how IS projects become aligned or misaligned – this study examines nine projects across two organizational settings to analyze the key events and processes of project alignment. By analyzing three different project patterns using different organizational metaphors, this study explains evidence contradicting widely held beliefs about project management. Rather than planning and process maturity, the results of this study highlight the importance of executing processes, change, learning, knowing in practice, and heedful interrelating between project team members to align final project deliverables. This research, based on an empirical study, contributes to both the IS alignment and project management literatures by further developing the emerging concept of project alignment to include a process view of how to achieve alignment of final project deliverables with IS project objectives and the IS strategy.

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Journal articles on the topic 'LA (Project)'

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