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Микаел Ншанян and Нелли Долмазян. "ЭВОЛЮЦИЯ ПОДХОДА К УПРАВЛЕНИЮ ПРОЕКТНЫМИ РИСКАМИ В СТАНДАРТЕ PMBOK GUIDE." World Science 3, no. 3(43) (March 31, 2019): 9–12. http://dx.doi.org/10.31435/rsglobal_ws/31032019/6413.
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In the article, the evolution of project risk management processes in the six sequential editions of the PMBOK Guide standard, developed by the Project Management Institute (PMI), is analysed. Special attention is paid to the last edition of the PMBOK Guide standard. The PMI approach to the project risks management is compared with the outlooks of the other most well- known standards and methodologies of project management.
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Su, Chun-Hsien, and Ping-Kuo Chen. "Applying project management for new service development." International Journal of Innovation Science 8, no. 3 (September 5, 2016): 185–98. http://dx.doi.org/10.1108/ijis-09-2016-013.
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Purpose This paper aims to provide an innovative solution on new service development (NSD) implementation by the project management competences and processes of IPMA ICB 3.0 and PMI PMBOK Guide 5th E. Design/methodology/approach By breaking NSD work breakdown structure into five control accounts, each account has its own suggested work packages concluded from reviewed literatures. Findings This research sequentially presents proper PM competences and processes as solutions for these control accounts and their work packages. Research limitations/implications This study was to provide an innovative solution on NSD implementation by the project management competences and processes of IPMA ICB 3.0 and PMI PMBOK Guide 5th E. By breaking NSD work breakdown structure into five control accounts, each account has its own suggested work packages concluded from reviewed literatures. This research sequentially presents proper PM competences and processes as solutions for these control accounts and their work packages. Consequently, we concluded that the PM competences and processes furnish a favorable base where any NSD project is suitable to deploy without compromising its original features. Practical implications Consequently, it is concluded that the PM competences and processes furnish a favorable base where any NSD project is suitable to deploy without compromising its original features.
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Langston, Craig, and Amir Naser Ghanbaripour. "A Management Maturity Model (MMM) for project-based organisational performance assessment." Construction Economics and Building 16, no. 4 (December 8, 2016): 68–85. http://dx.doi.org/10.5130/ajceb.v16i4.5028.
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Common sense suggests that organisations are more likely to deliver successful projects if they have systems in place that reflect a mature project environment based on a culture of continuous improvement. This paper develops and discusses a Management Maturity Model (MMM) to assess the maturity of project management organisations through a customisable, systematic, strategic and practical methodology inspired from the seminal work of Darwin, Deming, Drucker and Daniel. The model presented is relevant to organisations, such as construction and engineering companies, that prefer to use the Project Management Body of Knowledge (PMBOK™ Guide) published by the Project Management Institute (PMI), but without the disadvantages of excessive time and cost commitments and a ‘one size fits all’ approach linked to rigid increments of maturity. It offers a game-changing advance in the application of project-based organisational performance assessment compared to existing market solutions that are unnecessarily complex. The feasibility of MMM is field-tested using a medium-sized data centre infrastructure firm in Tehran.
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Carvalho, Francisco Dos Santos, Francisco Ângelo De Almeida Neto, Josafá Santos dos Reis, and Ana Paula Perreira Assis. "Práticas ágeis para gestão de projetos baseadas no PMBOK guide, no agile practice guide e na metodologia scrum." Revista de Ciência da Computação 2, no. 1 (May 13, 2020): 53. http://dx.doi.org/10.22481/recic.v2i1.6692.
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Considerando a relevância das metodologias ágeis para o gerenciamento de projetos, este trabalho teve como objetivo analisar a aplicabilidade de práticas ágeis encontradas na 6ª edição do guia do Projetc Management Body of Knowledge (PMBOK), no Agile Practice Guide publicado pelo Project Management Institute (PMI) e na Metodologia Ágil Scrum, conforme proposto por Assis (2018). Para isso, foram analisadas práticas ágeis e avaliados quatroze itens estruturais e funcionais propostos com base nesses dois guias e na metodologia supracitada. Em termos metodológicos, trata-se de um estudo de caso de caráter exploratório e descritivo, com abordagem qualitativa e quantitativa, que fez uso de um método de avaliação adaptado do SCAMPI (Standard CMMI® Appraisal Method for Process Improvement). Quanto aos procedimentos técnicos, realizou-se um estudo de caso em uma organização pública do Estado da Bahia. Ao final do estudo, pôde-se concluir que ambos os guias e a metodologia Scrum apresentaram boa aplicabilidade de suas práticas ágeis em um projeto-piloto na área de desenvolvimento de software.
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Rose, Kenneth H. "A Guide to the Project Management Body of Knowledge (PMBOK® Guide)-Fifth Edition." Project Management Journal 44, no. 3 (May 30, 2013): e1-e1. http://dx.doi.org/10.1002/pmj.21345.
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Luiz, João Victor Rojas, Fernando Bernardi de Souza, and Octaviano Rojas Luiz. "Práticas PMBOK® e Corrente Crítica: antagonismos e oportunidades de complementação." Gestão & Produção 24, no. 3 (August 17, 2017): 464–76. http://dx.doi.org/10.1590/0104-530x1510-16.
