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Journal articles on the topic 'Problems of project management'

Author: Grafiati

Published: 4 June 2021

Last updated: 17 February 2022

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1

Gachie, Wanjiru. "Project sustainability management: risks, problems and perspective." Problems and Perspectives in Management 17, no. 1 (2019): 313–25. http://dx.doi.org/10.21511/ppm.17(1).2019.27.

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This research aims to propose and validate research of a New Framework for integration of the concept of sustainability in projects by investigating the relationship between project and sustainability for project success. Integrating sustainability in projects is crucial metric for project success. However, the dearth in literature and the slow pace in emerging literature has left many issues unanswered regarding integration of sustainability in projects and the commitment of project teams to sustainability pillars. Therefore, this article explores the current state of sustainability, its pote

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Gobeli, David H., and Erik W. Larson. "Project Management Problems." Engineering Management Journal 2, no. 2 (1990): 31–36. http://dx.doi.org/10.1080/10429247.1990.11414571.

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Plotnikov, A. N., and D. А. Plotnikov. "Actual Problems of Project Management." Izvestiya of Saratov University. New Series. Series Economics. Management. Law 14, no. 1(2) (2014): 152–58. http://dx.doi.org/10.18500/1994-2540-2014-14-1-2-152-158.

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Livesey, Peter Vincent. "Insights of project managers into the problems in project management." Construction Economics and Building 16, no. 1 (2016): 90–103. http://dx.doi.org/10.5130/ajceb.v16i1.4600.

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A Delphi study using project managers who had managed projects in excess of $500 million was used to confirm the significance and frequency of problems resulting from the nature of projects. Using the results obtained from the Delphi study a ranking of the problems experienced in these projects was obtained by calculating a Relative Importance Index. Additionally, the Delphi panel members were asked their views concerning the need for traditional project management skills (hard skills) and team management skills (soft skills) as project size increased from below $50 million to over $500 millio

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Liu, Zhijiang, Tatyana Sakulyeva, Alexey Mikheev, and Diana Stepanova. "Management Problems in Global Crowdsourcing." Journal of Global Information Management 30, no. 3 (2022): 1–15. http://dx.doi.org/10.4018/jgim.20220701.oa3.

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The study aimed to develop recommendations for the optimization of settings in which the crowdsourcing project takes place. Findings show that crowdfunding projects are hybrid and include the elements of crowdsourcing, crowdsensing, crowdfunding, crowdworking, and crowdsourced recruitment. The predominant role of security guarantees was identified. It turned out that relations irreducible to a simple hierarchy pose many challenges. The results indicate that leading issues include the lack of financial guarantees and the likelihood of information leakage to competitors. Hence, the priority is t

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�� and O. Klimenko. "Complex Project Management: Historical Background, Problems and Approaches." Russian Journal of Project Management 3, no. 3 (2014): 4–13. http://dx.doi.org/10.12737/5780.

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This paper opens a new heading of our magazine &#34;Complex Project Management&#34; which is devoted to forming direction of project management. In the paper the complex project management�s actual problems connected with methodological basis development and formalization of knowledge and experience accumulated in this area are considered. The author discovers and specifies a concept of &#34;complexity&#34;, defines historical prerequisites of new direction emergence, reveals factors influencing projects� complexity degree, presents complexity elements classification in project

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Saleem, Farida, Imran Murtaza, Shabir Hyder, and Muhammad Imran Malik. "Public Health and Project Management: Do Projects Deliver?" International Journal of Environmental Research and Public Health 17, no. 19 (2020): 7244. http://dx.doi.org/10.3390/ijerph17197244.

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Maternal, newborn, and child health (MNCH) has remained an ever-concerning area for hospital management and researchers throughout the world. Nevertheless, in the literature, less attention is paid to developing countries. The current study identifies the problems faced by maternal newborn and child health projects at each phase. We obtained data on MNCH projects via interviews from district project managers and extracted various themes for each phase of the MNCH project. The results indicated the most significant problems faced by the MNCH project emanate from the inefficient bureaucratic str

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Thunberg, Micael, Martin Rudberg, and Tina Karrbom Gustavsson. "Categorising on-site problems." Construction Innovation 17, no. 1 (2017): 90–111. http://dx.doi.org/10.1108/ci-10-2015-0059.

