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Journal articles on the topic 'Project cycle management'

Author: Grafiati
Published: 4 June 2021
Last updated: 13 February 2022

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1

Altunel, Haluk. "Agile Project Management in Product Life Cycle." International Journal of Information Technology Project Management 8, no. 2 (April 2017): 50–63. http://dx.doi.org/10.4018/ijitpm.2017040104.

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Agile project management methodologies are becoming more popular day by day. They provide flexibility and adaptability to customers and project teams in terms of planning and competition. Due to these benefits, the share of the agile managed projects has been increasing. Most of the agile projects are executed on products. On the other hand, every product has a life cycle. Just as living beings, it is born, it grows/changes, matures, loses ground and completes its life and dies. The stages that define the product life in this way were put forth in The Product Life Cycle Theory. One or generally more projects and various operational works accompany the product throughout the product life. In this study, the effects of applying agile project management principles on product's life cycle are analyzed. In order to receive effective results from the agile project that accompany the product, project is suggested to be divided into phases and these phases are proposed to be differentiated according to the stage of the product. Furthermore, Product Life-time Project concept is introduced with agile methodologies. It reserves a project and its team to a specific product during its whole life. Product Life-time Project is applied to software development and automotive industries and the results are presented and compared with the traditional approach.
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2

Burmistrov, Andrey, Maria Siniavina, and Oksana Iliashenko. "Project Management Life Cycle Models to Improve Management in High-rise Construction." E3S Web of Conferences 33 (2018): 03005. http://dx.doi.org/10.1051/e3sconf/20183303005.

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The paper describes a possibility to improve project management in high-rise buildings construction through the use of various Project Management Life Cycle Models (PMLC models) based on traditional and agile project management approaches. Moreover, the paper describes, how the split the whole large-scale project to the "project chain" will create the factor for better manageability of the large-scale buildings project and increase the efficiency of the activities of all participants in such projects.
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3

Luo, Fu Zhou, and Yan Hu Han. "Integrated Risk Management Based on Life Cycle of Engineering Project." Applied Mechanics and Materials 357-360 (August 2013): 2680–83. http://dx.doi.org/10.4028/www.scientific.net/amm.357-360.2680.

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Risk management is the key factor to projects success, while the integrated risk management based on the life cycle of engineering project is an inevitable trend. With project lifecycle management and integrated thought as theoretical basis, this paper has introduced some related concepts about the integrated risk management based on the life cycle of engineering project, constructed the risk management model based on the PRAM (project risk analysis and management) method, and has discussed integrated management of project risk, combined with the characteristics of modern engineering projects.
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4

Eggers, Hellmut W. "Project Cycle Management: A Personal Reflection." Evaluation 8, no. 4 (October 2002): 496–504. http://dx.doi.org/10.1177/13563890260620667.

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5

Gachie, Wanjiru. "Project risk management: A review of an institutional project life cycle." Risk Governance and Control: Financial Markets and Institutions 7, no. 4-1 (2017): 163–73. http://dx.doi.org/10.22495/rgc7i4c1art8.

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This article is a desktop analysis of project risk management involving a project management institutional restructuring. The pragmatic nature of this research allows for the literature review and the document analysis to be integrated and presented as both a descriptive and analytical research. The analysis demonstrates that the project committee did not proactively manage project risk. The restructuring was a change management project, entailing the implementation of many organisational changes, such as restructuring, lay-off of some part of the administrative workforce, adoption of new technology, provision of new approaches to well-established procedures, and implementation of new performance initiative, the process which should have been managed with an effective integrated risk strategy and plan. Analysis of the restructuring project risk management exhibits little evidence of a systematic (computer based or manual) record that should have provided policies, procedures, and structures for managing risk. The article concludes that the restructuring risk process was inadequate and it could not have ensured a successful project. An analysis of the restructuring project risk monitoring and control exhibits a reactive rather than proactive application of risk management procedures. The analysis further indicates that the committee failed to make use of the various project risk management processes, standards, and guidelines. Based on the conclusions, the article recommends that project risk planning, strategy, control, and monitoring should be put in place for future institutional projects. The project management team should also put in place procedures for primary stakeholders engagements, identify and address their nature of interest and power in future risk management projects.
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6

Odendaal, M. M., F. NS Vermaak, and E. Du Toit. "Cost estimation and management over the life cycle of metallurgical research projects." Southern African Business Review 19 (February 26, 2019): 137–56. http://dx.doi.org/10.25159/1998-8125/5811.