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Resumo O esforço do Project Management Institute (PMI) em reunir e codificar o conhecimento de valor na área de Gerenciamento de Projetos (GP) resultou no A Guide to the Project Management Body of Knowledge (Guia PMBOK®). Goldratt contribuiu para o conjunto de conhecimentos em GP ao desenvolver o método Corrente Crítica (Critical Chain Project Management – CCPM), fundamentada na Teoria das Restrições (Theory of Constraints – TOC). A CCPM, superficialmente recomendada pelo Guia PMBOK®, apresenta novos conceitos e métodos voltados ao GP, parte dos quais conflita com algumas das práticas recomendadas pelo próprio Guia. Esta pesquisa assume que a CCPM pode trazer relevantes benefícios ao campo de conhecimento em GP e questiona a pouca relevância dada pelo Guia PMBOK®. Assim, a pesquisa tem como proposta global verificar inicialmente o grau de inserção da CCPM no Guia e, posteriormente, avaliar possíveis antagonismos entre eles, assim como oportunidades de complementação. A análise se baseou em uma revisão da literatura e em uma pesquisa de campo com especialistas certificados. Apesar de a CCPM ser recomendada pelo Guia como um método voltado para o Gerenciamento do Tempo, a pesquisa indicou que outras práticas que envolvem a CCPM, e não contempladas pelo Guia, podem contribuir não apenas para o Gerenciamento do Tempo, mas também de Recursos Humanos e Comunicações. A pesquisa apontou também que a CCPM não é autossuficiente em suas práticas, devendo recorrer ao Guia especialmente no Gerenciamento da Integração e Escopo. Foi indicado ainda que a CCPM se opõe a certas práticas de gestão do tempo recomendadas pelo Guia. Se aplicadas concomitantemente, elas podem potencialmente pôr em risco a efetividade do GP.
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Rose, Kenneth H., and Greg Indelicato. "Book Review: A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fourth Edition." Project Management Journal 40, no. 2 (June 2009): 104. http://dx.doi.org/10.1002/pmj.20125.
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Cajade Sánchez, Delmiro, and Patricia del Solar Serrano. "Integration of the BIM execution plan with the guide to the project management body of knowledge (PMBOK®) of PMI (Project Management Institute) = Integración del plan de ejecución BIM con la guía para la dirección de proyectos (PMBOK®) de PMI (Project Management Institute)." Building & Management 2, no. 3 (January 10, 2019): 24. http://dx.doi.org/10.20868/bma.2018.3.3839.
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Hikmawati, Erna. "Penyusunan Prosedur Operasional Standar Pengelolaan Proyek Berdasarkan Kerangka Kerja ITIL V3 dan PMBOK 5th." Jurnal Teknologi Rekayasa 3, no. 1 (June 20, 2018): 99. http://dx.doi.org/10.31544/jtera.v3.i1.2018.99-104.
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Dalam hal pengelolaan proyek, ada suatu standar yang dikeluarkan oleh Project Management Institute (PMI) yaitu Project Management Body of Knowledge (PMBOK) yang berisi mengenai standar dalam mengelola sebuah proyek. Selain itu, ada juga kerangka kerja (framework) yang memberikan best practice dalam manajemen layanan IT yaitu IT Infrastructure Library (ITIL). PT. Pasim Sentra Utama merupakan salah satu perusahaan IT Consultant di Bandung yang belum memiliki Prosedur Operasional Standar (POS) dalam pengelolaan proyek. Untuk meningkatkan daya saing dan performa dari perusahaan, maka sebaiknya PT. Pasim Sentra Utama menyusun POS yang standar dalam hal pengelolaan proyek. Melihat kondisi yang ada saat ini, maka penyusunan POS di PT. Pasim Sentra Utama sangat cocok menggunakan metode Business Process Reengineering (BPR). Hasil dari penelitian ini berupa 10 proses bisnis pengelolaan proyek di PT. Pasim Sentra Utama yang dapat diselaraskan dengan proses-proses yang ada pada standar PMBOK 5th dan kerangka kerja ITIL sehingga setiap aktivitas di dalamnya menjadi lebih efektif, efisien, dan terarah.Kata kunci: Prosedur Operasional Standar (POS), PMBOK, ITIL, Business Process Reenginering (BPR), proyek IT In project operational, there is a standard established by Project Management Institute (PMI) known as Project Management Body of Knowledge (PMBOK) containing standards in managing a project. In addition, there is also framework which describes best practice in IT service management i.e. IT Infrastructure Library (ITIL). PT. Pasim Sentra Utama is one of IT consultant in Bandung having project experiences and clients from many kinds of fields. Nonetheless, the company has not possessed SOP in project management. In order to improve company’s competitiveness and performances, the SOP has to be established. According to this condition, the arrangement of SOP in the company is assumed to be done by using Business Process Reengineering (BPR) methods. The result of this thesis shows that there are ten business process of project management in the company which can be synchronized to the process on PMBOK 5th standards and ITIL framework. Therefore, the standard operational procedures are arranged based on the requirement of input, process, equipment, technic, output, resources, related parties, and also infrastructures need mentioned in PMBOK 5th standards and ITIL V3 framework. This caused all activities become more directional, effective, and efficient.Keywords: Standard Operational Procedures (SOP), PMBOK, ITIL, Business Process Reengineering (BPR), IT projects
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Santos, Luana Ferreira dos, and Washington José de Sousa. "GERENCIAMENTO DE STAKEHOLDERS NA GESTÃO DE PROJETOS: REVISANDO A PUBLICAÇÃO CIENTÍFICA." Revista Visão: Gestão Organizacional 9, no. 1 (July 13, 2020): 71–83. http://dx.doi.org/10.33362/visao.v9i1.2159.