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Purpose This study aims to identify and categorise common on-site problems from a supply chain management (SCM) perspective and to trace the origin of these problems in the construction project process, the supply chain or in the intersection between these processes. This allows for identification of how on-site problems affect SCM in construction projects and how they can be mitigated. Design/methodology/approach A literature review in combination with semi-structured interviews was used to identify on-site problems. This enabled triangulation and strengthened both construct validity and inte

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Belonogov, Yuri, Anna Zuikina, Anastasia Kucheva, and Daria Semenova. "Actual problems of project teams in the management of innovative projects." SHS Web of Conferences 116 (2021): 00051. http://dx.doi.org/10.1051/shsconf/202111600051.

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Management of innovative projects is carried out under conditions of a high degree of uncertainty and risk. In the absence of competent management, an innovative project is either unclaimed by the target audience, or is closed due to overspending of resources. The purpose of this research is to identify the main problems in the management of innovative projects and to offer recommendations for improving the efficiency of management. The object of the research is the management of innovative projects. The subject of the research is the main problems of project teams in innovative projects. As p

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Wu, Yun Na, Jia Li Wang, and Jiang Shuai Li. "Energy Project Portfolio Management System Construction." Advanced Materials Research 211-212 (February 2011): 72–77. http://dx.doi.org/10.4028/www.scientific.net/amr.211-212.72.

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As increasingly complex of the energy project management, traditional project management system is not very suitable for energy projects management. Combined with unique characteristics of energy projects, this paper studies the current state of the energy project development and takes advantage of project portfolio management, builds the energy project portfolio management system which includes energy project advices, selection, evaluation, assessment and implementation. The system solves the complex problems of energy project management, and then ensures that energy projects meet the strateg

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Моргунова, Елена, Yelyena Morgunova, М. Моргунова, and M. Morgunova. "Risk Management of the Investment Project." Scientific Research and Development. Economics of the Firm 6, no. 4 (2018): 17–24. http://dx.doi.org/10.12737/article_5a572de19d81c8.44406598.

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The article presents the results of a study on risk management of an investment project, using the example of projects in the coal mining sector. Issues of identification and evaluation of project risks are considered. An integrated and holistic mechanism for understanding problems related to risk management of investment projects has been formed.

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Moor, S. Scott, and Bruce D. Drake. "Addressing Common Problems in Engineering Design Projects: A Project Management Approach." Journal of Engineering Education 90, no. 3 (2001): 389–95. http://dx.doi.org/10.1002/j.2168-9830.2001.tb00618.x.

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13

Burkov, V. N., and I. V. Burkova. "Network programming technique in project management problems." Automation and Remote Control 73, no. 7 (2012): 1242–55. http://dx.doi.org/10.1134/s0005117912070132.

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14

Davies, RMG, and RG Saunders. "Applying systems theory to project management problems." International Journal of Project Management 6, no. 1 (1988): 19–26. http://dx.doi.org/10.1016/0263-7863(88)90054-3.

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15

Baroudi, Bassam, and Randy Rapp. "Disaster Restoration Projects: A Conceptual Project Management Perspective." Australasian Journal of Construction Economics and Building - Conference Series 1, no. 2 (2013): 72. http://dx.doi.org/10.5130/ajceb-cs.v1i2.3168.

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Disaster events create significant challenges for all those involved with affected people and communities having many needs in the ensuing period. One of the major needs is that of reinstating the built environment back to its original pre-disaster condition. That is the restoration and reconstruction of damaged structures. This paper particularly focuses in on the repair and mitigation aspect. These are termed disaster restoration projects and are thought to contain many unique problems not found within conventional construction. The area of project management is continually attracting intere

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Cui, Wei, Jia Ye, Yan Lin, et al. "Japan Software Project Risk Management." Advanced Materials Research 267 (June 2011): 175–78. http://dx.doi.org/10.4028/www.scientific.net/amr.267.175.