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This study investigates whether all expected costs over the life cycle of metallurgical research projects are included in initial, normal and final cost estimates, and whether these costs are managed throughout a project’s life cycle since there is not enough emphasis on the accurate estimation of costs and their management over the life cycle of metallurgical research projects. The study also determines during which phase of the life cycle of metallurgical research projects’ costs are normally determined, during which phase most of the costs are incurred, and during which phase costs are managed. Project life cycles, techniques of cost estimation and cost management are examined. 10A survey was used to gather information by means of face-to-face and telephonic interviews, as well as an electronic questionnaire. The total population of entities in South Africa that conduct metallurgical research projects is small, numbering only 12 in all. The ten entities that conducted the largest metallurgical research projects in terms of average size were selected for this study. 11The conclusion drawn from the survey was that all costs over the life cycle of metallurgical research projects are not taken into account in the initial cost estimate of a project. Costs are mainly managed during the growth phase of a project and not during the introduction phase, when 80% of the costs are normally committed. The implication of this is that cost estimates for metallurgical research projects may not be accurate and costs are not necessarily managed properly throughout the life cycle of such projects. This may lead to cost overruns of project budgets, project budgets being depleted before the delivery stage and research sections running at a loss.
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7

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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8

Cha, Jonghyuk, and Eunice Maytorena-Sanchez. "Prioritising project management competences across the software project life cycle." International Journal of Managing Projects in Business 12, no. 4 (December 2, 2019): 961–78. http://dx.doi.org/10.1108/ijmpb-11-2017-0145.

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Purpose The purpose of this paper is to investigate the relative importance of project management (PM) competences across the different stages of a software project life cycle to identify competence development gaps and opportunities. Design/methodology/approach A deductive and quantitative approach was adopted to address the research questions with a web-based survey for data collection. Findings After reviewing the context of competences and PM competences, the importance of the PM competences overall and for specific stages in the project life cycle was analysed. The result highlights that functional and meta-competences are perceived to be the most important competence dimensions for software project practitioners. Originality/value This study makes three contributions. First, it consolidates PM competences into a set of 20 within four competence dimensions. Second, it prioritises these competences across the software project life cycle. Third, it identifies the significance of the inter-relationship between PM competences and project life cycle to reveal PM competence development gaps and opportunities.
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9

Eggers, Hellmut. "The Integrated Approach to project cycle management." Project Appraisal 7, no. 1 (March 1992): 3–10. http://dx.doi.org/10.1080/02688867.1992.9726833.

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10

Eggers, Hellmut. "Integrated project cycle management: roots and perspectives." Project Appraisal 9, no. 1 (March 1994): 59–65. http://dx.doi.org/10.1080/02688867.1994.9726929.

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11

Jaafari, A. "Concurrent Construction and Life Cycle Project Management." Journal of Construction Engineering and Management 123, no. 4 (December 1997): 427–36. http://dx.doi.org/10.1061/(asce)0733-9364(1997)123:4(427).

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12

G. B, Abhinand, Abhinav Agrawal, and Dr Prashant S H. "A Review of Project Life Cycle Management." IARJSET 8, no. 6 (June 30, 2021): 546–50. http://dx.doi.org/10.17148/iarjset.2021.8695.

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13

Gusakova, Elena. "Development of high-rise buildings: digitalization of life cycle management." E3S Web of Conferences 33 (2018): 03063. http://dx.doi.org/10.1051/e3sconf/20183303063.

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The analysis of the accumulated long-term experience in the construction and operation of high-rise buildings reveals not only the engineering specificity of such projects, but also systemic problems in the field of project management. Most of the project decisions are made by the developer and the investor in the early stages of the life cycle - from the acquisition of the site to the start of operation, so most of the participants in the construction and operation of the high-rise building are far from the strategic life-cycle management of the project. The solution of these tasks due to the informatization of management has largely exhausted its efficiency resource. This is due to the fact that the applied IT-systems automated traditional "inherited" processes and management structures, and, in addition, they were focused on informatization of the activities of the construction company, rather than the construction project. Therefore, in the development of high-rise buildings, the tasks of researching approaches and methods for managing the full life cycle of projects that will improve their competitiveness become topical. For this purpose, the article substantiates the most promising approaches and methods of informational modeling of high-rise construction as a basis for managing the full life cycle of this project. Reengineering of information interaction schemes for project participants is considered; formation of a unified digital environment for the life cycle of the project; the development of systems for integrating data management and project management.
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14

Schaufelberger, John. "Life Cycle Project Management: A Systems Approach to Managing Complex Projects." Construction Management and Economics 27, no. 9 (September 2009): 901. http://dx.doi.org/10.1080/01446190903171188.

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15

Doloi, Hemanta Kumar, and Ali Jaafari. "Toward a Dynamic Simulation Model for Strategic Decision-Making in Life-Cycle Project Management." Project Management Journal 33, no. 4 (December 2002): 23–38. http://dx.doi.org/10.1177/875697280203300404.