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Este artigo tem como objetivo realizar uma revisão sistemática da literatura a respeito dos estudos de gerenciamento de stakeholders no âmbito dos artigos indexados no repositório do Portal de Periódicos da Coordenação de Aperfeiçoamento de Pessoal de Nível Superior (Capes). Para tal, foi utilizado o protocolo Principais Itens para Relatar Revisões sistemáticas e Meta-análises (Prisma), para a seleção de sete artigos, que foram contemplados na análise. Os resultados revelam aspectos das pesquisas que podem ser comparados aos quatro processos integrantes da área do conhecimento “partes interessadas”, do Project Management Body of Knowledge (PMBOK), criado pelo Project Management Institute (PMI, 2013): i) identificação, ii) planejamento do gerenciamento, iii) gerenciamento do engajamento e iv) controle do engajamento. Foi possível verificar também, por meio dos trabalhos selecionados, elementos associados aos stakeholders contemplados pelas pesquisas, como a análise dos stakeholders em projetos de Tecnologia da Informação, os critérios de sucesso em projetos considerando a interferência dos stakeholders, as facilidades e dificuldades na gestão dos stakeholders, o desenvolvimento de um modelo conceitual abordando o gerenciamento dos stakeholders e a utilização de tipologias para classificá-los. Pode-se considerar a restrição ao banco de artigos do repositório do Portal de Periódicos da Capes como limitação do trabalho, o que deixa espaço para sugestão de pesquisas futuras, considerando outros repositórios para a realização de revisões sistemáticas referentes à temática do gerenciamento dos stakeholders na gestão de projetos.Palavras-Chave: Stakeholders. Gestão de projetos. Project Management Body of Knowledge (PMBOK). Project Management Institute (PMI). Revisão sistemática de literatura. STAKEHOLDER MANAGEMENT IN PROJECT MANAGEMENT: REVIEWING THE SCIENTIFIC PUBLICATIONAbstract: This article aims to conduct a systematic literature review on stakeholder management studies within the indexed articles in the repository of the Coordination for the Improvement of Higher Education Personnel (Capes) Journal Portal. For this, was used the protocol Main Items to Report Systematic Reviews and Meta-analyzes (Prisma), for the selection of seven articles, which were included in the analysis. The findings reveal aspects of research that can be compared to the four stakeholder knowledge processes of the Project Management Body of Knowledge (PMBOK), created by the Project Management Institute (PMI, 2013): i) identification, ii) management planning, iii) engagement management and iv) engagement control. It was also possible to verify, through the selected works, elements associated with the stakeholders contemplated by the research, such as the analysis of stakeholders in Information Technology projects, the criteria of success in projects considering the interference of the stakeholders, the ease and difficulties in managing the stakeholders, the development of a conceptual model addressing stakeholder management and the use of typologies to classify them. The restriction to the article database of the Capes Journal Portal repository may be considered as a limitation of the work, which leaves room for suggestion of future research, considering other repositories to conduct systematic reviews on the topic of stakeholder management in the project management.Keywords: Stakeholders. Project Management. Project Management Body of Knowledge (PMBOK). Project Management Institute (PMI). Systematic Literature Review.
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Kinsella, Steven M. "Activity-Based Costing: Does it Warrant Inclusion in a Guide to the Project Management Body of Knowledge (PMBOK® Guide)?" Project Management Journal 33, no. 2 (June 2002): 49–56. http://dx.doi.org/10.1177/875697280203300207.
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Profit is a critical consideration in project selection. Using traditional cost-accounting techniques standardized during the Industrial Age, estimators and accountants determine project costs. Those techniques result in costs that are substantially different from costs calculated using activity-based costing (ABC). Knowledge of ABC principles is important for project managers because it offers an alternative costing methodology that allocates costs through a cause-and-effect relationship that is more appropriate for today's operating methods. This paper reviews cost determination methods included in A Guide to the Project Management Body of Knowledge (PMBOK® Guide) and offers an argument for enhancing the PMBOK® Guide by including ABC as a cost-determination methodology.
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Jamali, Gholamreza, and Mina Oveisi. "A Study on Project Management Based on PMBOK and PRINCE2." Modern Applied Science 10, no. 6 (April 10, 2016): 142. http://dx.doi.org/10.5539/mas.v10n6p142.