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With the current domestic software outsourcing business with Japan's rise of a large number of outsourcing projects from Japan such as NEC, Hitachi, Toshiba and other large Japanese companies over billing, not only promoted the growth of the domestic economy, but also led to domestic software improve the overall business. In Dalian, the Dalian City party committee and government attach great importance to the development of the software industry, software industry has become the revitalization of old industrial bases to accelerate the economic development of Dalian's one of the important strat

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Tulembayev, Alizhan, Shynara Jumadilova, Aliya Adilova, and Dina Seidaliyeva. "Introducing project management system into enterprises of defense industry in Kazakhstan." Problems and Perspectives in Management 17, no. 2 (2019): 527–40. http://dx.doi.org/10.21511/ppm.17(2).2019.41.

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Currently, active work is underway to introduce a project-based approach to the management of new product production processes. However, even if the need to implement project management is undeniable, the question arises of the pitfalls in implementing these innovations into the defense enterprises. Based on this, this work aims to determine organizational problems of implementing project management system into an enterprise of the defense industry. The following methods were used to collect data: in-depth interviews with employees of the company, taking a direct and key part in the PM process

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18

Khan, Jamshed Hasan. "Project Management Approaches at Techlogix." Asian Case Research Journal 08, no. 01 (2004): 1–35. http://dx.doi.org/10.1142/s0218927504000441.

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This case examines the different project management approaches at Techlogix. Some are highly structured and formal while others are relatively unstructured and informal. The Engyro project involved the development of an Applications Service Provider (ASP) Payments System through a highly structured formal project management system, which created few problems in terms of product specification changes and development. However, a Financial Management System (FMS) developed for the Government of Guam through a relatively unstructured and informal project management approach proved to be a bad expe

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Maniar, H. "Contingency Management in Indian Construction Projects." Journal of Construction Business and Management 4, no. 2 (2020): 11–24. http://dx.doi.org/10.15641/jcbm.4.2.840.

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The successful completion of Indian construction projects possesses an inherent uncertainty due to the nature of the construction industry along with prevailing tepid recovery of the Indian economy, which has made it difficult for construction companies to achieve required operational and financial performance. This necessitates having accurate project cost estimation and efficient contingency management to shield unknown project risk and address cost overrun problems. Therefore, this study aims to assess the current state, the issues faced in contingency management and evaluating the effectiv

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

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The development of hydroelectric power plant is one of the efforts in utilising water resources for people’s welfare by generating the energy for electricity purpose. Nowadays, the installed capacity of hydro electric power plants is 3,529 MW from the total installed capacity 24,846 MW from various power plants owned by PT PLN (Persero) and the hydropower potential 75,000 MW all over Indonesia. Hydroelectric power plant has complex structures and involves large amounts of capital with a long-running construction period. This situation imposes uncertainty factors with considerably high risks. T

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Polianskii, Аndrey, and Darya Chukalova. "Software product management: planning tool integration." MATEC Web of Conferences 311 (2020): 02011. http://dx.doi.org/10.1051/matecconf/202031102011.

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The article discusses the problems of using software for project management and calculating the complexity of design work on the example of planning projects for the production of software products. Approaches to using project management standards and the project subject area to form a work breakdown structure, calculating the complexity of individual work packages and the project as a whole are investigated, requirements for integration software are formulated.

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22

Malik, A. M., S. Z. Zhaleleva, and A. A. Pasternak. "Project management in state regulation: problems and solutions." Journal of Economic Research & Business Administration 130, no. 4 (2019): 135–44. http://dx.doi.org/10.26577/be-2019-4-e13.

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23

Zinoviev, S. S. "PROBLEMS OF PROJECT MANAGEMENT IN THE AVIATION INDUSTRY." EurasianUnionScientists 10, no. 60 (2019): 66–70. http://dx.doi.org/10.31618/esu.2413-9335.2019.10.60.66-70.

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POLZUNOVA, N. N., I. S. POLZUNOV, and T. A. SUKHAREVA. "PROBLEMS OF IMPLEMENTING PROJECT MANAGEMENT IN SMALL BUSINESS." EKONOMIKA I UPRAVLENIE: PROBLEMY, RESHENIYA 2, no. 4 (2020): 48–53. http://dx.doi.org/10.36871/ek.up.p.r.2020.04.02.008.