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This paper argues that process simulation technology is an added facility in the quest for optimizing project decisions based on market and external uncertainties associated with the project's environment. The authors put forward a dynamic simulation modeling system (DSMS) as a tool for proactive and optimal decision-making in the project life cycle. DSMS is geared toward representing generic processes with a hierarchical and modular model structure. DSMS facilitates the optimization of technical and operational functionality during development and operation phases of projects. Project life-cycle objective functions are the basis for decision-making throughout the project's life. The paper reviews the limitations of the current systems’ ranges and capabilities. A review of the existing simulation techniques leads to a discussion on the need for setting up an integrated model to encompass the entire project life cycle. Details of the system are described, and a case study is used to demonstrate its capabilities.
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16

Савченко, Яна, and Анна Харланова. "Разработка компонентов корпоративной системы управления проектами с учетом стадии жизненного цикла организации." ИЗВЕСТИЯ ДАЛЬНЕВОСТОЧНОГО ФЕДЕРАЛЬНОГО УНИВЕРСИТЕТА. ЭКОНОМИКА И УПРАВЛЕНИЕ, no. 2 (2020): 81–93. http://dx.doi.org/10.24866/2311-2271/2020-2/81-93.

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В исследовании определены требования к моделям жизненного цикла организации, позволяющим сформировать адекватную корпоративную систему управления проектами и получить максимальный эффект от ее использования. Выявлены наиболее подходящие для поставленных целей модели жизненного цикла. Определен состав и содержание компонентов корпоративной системы управления проектами на разных стадиях жизненного цикла организации. The application of various life cycle models in the company development is becoming more widespread. When a company realizes at what stage of its life cycle it is, it can adjust its behavior, avoid traps and develop the appropriate strategies. Relevant management decisions are to be made and specific management tools are required at each stage of the organization life cycle. Project management is no exception. A specific set of approaches and methods of project management is essential at each stage of the organization life cycle. A certain level of the project management system development is inherent to each stage of the organization life cycle. The organization life cycle theory and project management were the theoretical and methodological background of the investigation. The study presents the analysis of various models of the organization life cycle according to their features in the process of developing the corporate project management system and its individual components. The requirements to the life cycle model, which allows forming an adequate corporate project management system and get the maximum effect from its application, were determined. The life cycle models that are most suitable for the set goals were identified. These were the Adizes life cycle model and the Chernov model. The requirements for the components of the corporate project management system at different stages of the organization's life cycle were specified. The study found that the implementation of project management system components is most effective in the period from the stage of "youth" to the stage of "aristocracy" in accordance with the model of the Adizes life cycle. It is at these stages that it is essential for the company to introduce the methodology and formalize project and program management processes. The necessity for setting up a full-fledged project management system for the company appears at the stage of “stability” and it is at this stage that it has all the resources required for implementing the system.
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17

Coetzee, Jos, Frederik J. Mostert, and Jan Hendrik Mostert. "The management process of project risk in South Africa." Corporate Ownership and Control 8, no. 2 (2011): 285–95. http://dx.doi.org/10.22495/cocv8i2c2p5.

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As enterprises need to remain financially viable and competitive in a business environment which changes continuously, projects are of prime importance to assist the transformation process. Executive managers should therefore play a proactive role by handling project risks during the project life cycle to ensure the successful completion of projects. The objective of this research embodies the improvement of financial decision-making concerning the management of project risk. To achieve this objective, attention is paid, amongst others, to the project life cycle, the importance, duration and re-evaluation of the phases of the management process of project risk, the techniques used to identify, as well as analyse project risks, and alternative response strategies used when handling project risk. The various aspects mentioned will be addressed by means of a literature study and an empirical survey.
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18

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 of the research method discussed in this paper.
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19

Fakhravar, Hengameh, and Monier Madison Ouabira. "Effective Project Management and the Role of Quality Assurance throughout the Project Life Cycle." European Journal of Engineering and Technology Research 6, no. 5 (July 29, 2021): 84–88. http://dx.doi.org/10.24018/ejers.2021.6.5.2345.

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Quality is a fundamental requirement in effective project management. Effective project management entails a steady focus on quality management as well as achievement of all user requirements as defined during the requirements engineering phase of project implementation. Quality assurance must be executed throughout the project development cycle as a new normal in reducing errors and challenges during project development. Conducting quality assurance throughout the project development cycle has many benefits to both the project as well as the project development team. Understanding the research approach to use is critical in achieving high-quality findings in projects. There is a need to understand how to utilize deductive, inductive, and abductive research reasoning when conducting project implementation.
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20

Kudrevatykh, Vladimir V. "Research of requirement management features in the field of project management in a full-cycle engineering company." Vestnik MGSU, no. 8 (August 2020): 1175–90. http://dx.doi.org/10.22227/1997-0935.2020.8.1175-1190.