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The Project Management Body of Knowledge (PMBOK) is a group of processes and knowledge fields which are generally accepted as greatest practice within the project management discipline. The PMBOK Guide is also an internationally recognized standard which provides the fundamentals of project management as they apply to a wide range of projects. PRINCE2 is a project management methodology standard in the United Kingdom and Europe. This standard is the required method for all UK government commissioned projects. PRINCE2 is in the public domain and offers best practice guidance on how to manage a project. The aim of this study is to compare PRINCE2 and PMBOK to recognize the characteristics of these best practices in order to provide decision criteria for governments with regard to selecting IT project management methodology.
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de Cássia Miranda da Costa, Rita, and Rafael Medeiros Hespanhol. "GESTÃO DE PROJETO PARA IMPLANTAÇÃO DE REALIDADE AUMENTADA NA EDUCAÇÃO A DISTÂNCIA." COLLOQUIUM EXACTARUM 10, Especial (December 1, 2018): 113–19. http://dx.doi.org/10.5747/ce.2018.v10.nesp.000167.
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Project management is directly involved with the results of internal organizational changes. PMBOK, being a guide to project management practices, assists in the broad view of all relevant areas. In this sense, the present study aims to develop a project of implementation of Augmented Reality in Distance Education, using the PMBOK as support in the elaboration of the life cycle of the project. The research assumes a qualitative character, of the case study type. The methodology identifies the difficulties in designing the project and the advantages offered by the practices and methods presented in the guide. The results present critical points in the design of the project and highlighted appropriate ways of dealing with each point. It is estimated, therefore, that the results can contribute to the validation of the need to properly manage the projects, since the conclusion points to the PMBOK as a concise and advantageous support for the management.
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Fridgeirsson, Thordur Vikingur, Helgi Thor Ingason, Haukur Ingi Jonasson, and Hildur Jonsdottir. "An Authoritative Study on the Near Future Effect of Artificial Intelligence on Project Management Knowledge Areas." Sustainability 13, no. 4 (February 22, 2021): 2345. http://dx.doi.org/10.3390/su13042345.
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The purpose of this study is to explore how Artificial Intelligence (AI) might augment the project management profession in each of the 10 categories of project management knowledge areas, as defined in the Project Management Body of Knowledge (PMBOK) of the Project Management Institute (PMI). In a survey, a group of project management experts were asked to state their insights into AI’s likely effect on project management in the next 10 years. Results clearly illustrated that AI will be an integrated part of future project management practice and will affect project management knowledge areas in the near future. According to these findings, the management of cost, schedule, and risk, in particular, will be highly affected by AI. The research indicates that AI is very useful for processes where historical data is available and can be used for estimation and planning. In addition, it is clear that AI can monitor schedules, adjust forecasts, and maintain baselines. According to the findings, AI will have less impact in knowledge areas and processes that require human leadership skills, such as developing and managing teams and the management of stakeholders. The results indicate proprietarily the project management knowledge areas as defined by PMI that AI is likely to augment and sustain.
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Król, Konrad. "THE ORETICAL AND METHODOLOGICAL FUNDAMENTALS OF RESEARCH OF ANTI-RISK STAKEHOLDERS OF PROJECT MANAGEMENT." Bulletin of NTU "KhPI". Series: Strategic management, portfolio, program and project management, no. 1(3) (April 17, 2021): 32–38. http://dx.doi.org/10.20998/2413-3000.2021.3.5.
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Projects of the agro-industrial complex are implemented in conditions of high uncertainty and risk. Agricultural products provide variety and quality of food to the population. To reduce production losses and the quality of crop and livestock products, and as a consequence of reducing the economic efficiency of production, it is necessary to take measures to prevent and reduce the risks of agro-industrial projects. Given that the risks associated with stakeholders can have devastating consequences for the project, anti-risk stakeholders of projects management is critical. In connection with the widespread use of international teams for project implementation, the author proposes to take into account when managing stakeholders of projects their mentality, which can be a cause of misunderstandings and conflicts. The author also emphasizes the importance of identifying and managing the expectations of project stakeholders. The article presents the principles of stakeholders of projects management and analyzes the stakeholders of projects management processes in international project management standards, in particular P2M, ICB IPMA, PMBoK PMI and ISO 21500. The author also provides principles of project risk management in accordance with international project management standards, in particular P2M, ICB IPMA, PMBoK PMI and ISO 21500. It was found that the identification and analysis of stakeholders is the basis for understanding what risks associated with each stakeholder may arise during the project. The author emphasizes that it is impossible to analyze the risks associated with them without conducting a detailed analysis of stakeholders. And developing a stakeholder risk response plan depends largely on the characteristics of each particular stakeholder and understanding which leverage can be effective in a given stakeholder. For more effective anti-risk stakeholders of agro-industrial projects management, which would take into account the specific risks of such projects, the author recommends to develop and use tools that would take into account the characteristics of stakeholders involved in agro-industrial projects.
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Hors, Cora, Anna Carla Goldberg, Ederson Haroldo Pereira de Almeida, Fernando Galan Babio Júnior, and Luiz Vicente Rizzo. "Application of the enterprise management tools Lean Six Sigma and PMBOK in developing a program of research management." Einstein (São Paulo) 10, no. 4 (December 2012): 480–90. http://dx.doi.org/10.1590/s1679-45082012000400015.