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Small business plays a huge role in the development of economic systems at various levels. The external environment affects the processes occurring in small business organizations, setting more and more new tasks. The project approach allows for timely and flexible solution to these problems. Small businesses face difficulties in implementing project management in their operations. The article discusses the problems asso-ciated with the implementation of project management in the activities of small businesses. Measures aimed at solving the identified problems are given.

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�� and Maria Kharitonova. "Complex Project Management: Historical Background, Problems and Approaches." Russian Journal of Project Management 3, no. 4 (2014): 3–14. http://dx.doi.org/10.12737/6665.

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The project management becomes more and more popular nowadays and is widely used around the world. As the science is only formed, it is obvious that its some areas are well developed, and some other ones lack for attention, contain contradictions, problems, weak places. At the moment a great deal of interesting researches is published in scientific magazines. However, despite it, today there is no structured information on the science�s status and development directions. This work purpose is to allocate the main tendencies of project management�s scientific development. An analysis related to

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Fu, Ching‐Chun, and Hsiao‐Fan Wang. "Operation strategies for scheduling problems in project management." Journal of the Chinese Institute of Engineers 19, no. 4 (1996): 515–21. http://dx.doi.org/10.1080/02533839.1996.9677814.

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Icmeli, Oya, S. Selcuk Erenguc, and Christopher J. Zappe. "Project Scheduling Problems: A Survey." International Journal of Operations & Production Management 13, no. 11 (1993): 80–91. http://dx.doi.org/10.1108/01443579310046454.

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A survey of project scheduling problems since 1973 limited to work done specifically in the project scheduling area (although several techniques developed for assembly line balancing and job‐shop scheduling can be applicable to project scheduling): the survey includes the work done on fundamental problems such as the resource‐constrained project scheduling problem (RCPSP); time/cost trade‐off problem (TCTP); and payment scheduling problem (PSP). Also discusses some recent research that integrates RCPSP with either TCTP or PSP, and PSP with TCTP. In spite of their practical relevance, very litt

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Korneeva, I. V., and D. S. Timokhina. "Human resource management in projects: problems and solutions." Normirovanie i oplata truda v promyshlennosti (Rationing and remuneration of labor in industry), no. 3 (March 16, 2021): 46–52. http://dx.doi.org/10.33920/pro-3-2103-05.

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In the field of project management, an important part is the study of project human resource management — a logical and strategic approach to project human asset management. The purpose of this aspect is to guide and coordinate the activities of the project team.

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Venter, Fred. "Project management in Ghana: expectations, realities and barriers to use." Journal for Transdisciplinary Research in Southern Africa 1, no. 1 (2005): 20. http://dx.doi.org/10.4102/td.v1i1.305.

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This article reports the findings of an empirical study of the problems of developing Project Management (PM) practice in Ghanaian organisations. Based on previous research and survey data, the characteristics of the project life cycle (PLC) are used as a basis to examine the nature, type and severity of the problems encountered by organisations implementing projects. It is also used to determine the extent and relevance of PM usage: concepts, methods and application. It is concluded that although PM is important, legitimate and relevant, its practice in Ghana has been fraught with problems. S

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Uusitalo, Petteri, Olli Seppänen, Antti Peltokorpi, and Hylton Olivieri. "Solving design management problems using lean design management: the role of trust." Engineering, Construction and Architectural Management 26, no. 7 (2019): 1387–405. http://dx.doi.org/10.1108/ecam-03-2018-0135.

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Purpose Although prior studies have noted the importance of trust for project performance, research remains scant on describing the role of trust when using lean design management (LDM) in projects. The purpose of this paper is to explore the connection between LDM and interpersonal trust in solving construction projects’ design management problems. Design/methodology/approach A qualitative study was conducted that included 29 trust- and LDM-themed semi-structured interviews in the USA (California), Brazil and Finland; 11 focus group discussions were also organized to validate the interview fi

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Kisielnicki, Jerzy. "Project Management in Research and Development." Foundations of Management 6, no. 3 (2014): 57–70. http://dx.doi.org/10.1515/fman-2015-0018.