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Introduction. Organizational development and practice of the project management system implementation is of particular interest to engineering companies that implement complex and multi-stage design and construction projects having a complex structure, a large number of stakeholders and a high degree of result individualization. In this case, a situation often arises when processes are formalized, which means that a certain list of regulatory documents are developed in which project contributors, their activities, authority and responsibility, a sequence of actions to be performed, templates of project documents, etc. are defined, but in practice these requirements are not fulfilled or not fulfilled in full. The research problem is that approaches to the formation of a project management system do not offer a universal mechanism applied to monitor the compliance with project management requirements established by inhouse regulatory documents. As a result, project contributors resist such requirements in some companies. The subject of the study is the development of a tool designated for the monitoring of compliance with regulatory documents in the field of project management in a full-cycle engineering company. Materials and methods. The method of process modeling and reengineering, statistical analysis, and the requirements management methodology were applied. Results. Features of project management in engineering companies are outlined. Research results obtained in terms of adapting the requirement management methodology and engineering project quality are analyzed. The target scheme that applies to project management quality control and project audit processes was performed. The toolkit for the project management quality control was developed and a list of indicators was formulated. The analysis of statistics on cases of failure to comply with project management quality indicators and underlying reasons is conducted. Conclusions. The project management quality control toolkit, proposed in the article, allows to analyze the compliance of project contributors with the requirements applied to project management processes formalized in a company and to increase the efficiency of various types of projects.
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Cîrţînă, Liviu Marius, Daniela Cîrţînă, and Liliana Luca. "Quality Management in Projects - Quality Planning." Applied Mechanics and Materials 657 (October 2014): 891–95. http://dx.doi.org/10.4028/www.scientific.net/amm.657.891.

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The project is defined as an ensemble coordinated by some activities accomplished in order to reach a well determined purpose, namely the project defines a process. Quality management in projects includes the processes necessary for providing the fact that the project satisfies the necessities it had been accomplished for. The quality planning function must remain present throughout the project life cycle. The settlement of the main (strategic) objective of the project and of the lower objectives together with the establishment of the methods by means of which these objectives are reached represent the quality planning in projects. After fixing quality strategic objective of the project it pass to the first major process of quality management in projects and namely to the quality of the planning projects.
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22

Loss, Leandro. "Concept Maps as a Tool for Supporting Knowledge Management in Collaborative Research Projects." Journal of Information & Knowledge Management 08, no. 03 (September 2009): 201–11. http://dx.doi.org/10.1142/s0219649209002336.

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The successful writing and management of collaborative research projects requires a common understanding of the project's objectives by all partners involved. It also requires a clear vision of the project inputs and outputs. This paper presents two case-studies where concept maps were used as a knowledge management tool in order to support both project life-cycle management and project proposal writing. Concept maps were drawn in both cases in order to describe the main activities executed in the project work packages (WPs) and to show how the WPs were linked to each other.
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23

Chaaya, Michel, and Ali Jaafari. "Cognizance of Visual Design Management in Life-Cycle Project Management." Journal of Management in Engineering 17, no. 1 (January 2001): 49–57. http://dx.doi.org/10.1061/(asce)0742-597x(2001)17:1(49).

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24

Łapuńka, Iwona, and Iwona Pisz. "Knowledge Management in the Project Life Cycle - Initial Research on Polish Smes." Foundations of Management 6, no. 2 (December 1, 2014): 67–82. http://dx.doi.org/10.1515/fman-2015-0012.

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Abstract Contemporary organizations run their activities in an environment, which might be defined as fully uncertain and turbulent. Due to variations that occur in the surrounding environment, an increased attention of management practitioners and theoreticians is paid to new management concepts frequently in an integrated version. The authors express a deep belief that consolidation of approaches to project management and knowledge management constitutes a response to challenge for modern organizations. Research into the issue was based on an attempt to determine significance of the knowledge management issue in a life of projects performed by Polish small and medium-sized enterprises (SMEs). Systemizing of desired knowledge management results in a project, from the point of view of its crucial success factors, is essentially substantiated in providing success of projects performed. Preliminary research included SMEs in construction engineering industry. The enterprises perform project- driven orders or apply a project approach in economic activities that they execute. Research conducted by the authors so far, implies, that the SME sector is characterized by a particularly low efficiency in project management. Hypothetic assumptions indicate that one of the main reasons of reaching an unsatisfactory level of project proficiency shaped mainly by processes of synchronizing and coordination of project activities, is an insufficient level of development of social, organization and technological systems and methods of capitalization, as well as transmission of useful project management knowledge. Essential function is performed by a group of selected respondents - 25 enterprises from the group of SMEs, including 5 micro enterprises, 12 small enterprises, and 8 medium-sized enterprises. Analyses performed so far, take into consideration the economic situation of SMEs in Poland.
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Cappetta, Donato. "Europrogettazione, project cycle management e logical framework approach." PROJECT MANAGER (IL), no. 18 (June 2014): 33–38. http://dx.doi.org/10.3280/pm2014-018010.

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Jaafari, Ali, and Hemanta Kumar Doloi. "A Simulation Model for Life Cycle Project Management." Computer-Aided Civil and Infrastructure Engineering 17, no. 3 (May 2002): 162–74. http://dx.doi.org/10.1111/1467-8667.00264.

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27

Gordon, Aaron, and Julien Pollack. "Managing Healthcare Integration." Project Management Journal 49, no. 5 (August 8, 2018): 5–21. http://dx.doi.org/10.1177/8756972818785321.