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OBJECTIVE: Introduce a program for the management of scientific research in a General Hospital employing the business management tools Lean Six Sigma and PMBOK for project management in this area. METHODS: The Lean Six Sigma methodology was used to improve the management of the institution's scientific research through a specific tool (DMAIC) for identification, implementation and posterior analysis based on PMBOK practices of the solutions found. RESULTS: We present our solutions for the management of institutional research projects at the Sociedade Beneficente Israelita Brasileira Albert Einstein. The solutions were classified into four headings: people, processes, systems and organizational culture. A preliminary analysis of these solutions showed them to be completely or partially compliant to the processes described in the PMBOK Guide. CONCLUSION: In this post facto study, we verified that the solutions drawn from a project using Lean Six Sigma methodology and based on PMBOK enabled the improvement of our processes dealing with the management of scientific research carried out in the institution and constitutes a model to contribute to the search of innovative science management solutions by other institutions dealing with scientific research in Brazil.
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Kloppenborg, Timothy J., and Warren A. Opfer. "The Current State of Project Management Research: Trends, Interpretations, and Predictions." Project Management Journal 33, no. 2 (June 2002): 5–18. http://dx.doi.org/10.1177/875697280203300203.
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This paper describes the methodology and results of a research effort that identified the project management research published in English since 1960. An annotated bibliography was created of 3,554 articles, papers, dissertations, and government research reports. Trends were identified in each of the nine A Guide to the Project Management Body of Knowledge (PMBOK® Guide) knowledge areas. A workshop was conducted with experienced practitioners to help interpret the identified trends and to predict future directions for project management research.
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Isern, Germinal. "Intercultural Project Management for IT: Issues and Challenges." Journal of Intercultural Management 7, no. 3 (September 1, 2015): 53–67. http://dx.doi.org/10.1515/joim-2015-0021.
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Abstract The development of Information Technology projects using Project Management Methodologies like PMP-PMI, Agile or SCRUM for software development, CPM, CCPM, RAD, XP, FDD, ITIL, JAD, LD, PRINCE2, etc.; may be a complete success or a total catastrophe, for series of reasons, events and circumstances that frequently are not related at all with the deliverables, the products being built, the IT technology involved, the level of expertise, the responsibility and professionalism of the stakeholders including the project manager, but due to intercultural factors. The PMP-PMI Model (PMBOK) describes 10 areas: Cost Management, Time Management, Scope Management, Risk Management, Quality Management, Procurement Management, Integration Management, Stakeholder Management, Human Resources Management and Communication Management. An IT project is considered successful if the customer is happy, but technically and formally if the TEAM was able to meet the triple constraint set up by time/cost/scope. This happy ending is not possible if the project manager and the team as a whole are not able to confront, attack and solve the issues associated with Human Resources Management, Stakeholder Management and specially Communication Management. These three areas are highly influenced by Intercultural factors like language, race, age, gender, religion, sexual preferences, beliefs, habits, etc., becoming their analysis an essential task if we want to accomplish and guarantee a favorable outcome. This position paper concludes in contradiction with what is a very common believe between many technical project managers that the most important factors to take in consideration for the success of an IT project management is the careful and planned attention to the potential issues and challenges associated with the cross-cultural communication and the human resources implicated in the projects. This paper will describe the cultural dimensions, issues and challenges associated with Intercultural Project Management for IT.
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Kim, Chulhyun, Jeonghwan Jeon, and Moon-Soo Kim. "A Project Management System Based on the PMBOK Guide for Student-Centered Learning." International Journal of Knowledge Engineering 1, no. 3 (2015): 185–90. http://dx.doi.org/10.18178/ijke.2015.1.3.032.
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Rose, Ken. "Book Review: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) - 2000 Edition." Project Management Journal 32, no. 3 (September 2001): 58–59. http://dx.doi.org/10.1177/875697280103200310.
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Rose, Kenneth H. "Book Review: A Guide to the Project Management Body of Knowledge (PMBOK® Guide)—Third Edition." Project Management Journal 36, no. 1 (March 2005): 61. http://dx.doi.org/10.1177/875697280503600108.
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Javed, Saad Ahmed, Sara Javed, and Ali Sajid. "Assessing the Managerial Perception of Relative Significance of Ten Knowledge Areas on Project Success – A Case from Pakistan." Journal of Management and Science 1, no. 3 (June 30, 2015): 192–209. http://dx.doi.org/10.26524/jms.2015.17.
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The study examines the project managers‟ perception of the comparative importance of the ten PM knowledge areas, as identified by th DOI:10.26524/jms.2015.16e fifth edition of the PMBOK® Guide, for project success in Pakistan. Project management practitioners from both manufacturing and services sectors of the country were being surveyed and preliminary findings are reported.
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Leach, Larry. "Schedule and Cost Buffer Sizing: How to Account for the Bias between Project Performance and Your Model." Project Management Journal 34, no. 2 (June 2003): 34–47. http://dx.doi.org/10.1177/875697280303400205.