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Abstract Implementation of R&D projects determines whether the organization is changing and becoming fully competitive. R&D projects are the basis for innovation policy at the macro level - the state - and the micro level - the organization. Management of R&D projects requires not only high level of skills, but knowledge of highly developed tools to support the development of the organization. In managing this type of project, methods such as management competence, talent and knowledge, knowledge of modern information, and communication technology, stand out. In this study the foll

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Sammon, David, and Frederic Adam. "Project preparedness and the emergence of implementation problems in ERP projects." Information & Management 47, no. 1 (2010): 1–8. http://dx.doi.org/10.1016/j.im.2009.09.002.

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Othman, Idris, Madzlan Napiah, and Narayanan Sambu Potty. "Resource Management in Construction Project." Applied Mechanics and Materials 567 (June 2014): 607–12. http://dx.doi.org/10.4028/www.scientific.net/amm.567.607.

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Construction projects experience various problems and complex factors such as cost, duration, quality and safety. Construction sector is diverse as it contains sub-contractors, contractors, consultants, architects, owners, and others. The aim of this paper is to identify and analyze resource management issues in construction project. Other than that is to ascertain the significance of the resource management as one of the key element in construction project success. A literature review and a questionnaire survey were done for data collection and analyzed using Relative Importance Index and Cro

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Kaczorowska, Anna, Sabina Motyka, and Jerzy Zieliński. "Management of Projects Realization Process in Enterprises of ICT Sector." Applied Mechanics and Materials 791 (September 2015): 81–88. http://dx.doi.org/10.4028/www.scientific.net/amm.791.81.

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The article comprises the characteristics of projects within Information and Communication Technology (ICT), indicates some problems occurring during the implementation of such projects and involves their success factors. Sources of problems are perceived mostly in a poor adjustment of internal organization of ICT sector enterprises to assure appropriate support for the project team, too low flexibility of traditional methods of ICT project implementation and organization processes. Project implementation is considered from the ICT sector enterprises point of view, and the indicated factors of

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Chen, Toly, and Yu-Cheng Wang. "An Integrated Project Management System for Facilitating Knowledge Learning." International Journal of Enterprise Information Systems 8, no. 2 (2012): 30–51. http://dx.doi.org/10.4018/jeis.2012040103.

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Numerous difficulties and problems are associated with learning in a project. To tackle these problems, in this paper, an integrated project management model is constructed for facilitating knowledge learning. First, the depth of a professional or management skill is defined and evaluated using the analytic hierarchical procedure. A project cannot start until the depth of every necessary skill reaches a certain level. There is also stepwise increase in the scores of successive projects. A systematic procedure composed of fifteen steps is then embedded in the system to facilitate project learni

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Zhang, Ya Ni. "Design of the Whole Life-Cycle Information Management Mechanism of Project." Applied Mechanics and Materials 556-562 (May 2014): 6544–47. http://dx.doi.org/10.4028/www.scientific.net/amm.556-562.6544.

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Corporate faces problems such as resource limitation and conflicts, information deficiency and that the project document management fails to meet the company’s requirements, and so on, in order to solve these problems. This paper emphasizes the importance of managing projects by stages, studies and tries to design the lifecycle model of project management. Also, using multi-hierarchy grey comprehensive evaluation method, this paper evaluates and compares the project activities which have resource conflicts. The application of the system in practical project management verifies the efficiency o

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Wang, Xiao Hui, Hong Nan Li, Jun Liu, Shao Hua Jiang, and Hong Chao Ma. "Study and Application of Information Management System for Government-Invested Construction Projects." Applied Mechanics and Materials 357-360 (August 2013): 2445–53. http://dx.doi.org/10.4028/www.scientific.net/amm.357-360.2445.

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Government-invested construction projects have their own characteristics, and effective management can be achieved only by adopting corresponding appropriate management approaches. The characteristics of government-invested construction project management and corresponding serious problems existed in present management are analyzed and summarized at first. Secondly, the countermeasures to above problems are put forward. Then, an information management system framework for government-invested project management is proposed on the basis of the foregoing work. This framework can realize the fusio

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Kraft, Theresa A., and Annette L. Steenkamp. "A Holistic Approach for Understanding Project Management." International Journal of Information Technologies and Systems Approach 3, no. 2 (2010): 17–31. http://dx.doi.org/10.4018/jitsa.2010070102.