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Healthcare integration projects typically involve significant organizational change, with the intention of providing improved patient services and outcomes through the integration of healthcare services. Some of the management needs of healthcare integration arguably go past the traditional domain of project management, leading practitioners in these projects to use change management in combination with project management. The focus of this article is on the ways that project managers, responsible for merging and integrating healthcare services, have used project management and change management approaches in combination when delivering these projects. The article involves an inductive analysis of data from the integration of 10 healthcare networks. The aim of this article is to contribute to the growing stream of project management literature that explores the blending of both project management and change management. Analysis of these healthcare integration projects led to five key themes, which can be summarized as: (1) traditional project management only partly aligns to the needs of healthcare integration projects; (2) benefits were found in combining project management with change management; (3) change management was particularly beneficial if used early in the project life cycle; (4) the life cycles of these two disciplines did not align, causing complications in practice, and (5) practitioners used an intuitive and improvisational approach to combining the disciplines.
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Gachie, Wanjiru. "Project sustainability management: risks, problems and perspective." Problems and Perspectives in Management 17, no. 1 (March 25, 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 potential weaknesses and therein proposes corrective action for the legitimatization of a New Framework on ‘project sustainability’ in an authentic environment. The methodological approach adopted in this research is a pragmatic examination of secondary data collected by the project team during a one-year period that demonstrates the effects of neglecting proactive management of the three pillars of sustainability resulting in poor project performance in terms of resources and stakeholder resistance, as well as the lessons learned therein. The findings reveals a low degree of commitment by project teams towards sustainability particularly with regard to social and environment pillars, even though the economic pillar has been given much attention, there is still much to be done. Hence, the importance of the proposed New Framework for project success. This research concludes and recommends the need to integrate sustainability adequately throughout a project life-cycle for the attainment of organizational strategy and satisfying stakeholders’ expectations. However, this can take place with a knowledgeable project management team on sustainability.
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South, Andrew, Kent Eriksson, and Raymond Levitt. "How Infrastructure Public–Private Partnership Projects Change Over Project Development Phases." Project Management Journal 49, no. 4 (July 17, 2018): 62–80. http://dx.doi.org/10.1177/8756972818781712.

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This research adds to work on the development of infrastructure public–private partnership projects (P3s), which is a rapidly growing mode of infrastructure service delivery. Infrastructure P3 projects typically have a long life cycle, but little is understood about the nature of the changes that such a project goes through over the phases of its life cycle. This article contributes to project research as it studies the changes that an infrastructure P3 project goes through over its life cycle and suggests how those changes can be governed over the life cycle of the project. The research is empirically informed from an in-depth case study of a highway transportation P3 in California over a 20-year period. This research shows that the developmental phases of P3s differ by dramatic changes in the composition of stakeholder networks and the use of institutional logic. First, employing social network analysis (SNA), we map the network of stakeholders in the P3 case and show how the stakeholder network changes over four phases. Second, we identify how different stakeholders use formal and informal institutional logic in their interactions, and demonstrate that the dominant institutional logic employed in the P3 changes from informal to formal over the P3’s life cycle. We further show how this change in the P3’s dominant institutional logic corresponds to the dynamism in the stakeholder network. We propose that infrastructure P3s should be analyzed and governed as the dynamic arrangements they are—constellations of stakeholders that change individually and undergo change collectively over a long life cycle of different phases.
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Saier, Martin Christopher. "Going back to the roots of W.A. Shewhart (and further) and introduction of a new CPD cycle." International Journal of Managing Projects in Business 10, no. 1 (January 4, 2017): 143–66. http://dx.doi.org/10.1108/ijmpb-11-2015-0111.

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Purpose Investigating the beginning of project management (app. 30 BC) with a focus on business models similar to the “PDCA” cycle, the purpose of this paper is to find an approach which could be used as a new standard procedure for the eradication of projects in Lean project management. Design/methodology/approach Based on literature research of models similar to Walter A. Shehwart’s three-step and Edward W. Deming’s four-step (PDC(A)) wheel, the investigated models are interconnected to form a new concept which represents an innovative cycle logic proposed to be applied in Lean project management. This new cycle logic is rolled out on three different levels, which are transferred from the Lean management hoshin kanri model to Lean project management. In addition to literature research, semi-structured interviews were performed to get an indication as to the integration of Lean management (with a focus on PDCA) in project management today. Findings It was found that the “Check Plan Do” cycle is a Lean variant of the “Plan Do Check Act” model that is already used in consulting projects in practice, partially appears in project management standards, in governance models of ambulance, fire services, human aid and military forces and in quality management models of Six Sigma, design for Six Sigma and an excellence model of the European Foundation for Quality Management. To ensure continuous improvement it was found that the new CPD cycle can be used on different “planning” levels in analogy to the hoshin kanri logic. Originality/value To the best of the author’s knowledge, a discussion as to how the PDCA cycle can be adapted to Lean project management, considering the implication of business models similar to the PDCA wheel, has not yet been conducted within the field of project management.
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Gao, Hong, Qiang Li, and Guo Lv. "Green Management Analysis of Construction Projects Based on Full Life-Cycle." Advanced Materials Research 689 (May 2013): 13–17. http://dx.doi.org/10.4028/www.scientific.net/amr.689.13.