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Bias in project performance causes schedule and cost to overrun baseline estimates (your model). Bias is the onesided tendency of actual schedule or cost to overrun the model. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) and supporting literature recommend estimating the variability for all project time and cost estimates, and sizing appropriate schedule or cost buffers (also known as contingency or management reserve) using Monte-Carlo analysis or PERT. This paper describes a number of sources of bias in performance of projects to schedule and cost estimates, and provides recommendations to size buffers that ensure your projects come in under your baseline schedule and budget.
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Fernández-Parra, Kenia, Ariannys Garrido-Saroza, Yosvani Ramírez-Martínez, and Isamira Perdomo-Bello. "PMBOK y PRINCE 2 similitudes y diferencias -PMBOK and PRINCE 2, similarities and differences." Revista Científica 3, no. 23 (January 4, 2016): 111. http://dx.doi.org/10.14483/udistrital.jour.rc.2015.23.a9.
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Existen diferentes estándares enfocados a la gestión de proyectos. Ejemplo de estos estándares lo constituyen la guía PMBOK y el método PRINCE2. En el presente trabajo se realizó un análisis comparativo de la guía PMBOK respecto al método estructurado PRINCE2, basado en la evaluación de diferentes fuentes bibliográficas. Durante el desarrollo de la investigación fueron analizados diferentes elementos teóricos de cada uno, tales como: el origen, la evolución, la estructura y su aplicación, lo que permite identificar similitudes y diferencias entre estos. El resultado de la investigación arroja que estos estándares no se consideran excluyentes y que pueden coexistir en un mismo proyecto. PRINCE2 determina qué, cómo, cuándo y por quiénes se ejecutarán las actividades, utilizando un lenguaje común de fácil asimilación y PMBOK constituye una guía de referencia internacional que incorpora una amplia gama de conocimientos sobre la gestión de proyectos.PMBOK and PRINCE 2, similarities and differencesABSTRACTThere are different standards focused on project management. Examples of these standards are the PMBOK Guide and PRINCE2 method. In this paper it is made a comparative analysis of the PMBOK Guide in relation to PRINCE2 structured method, based on the assessment of different literature sources. During the course of the investigation different theoretical elements of both PMBOK and PRINCE2 were analyzed, such as the origin, evolution, structure and application, allowing the identification of similarities and differences between them. The result of this research reveals that these standards are not considered mutually exclusive and that can coexist on the same project. PRINCE2 determines what, how, when and by whom the activities will be implemented using a common language easily assimilated and PMBOK is an international reference guide that incorporates a wide range of knowledge about project management.PMBOK e PRINCE2, semelhanças e diferençasRESUMO Existem diferentes padrões focados em gerenciamento de projetos. Exemplos destas normas constituem Guia PMBOK e do método PRINCE2. Neste trabalho foi realizada uma análise comparativa das orientações PMBOK PRINCE2 na abordagem estruturada, com base na avaliação de diferentes fontes bibliográficas. Durante o curso da investigação foram analisados diferentes elementos teóricos de cada um, tai como a origem, evolução, estrutura e aplicação, o que lhe permite identificar semelhanças e diferenças entre eles. O resultado da investigação mostra que essas normas não são considerados mutuamente exclusivos e podem coexistir no mesmo projeto. PRINCE2 determina o que, como, quando e por quem as actividades serão implementadas através de uma linguagem comum de fácil assimilação e PMBOK é um guia de referência internacional que incorpora uma ampla gama de conhecimentos sobre gerenciamento de projetos.
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Pertiwi, Havea. "Implementasi Manajemen Risiko Berdasarkan PMBOK Untuk Mencegah Keterlambatan Proyek Area Jawa Timur (Studi Kasus: PT. Telkom)." Jurnal Studi Manajemen dan Bisnis 4, no. 2 (December 24, 2017): 96–108. http://dx.doi.org/10.21107/jsmb.v4i2.3959.
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Peningkatan jumlah pengguna mendorong percaturan bisnis telekomunikasi berkembang menjadi lebih baik, hal ini mengakibatkan persaingan di bidang tersebut semakin ketat. PT. Telekomunikasi Indonesia, Tbk sedang melakukan proyek pembaruan infrastrukturnya. Pada tahun 2015, terjadi peningkatan jumlah proyek secara signifikan yang dikelola oleh Telkom Jawa Timur yaitu mencapai angka 105 proyek dan belum menerapkan manajemen risiko.Berdasarkan latar belakang tersebut digunakan pendekatan manajemen risiko proyek dengan standar Project Management Body of Knowledge (PMBOK) yang diterbitkan tahun 1983 oleh Project Management Institute (PMI). Adapun tools untuk mengukur risiko digunakan metode Failure Modes and Effects Analysis (FMEA).Risiko yang menjadi prioritas dari hasil penelitian yaitu risiko keterbatasan kualifikasi tenaga kerja Mitra, adanya new item dalam pekerjaan yang belum terdapat dalam List of Materials, keterlambatan pengurusan perijinan/ sitac/ PLN/ pihak ketiga, kesalahan perhitungan nilai realisasi proyek, keterbatasan jumlah tenaga kerja Mitra, perbaikan pekerjaan yang sudah selesai (rework), kurangnya komunikasi dan koordinasi, keterlambatan pemesanan material ke pabrik.