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Companies invest significant sums of money in major Information Technology (IT) projects, yet success remains limited. Despite an abundance of IT Project Management (ITPM) resources available to project teams, such as the Project Management Institute (PMI) Body of Knowledge, IT standards and IT governance, a large percentage of IT projects continue to fail and ultimately get scrapped. Recent studies have shown an average of 66% IT project failure rate, with 52% of the projects being cancelled, and 82% being delivered late. The purpose of this research was to provide a way for uncovering potent

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ERLYGINA, E. G., and I. I. SAVEL’EV. "CREATING A CORPORATE PROJECT MANAGEMENT SYSTEM IN AN ORGANIZATION." EKONOMIKA I UPRAVLENIE: PROBLEMY, RESHENIYA 2, no. 7 (2020): 49–54. http://dx.doi.org/10.36871/ek.up.p.r.2020.07.02.007.

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Project approach in enterprise management is an important aspect in the company s performance which allows maintaining the company's leadership position in its field of activity. In this regard, the corporate project management system is an effective tool for managing the company's activities. The paper presents a possible typology of organizational projects, defines the place of project management in the strategic process of the organization. The classification of projects by main areas of activity is given. The problems of the project management system are considered and measures are develop

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Burkova, Irina, Boris Titarenko, Amir Hasnaoui, and Roman Titarenko. "Resource allocation problem in project management." E3S Web of Conferences 97 (2019): 01003. http://dx.doi.org/10.1051/e3sconf/20199701003.

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Resource allocation problems in project management are notoriously complex. Therefore the development of efficient algorithms for solving various specific cases is a real problem. This paper shows a specific case of the problem, where a program has a particular structure. The resource allocation problem in such a program is reduced to classical Johnson’s problem or job-shop scheduling problem. Effective solution methods, by way of reducing to maximum flow problems, are suggested for some types of resources. For other cases, heuristic rules are developed, with a description of the situations in

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Dippelreiter, Birgit, and Michael Püttler. "Scenarios for Evaluating a Semantic Project Management Approach." Scientific Journal of Riga Technical University. Computer Sciences 43, no. 1 (2011): 65–71. http://dx.doi.org/10.2478/v10143-011-0009-2.

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Scenarios for Evaluating a Semantic Project Management ApproachKnowledge regarding closed projects is not sufficiently reused while planning new projects to improve the quality of project management processes. The reason is that current project management systems mainly support the ongoing project phase and do not explicitly consider the initiating and closing phase of a project management life cycle. By implementing semantic technologies within an existing open source project management system, these weaknesses can be improved. This system incorporates and links historical project knowledge t

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Cooke-Davies, Terry, Svetlana Cicmil, Lynn Crawford, and Kurt Richardson. "We're not in Kansas Anymore, Toto: Mapping the Strange Landscape of Complexity Theory, and Its Relationship to Project Management." Project Management Journal 38, no. 2 (2007): 50–61. http://dx.doi.org/10.1177/875697280703800206.

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Both practitioners and researchers in the field of project management have referred to problems caused by complexity or problems of particular significance to complex projects. In different scientific disciplines investigations into the behavior of complex dynamical systems are revealing insights that, taken together, amount to a challenge to the prevalent Cartesian/Newtonian/Enlightenment paradigm from which the practice of project management has emerged. Concepts such as nonlinearity, emergence, self-organization, and radical unpredictability have major implications for the uncodified paradi

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Kulikauskienė, Roma. "PROJECT MANAGEMENT IN UPPER-SECONDARY SCHOOL." ŠVIETIMAS: POLITIKA, VADYBA, KOKYBĖ / EDUCATION POLICY, MANAGEMENT AND QUALITY 1, no. 1 (2009): 36–41. http://dx.doi.org/10.48127/spvk-epmq/09.1.36.

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The present school feels lack of qualified and competent staff. The success of school activities de-pends on the competence of teachers as they are responsible for the quality of students’ qualification. Due to the absence of any structure of activities, a teacher plays different roles including the development of indi-vidual curricula and improvement of school activities. They also work as advisers on the learning process and professional career, the evaluators of internal audit, launch projects, participate in international events etc. The project concentrates and involves school community,

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WILKINSON, SUZANNE. "An analysis of the problems faced by project management companies managing construction projects." Engineering, Construction and Architectural Management 8, no. 3 (2001): 160–70. http://dx.doi.org/10.1108/eb021178.