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In China, green management of a construction project’s full life-cycle is an essential step the construction industry has to take towards achieving sustainable development. This paper outlines the implementation of green management based on the contents of a construction project. It discusses green management over the entire life-cycle of the project from design, construction, use to removal phase. Finally, the paper concludes how to assure the implementatation of green management of construction projects through establishing environmental quality assessment and evaluation systems.
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Bathallath, Sameer, Åsa Smedberg, and Harald Kjellin. "Impediments to Effective Management of Project Interdependencies." Journal of Electronic Commerce in Organizations 15, no. 2 (April 2017): 16–30. http://dx.doi.org/10.4018/jeco.2017040102.

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Interdependencies between projects have come to play a more active role in the decision on IT/IS portfolios and their constituent projects. However, managing these interdependencies can be a complex task, especially when the number and degree of interdependencies among projects are high. In times of uncertainty, unexpected challenges can seriously disrupt projects and, consequently, their interdependencies. This may threaten the project portfolio from achieving its final goal. The study aims to investigate the difficulties associated with managing project interdependence along the development cycle of the project portfolio. The study was conducted using a qualitative approach and semi-structured interviews with managers from four leading organizations in Saudi Arabia. The findings reveal three main categories of factors that increased the difficulty of managing project interdependencies in large IT/IS project portfolios: insufficient understanding of human responsibilities in the whole portfolio, unpredictability of the environment, and technology barriers and constraints.
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Zhu, Shuang Ying, Min Zhang, and Nan Ming Mo. "Application of Emotional Quotient in Project Management of Construction." Advanced Materials Research 255-260 (May 2011): 3948–52. http://dx.doi.org/10.4028/www.scientific.net/amr.255-260.3948.

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Emotion Quotient has been used in all kinds of managements, this article will study how to use emotional quotient in project management of construction primarily, especially using most needed EI skills in project management of construction and to make project management efficiently during the project life cycle.
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Nauman, Shazia, and M. Abid Ullah. "The Project Knowledge Management Success over the Project's Lifecycle." International Journal of Information Technology Project Management 6, no. 1 (January 2015): 76–85. http://dx.doi.org/10.4018/ijitpm.2015010105.

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The current research aims to investigate the relationship knowledge management (KM) practices play in the success of project knowledge management over the project life cycle i.e. at the beginning of the project, during the project and after the project. Results demonstrate that among the three phases of the project, KM practices during the project phase have a greater impact on the success of project knowledge management. This research has implications for HR and project professionals as our findings indicate that the training of project members, evaluations by external consultants, regular meetings with project leaders and reviewing lessons learnt are the most significant factors for the success of project knowledge management in the context of projects being undertaken in Pakistan.
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Lackman, Michael. "Controlling the Project Development Cycle." IEEE Engineering Management Review 15, no. 3 (September 1987): 56–78. http://dx.doi.org/10.1109/emr.1987.4306302.

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36

Gomes, Carlos F., Michael H. Small, and Mahmoud M. Yasin. "Towards excellence in managing the public-sector project cycle: a TQM context." International Journal of Public Sector Management 32, no. 2 (March 4, 2019): 207–28. http://dx.doi.org/10.1108/ijpsm-11-2017-0315.

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Purpose The purpose of this paper is to assess the management of public-sector projects in Portugal paying particular attention to the extent to which total quality management (TQM) principles are being utilized in such projects. Design/methodology/approach Based on an extensive review of the literature, nine propositions are advanced about the interrelationships among seven factors that were identified, in a previous study, as having some influence on the management process in the planning and implementation of public-sector projects in Portugal. Structural equation modeling was used to investigate these propositions using data obtained from 211 respondents to a survey of project managers from municipalities across Portugal. Findings The results of the structural equation model indicate that the TQM components working in tandem with project-management-specific variables provide a systematic means of managing the planning and implementation stages of projects, with technical items being critical in the planning stage and softer management items becoming important in the implementation stage. Research limitations/implications Readers should be careful not to generalize the findings in a global context or for private sector projects. However, researchers are encouraged to extend this study by including other planning and implementation variables with a view to discerning what particular characteristics of a project make it more amenable to TQM solutions. Practical implications The findings are presented to show how the key components of TQM, customer focus, employee involvement and continuous involvement, can be applied during the planning and implementation stages of projects. Originality/value The sample size of 211 is representative of the underlying population of project managers in municipalities across Portugal and is comparatively large in relation to other empirical project management studies from Portugal, lending credence to the generalizability of these finding to public-sector projects in Portugal.
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Eggers, Hellmut. "From project cycle management to the management of development co-operation." Project Appraisal 8, no. 2 (June 1993): 83–90. http://dx.doi.org/10.1080/02688867.1993.9726892.