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Fakhratov, Mukhammet, Vitali Chulkov, Marat Kuzhin, and Mohammad Sharif Akbari. "Risk Management implementation and presenting the applicable methodology for its implementation in construction projects." E3S Web of Conferences 164 (2020): 10014. http://dx.doi.org/10.1051/e3sconf/202016410014.
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The main task of the project manager is risk management. However, this task can be very complicated and inefficient if risk management is not considered from the beginning of the project. An effective risk management approach requires a systematic and appropriate approach, knowledge and experience. Studies of many projects have shown that both the owner and the contractor do not regularly implement risk management practices, which can have negative consequences on project performance. Because of the above-mentioned issues in this study, it is attempted to first evaluate the concepts of project risk management based on different and valid standards, to evaluate risk management in construction projects. Then, an attempt has been made to present an implementation approach for implementing six stages of risk management in projects. For this purpose, based on the experiences of the project “Lala Residential Complex” in Kabul, as a case study, the experimental application of the proposed method in this study, step by step, along with forms designed for follow-up and Implementation of process steps have been evaluated and evaluated in accordance with the PMBOK standard by the Project Management Institute (PMI) to ensure that it is moving toward achieving project economic risk management goals.
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Globerson, Shlomo, and Ofer Zwikael. "The Impact of the Project Manager on Project Management Planning Processes." Project Management Journal 33, no. 3 (September 2002): 58–64. http://dx.doi.org/10.1177/875697280203300308.
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If a project is to be successfully completed, both planning and execution must be properly implemented. Poor planning will not allow appropriate execution and control processes or achievement of the project's targets. The objective of the study reported in this paper is to evaluate the impact of the project manager on the quality of project planning processes within the nine knowledge areas defined by A Guide to the Project Management Body of Knowledge (PMBOK® Guide) and to determine ways of increasing the effectiveness of the manager's intervention. Participants in the study evaluated their use of the 21 processes that relate to planning, out of the 39 processes required for proper project management. The results of the study reveal risk management and communications as the processes with the lowest planning quality. Poor quality in these areas results when project managers lack the formal tools and techniques for dealing with communications and the functional managers are not equipped with the tools and techniques that will allow them to effectively contribute to the risk management process. Improving quality planning processes requires the development of new tools in areas such as communications, as well as organizational training programs designed for the functional managers.
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Cerón Hernández, Edward Jonathan. "PMI® Project Management Institute: ¿Ayuda a la pequeña empresa mexicana de gestión de construcción a reducir sus errores? Caso Ceron®." RICEA Revista Iberoamericana de Contaduría, Economía y Administración 6, no. 11 (May 4, 2017): 40. http://dx.doi.org/10.23913/ricea.v6i11.88.
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En México, el 75% de las pequeñas empresas fracasan antes de cumplir los dos años (Instituto Nacional de Estadística y Geografía, INEGI, 2016). Este tema afecta directamente a la economía de México, por lo cual el Instituto de Empresariado Eugenio Garza Sada del Tecnológico de Monterrey (ITESM) y la Escuela de Negocios EGADE (Escuela de Graduados en Administración y Dirección de Empresas) (Gasca, 2014), se les encomendó la tarea de realizar una investigación analizando empresarios que han fracasado en diferentes sectores. Se obtuvieron las cinco causas más comunes por las cual fracasan las pequeñas empresas mexicanas. Las principales causas fueron: ingreso insuficiente para subsistir y la falta de indicadores.El objetivo principal de este trabajo es analizar las razones del fracaso de las pequeñas empresas mexicanas de dirección de obra, orientando a futuros proyectos el no repetir los mismos errores. ¿Existen metodologías administrativas de dirección de obra que ayude a las pequeñas empresas mexicanas en el desarrollo de proyectos exitosos? El PMBOK ® del PMI ® (Project Management Institute) es una guía de administración de Proyectos. El presente documento se enfoca en los servicios de administración de obra, enfatizando el entorno específico mexicano.La implementación de la metodología de administración de proyectos se ve traducida en una reducción de sobrecargas y demoras de trabajo, definiendo el alcance del proyecto que contempla los cambios inesperados en el proceso, junto a la planificación real y los programas eficientes de ejecución, monitoreo y cierre en el proyecto. En pocas palabras, se transforma en un proyecto de calidad. El centro de la investigación y análisis de la presente investigación se centra en la pequeña empresa de dirección de obra Cerón®.En conclusión, el presente trabajo pone en evidencia que el fracaso de las pequeñas empresas mexicanas de administración de obra, pudiera disminuir considerablemente, utilizando una metodología de administración de proyectos, en este caso se recomienda la metodología PMBOK® del PMI®. Al desarrollar la cultura de implementación en las pequeñas empresas mexicanas de esta metodología en la administración de proyectos en cada uno de los proyectos, el riego de fracaso se minimiza o anula.
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Urli, Bruno, and Didier Urli. "Project Management in North America, Stability of the Concepts." Project Management Journal 31, no. 3 (September 2000): 33–43. http://dx.doi.org/10.1177/875697280003100305.