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Zhang, Ying, and Li Hui Xiong. "Research on Problems and Improvement Strategies of Government Investment Project Management." Applied Mechanics and Materials 584-586 (July 2014): 2322–25. http://dx.doi.org/10.4028/www.scientific.net/amm.584-586.2322.

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In recent years, governments at all levels invested unprecedented development in China, a large number of municipal engineering, infrastructure and industrial projects have been launched, government investment has greatly promoted economic growth. In the construction of urbanization in China in the future, government investment should not be underestimated. However, due to various reasons, the government investment project management exist many problems, which is not conducive to the preservation and appreciation of state assets, and which restricts the efficiency of resource use improvement.

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Livesey, Peter Vincent. "Goleman-Boyatzis Model of Emotional Intelligence for Dealing with Problems in Project Management." Construction Economics and Building 17, no. 1 (2017): 20–45. http://dx.doi.org/10.5130/ajceb.v17i1.5101.

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As projects grow in size and complexity the sizes of teams needed to manage them also increases. This places greater emphasis on the need for the project manager to develop people management skills, commonly called soft skills, of which emotional intelligence (EI) has been recognised as an important component. The objective of this research was to investigate the relevance of the Goleman-Boyatzis model of EI in dealing with the problems in large projects identified via a literature review. To achieve this end, a Delphi study using project managers who had been involved in the management of pro

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Galli, Brian J. "The Application of Systems Engineering to Project Management." International Journal of System Dynamics Applications 9, no. 1 (2020): 81–106. http://dx.doi.org/10.4018/ijsda.2020010105.

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This study investigated the application of systems engineering to project management. There is an increasing complexity to modern projects, and lifecycle-focused project management displays the inability to manage the risks associated with increased project complexity. A more adequate approach to these issues is presented in the systems engineering processes. It was proposed that the application of systems engineering concepts will allow improve the management of complex projects and the mitigation of risks. Additionally, qualitative research conducted via the collection and analysis of credib

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Krane, Hans Petter, Asbjørn Rolstadås, and Nils O. E. Olsson. "A Case Study of How Stakeholder Management Influenced Project Uncertainty Regarding Project Benefits." International Journal of Information Technology Project Management 3, no. 2 (2012): 21–37. http://dx.doi.org/10.4018/jitpm.2012040102.

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The influence of stakeholders and stakeholder management on project uncertainty is examined, and particularly uncertainty regarding functionality delivered by projects. The case studies, two projects in the Norwegian Rail Authority (Jernbaneverket), included interviews with representatives of internal and external stakeholders and also examination of project documentation. In addition, conflicts and use of power between stakeholders in the projects were studied. The projects actively managed relations with external stakeholders, thereby reducing the risks of negative media attention and neighb

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Cha, Jonghyuk, Mike Newman, and Graham Winch. "Revisiting the project management knowledge framework." International Journal of Managing Projects in Business 11, no. 4 (2018): 1026–43. http://dx.doi.org/10.1108/ijmpb-11-2017-0147.

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PurposeThis paper highlights that extant project management (PM) bodies of knowledge have not fully addressed organisational transformation enabled by information systems projects. The purpose of this paper is to examine the transformation context in the PM disciplines. The authors argue that the execution-oriented PM bodies of knowledge are limited, as they place too much emphasis on the delivery outputs by the supplier rather than the achievement of beneficial outcomes by the project owner.Design/methodology/approachAs a conceptual paper, this paper reviews extant PM bodies of knowledge, lif

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Weshah, Nesreen, Wael El Ghandour, George Jergeas, and Lynne Cowe Falls. "Factor analysis of the interface management (IM) problems for construction projects in Alberta." Canadian Journal of Civil Engineering 40, no. 9 (2013): 848–60. http://dx.doi.org/10.1139/cjce-2012-0531.

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Interface management (IM) is one of the major keys for construction project success. The severity of interface problems for different projects does not only delay the project, but also impacts overall project performance. This paper is an extension of a previous work that defined major IM problems in Alberta’s construction projects. This research study intended to investigate, identify, and classify interface problem factors in Alberta’s construction projects. The study included four stages. The first stage was a comprehensive literature review, pilot studies and face-to-face interviews in ind

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