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38

Sergeeva, Natalya, and Graham M. Winch. "Project Narratives That Potentially Perform and Change the Future." Project Management Journal 52, no. 3 (March 17, 2021): 264–77. http://dx.doi.org/10.1177/8756972821995340.

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This article develops a framework for applying organizational narrative theory to understand project narratives that potentially perform and change the future. Project narratives are temporal but often get repeated throughout the project life cycle to stabilize meaning, and could be about project mission, vision, identity, value creation, and so forth. Project narratives have important implications for organizational identity and image crafting. This article differentiates among different types of project narratives in relation to a project life cycle, providing case studies of project narratives on three major UK rail projects. We then set out the future research agenda into project narrative work.
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������, Aleksandr Senko, ������, and Valeriy Funtov. "Oil and Gas Asset and Project Management in Russia." Russian Journal of Project Management 3, no. 1 (March 10, 2014): 17–25. http://dx.doi.org/10.12737/2664.

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Resources of the majority of oil and gas companies in Russia are managed within functional organizational structure. Thereof productivity and management efficiency depends a little on needs of a company for use and development of an oil and gas field and its infrastructure. In some industry enterprises a project management is used. The analysis of project management in such companies, as TNK-BP, LUKOIL Overseas, Rosneft, Gazprom dobycha Yamburg, Gazprom dobycha Noyabrsk was made. It is offered to use a complex of 2 models for oil and gas enterprise management. The first model has to be based on concept of oil and gas asset, the second one has to use a project management methodology. A new definition for the term "Oil and Gas Asset" is entered. The oil and gas asset is one or several fields with integrated economy, production, auxiliary and transport infrastructure, grouped according to their development logic. The oil and gas asset has its own life cycle consisting of stages and including life cycles of fields entering in the asset. Life cycle�s stages are filled both traditional (operational) activity, and design (projects� programs and projects themselves). Management of an oil and gas asset is impossible without application of one-man management principle. A project, as well as an asset has to be managed by one owner � manager or administrator (depending on powers and responsibility delegated to him). For development, elaboration and support of fields and their infrastructure (i. e. that activity which is difficult to operate in functional organizational structures) it is offered to apply the project management methodology. A multilevel project management model, as well as examples of projects� type design practice, and structures of decomposition of their works have been presented in this paper. The specified models were applied to development and deployment of mana gement�s corporate systems in OAO Tomskgazprom and OOO Gazprom transgaz Tomsk. Systems apply complex integration approach to a problem of coordinated management of fields and other assets and resources related to the oil and gas company.
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Del Río Cortina, Abel, and Johan Manuel Redondo. "A multidimensional analysis for the management of research projects in business faculties." Memorias, no. 1 (November 2, 2018): 87–94. http://dx.doi.org/10.22490/25904779.3071.

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The purpose of this short-paper is to show an overview of academic research in business faculties, making emphasis on the way the interactions of project life cycle and product life cycle are the support for the improvement of organizational capabilities. We start by addressing the generalities of research systems; later, we get into some ideas about the management of research processes in business faculties; we exemplify the management of these kind of projects; and finally, we show the general way in which project life cycle and product life cycle support the improvement of organizational capabilities in business faculties.
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41

Ranf, Diana Elena, and Ramona Herman. "Knowledge Management Contributions in Project Management." Land Forces Academy Review 23, no. 4 (December 1, 2018): 288–93. http://dx.doi.org/10.2478/raft-2018-0036.

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Abstract The two concepts, knowledge management and project management have been steadily developing in recent years, with the current effort being the creation of a synergic effect from the two. The article demonstrates the need for a structured framework to group and facilitate the reuse of information and the generation of new knowledge in project management. In this context, knowledge management meets these requirements, providing a tool for improving project management practices. The article contains a review of the advantages and benefits that developers can get by adopting and implementing a project management strategy. An important contribution of the article is to develop a way to apply knowledge management in project management. This starts from the idea that a knowledge management cycle consists of four stages, which can also be applied in project management, and the knowledge passing through these stages goes through a filter, improves and generates a new knowledge.
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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 (January 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 that contributes to a more effective setup of upcoming projects. To design, develop and implement such a system we conducted interviews with IT companies regarding the strengths and weaknesses of the project management systems in use. On the basis of the interviews we identified three scenarios, which deal with the most common problems of project management, such as consistent data storage and how to retrieve information. These scenarios, described in this paper, are used as requirements and to evaluate the designed prototype.
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Minaeva, Elena, Olga Yutkina, Yuliya Anoshina, Ekaterina Maslyukova, and Irina Karapetyan. "Ensuring the competitiveness of innovation projects through the management of their life cycle parameters." E3S Web of Conferences 138 (2019): 02024. http://dx.doi.org/10.1051/e3sconf/201913802024.

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The purpose of this paper is to develop guidelines for the assessment and implementation of innovation projects, which ensure its competitiveness through the management of life cycle parameters. The paper substantiates and generalizes the theoretical aspects of innovation project management, explores and systematizes the principles of developing a competitive innovation project. Based on the analyzed competitiveness factors, an integrated assessment indicator is proposed and an algorithm is formed that allows choosing the optimal set of risk management methods within the framework of an innovation project. In addition, modern methods for monitoring the competitiveness of innovation projects have been proposed, which allow determining the main areas of implementation and the level of research intensity of innovations.
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Cîrţînă, Liviu Marius, Daniela Cîrţînă, and Angelo Davaris. "Quality Assurance as Major Process of Quality Management in Projects." Applied Mechanics and Materials 809-810 (November 2015): 1305–10. http://dx.doi.org/10.4028/www.scientific.net/amm.809-810.1305.

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Quality management in projects includes the processes necessary for providing the fact that the project satisfies the necessities it had been accomplished for. The quality planning function must remain present throughout the project life cycle. The quality assurance in the projects can be defined as part of quality management in projects that provide confidence that the requirements relating to the quality of the activities carried out in the project will be met. We propose a model in the work for the implementation of the quality assurance process at every stage of a project, from project idea to project results. The proposed model, called PDP/PIP (project definition process/ project implementation process) is described as an application for a project machinery industry standard tools. The outcome of the project quality assurance is a quality improvement plan. This represents a document which is specified actions designed to raise the efficiency of quality management processes in projects and quality of results of the project.
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Voronina, N. V., and S. Yu Steksova. "Project finance risk management at the stages of the housing projects’ life cycle." IOP Conference Series: Materials Science and Engineering 913 (September 12, 2020): 052002. http://dx.doi.org/10.1088/1757-899x/913/5/052002.

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46

Ahmed, Mohammed Neamah, and Sawsan Rasheed Mohammed. "Developing a Risk Management Framework in Construction Project Based on Agile Management Approach." Civil Engineering Journal 5, no. 3 (March 18, 2019): 608. http://dx.doi.org/10.28991/cej-2019-03091272.

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Construction projects in nature, carry a lot of risks, and unpredictable conditions. Thus, flexible management is required for the purpose of efficient responding to the various changes appear during their implementation. As an attempt to deal with risk in the construction project, this research aims at proposing a risk management framework in construction projects that built based on Agile management concept, which is a sequence of procedure deals with the project’ primary vision to its final delivery. The risk management framework will trace alignment and discover a contact between Agile and traditional project management concepts and find contact points among two of the more used Agile frameworks (Scrum) and one of the more confirmed project management framework (PMBOK®) processes. This will result in a recognition of comparable areas between Scrum and PMBOK® processes. The goal of the framework is to assist the project managers to adapt a more flexible approach to managing and implementing the construction project. The results proved that Agile management process from the create prioritized project backlog, sprint planning, sprint review, to sprint retrospective procedures and less time of the cycle, eliminate or mitigate many risks that lead to project challenges and failure.
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Sha, Yuheng, Jun Yan, Yanlai Zhang, Wenlong Li, Wenqi Li, Yannan Guo, Yuqian Zhang, and Jing Zhang. "Research on full cycle evaluation of power grid projects based on rough set-multilevel extension theory." E3S Web of Conferences 292 (2021): 01016. http://dx.doi.org/10.1051/e3sconf/202129201016.

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Project full-cycle evaluation is the process of evaluating the level of project implementation. The evaluation has a clear purpose orientation and involves the entire cycle of the project. This paper proposes a research method for the full-cycle evaluation of power grid projects based on rough set-multi-level extension theory. First, this article combines various aspects of the project to establish a project evaluation index system involving multiple interests such as the environment and society. Then, the index weight is determined based on the rough set theory, and the multi-level extension theory is used to evaluate the project in the whole cycle. This model provides new ideas for the accurate evaluation of various types of projects and lays a theoretical foundation for improving the level of project management.
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Forsberg, Kevin, and Harold Mooz. "2.3.3 Risk and Opportunity Management and the Project Cycle." INCOSE International Symposium 5, no. 1 (July 1995): 369–84. http://dx.doi.org/10.1002/j.2334-5837.1995.tb01885.x.

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49

Manivong, Kitsana. "Synthesis of a Model for Life-Cycle Project Management." Computer-Aided Civil and Infrastructure Engineering 15, no. 1 (January 2000): 26–38. http://dx.doi.org/10.1111/0885-9507.00168.

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Jinsen, Liu, Li Lijuan, Lu Sibin, and Zhang Yan. "Life-cycle Management Research in Power Grid Construction Project." International Journal of Grid and Distributed Computing 9, no. 9 (September 30, 2016): 93–102. http://dx.doi.org/10.14257/ijgdc.2016.9.9.09.

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