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The field of project management has undergone very important developments during the last 10 years, if one considers the very large amount of activities that it has generated and continues to generate (papers in journals, dedicated journals, books, meetings, applications, etc.). Even if project management has reached some maturity—due to the construction of a common referential, a common body of knowledge called A Guide to the Project Management Body of Knowledge ( PMBOK® Guide)—its future is subject to questions and debate among its researchers. What is the evolution of the field? What is its structure? Is it integrating new topics that correspond to management by project? In order to answer such questions at least partially, we have studied project management literature by the method of associated words (scientometric analysis) and the software, “Leximappe.” All the papers that are relative to project management and included in the bibliographic ABI-INFORM database from 1987 to 1996 have been analyzed. In this paper, we present the main results of this study.
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Altahtooh, Umar. "Correlation Model of Delay in Project Management." Journal of Management Research 8, no. 3 (July 15, 2016): 140. http://dx.doi.org/10.5296/jmr.v8i3.9602.
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Time errors are still a new concept in the field of project management, so there is a need to discover where they can happen throughout the project lifecycle. The previous research on this area is conceptual in nature and restricted to the definition and causes of time errors. This paper seeks to find the correlations between uncertainty and delay, between time errors and delay, and between uncertainty and time errors. It also seeks to find where exactly time errors can occur during the 47 project management processes identified in the PMBOK guide. Data were gathered using a survey of 40 project managers and analyzed using the statistical program SPSS. The findings show that there are relationships among the studied variables. Time errors can occur in any of the five groups of project management processes, with varying rates. The outcomes introduce a picture for main stakeholders in project management to avoid the occurrence of time errors as far as possible in project management processes.
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Da Costa, Carlos Eugênio Silva, Victor Hugo Lessa Pierre, Daniel Cabral De Almeida, Antônio Carlos Silva Costa, and Waldemar Antônio Da Rocha De Souza. "Gestão das atividades de produção do Sururu em Alagoas: relato da utilização de ferramentas e técnicas de gestão de projetos." Revista Brasileira de Planejamento e Desenvolvimento 6, no. 3 (October 24, 2017): 484. http://dx.doi.org/10.3895/rbpd.v6n3.5330.
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Este artigo validou a aplicação de ferramentas e técnicas de gerenciamento de projetos em projetos públicos por meio de um caso prático direcionado à gestão das atividades de produção do sururu de forma sustentável ambiental e socialmente no Estado de Alagoas. Examinaram-se as particularidades dos projetos públicos, como elas interferem no processo de gerenciamento e quais as ferramentas e técnicas mais adequadas a serem aplicadas nesse processo. Por fim, avaliou-se o projeto formulado para aprimorar a produção de sururu, constituído com a aplicação de ferramentas e técnicas do Project Management Body of Knowledge (PMBOK) e de sua extensão voltada ao setor público, o Government Extension to A Guide to the Project Management Body of Knowledge. A análise de resultados demonstrou os principais aspectos do processo de gerenciamento de um projeto público voltado a um setor produtivo, alinhado com ações de responsabilidade ambiental e social e baseado nas instruções do guia PMBOK, assim como registrou as particularidades do setor público a serem observadas em cada etapa. Concluiu-se que as ferramentas e técnicas do PMBOK satisfizeram às demandas presentes no processo de gerenciamento do projeto público estudado, facilitaram sua gestão e adaptaram-se às suas peculiaridades.
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Gomes, Marcus Brauer, Amanda Borges de Oliveira Pazeto, Leonel Estevao Finkelsteinas Tractenberg, and Luiz Pereira Pinheiro Junior. "GESTÃO DE STAKEHOLDERS (GS) NO GERENCIAMENTO DE PROJETOS (GP): CASOS MÚLTIPLOS SOB A LUZ DO PMBOK." South American Development Society Journal 3, no. 07 (April 6, 2017): 158. http://dx.doi.org/10.24325/issn.2446-5763.v3i7p158-173.
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No ano de 2013, o Project Management Institute (PMI) promoveu a inclusão de uma nova área de conhecimento destinada ao gerenciamento das partes interessadas ou stakeholders no Um Guia de Conhecimento em Gerenciamento de Projetos (PMBOK). Com isso, levantam-se questões sobre a importância desse tema e se existe a necessidade de trabalhar corretamente com os stakeholders para que o projeto seja eficaz e efetivo. O objetivo desta pesquisa foi analisar a importância da gestão das partes interessadas no gerenciamento de projetos. Buscou-se relacionar a gestão dos stakeholders com as principais falhas existentes durante a gestão de projetos, procurando descobrir se um inadequado gerenciamento das partes poderia contribuir para a incidência das mesmas. A coleta de dados em campo utilizado para obter as respostas consistiu na aplicação de um questionário eletrônico com perguntas abertas, elaborado a partir de revisão bibliográfica do tema. Sete experientes gerentes de projetos responderam ao questionário e, após a análise dos dados, identificou-se que se o gerenciamento dos stakeholders for feito corretamente pode minimizar problemas principalmente relacionados com a definição do escopo e, consequentemente, em outras áreas como prazo e custo. Conclui-se que a criação dessa nova área de conhecimento pelo PMI foi acertada e que os gerentes de projetos podem investir consideráveis recursos no gerenciamento das partes interessadas para que os escopos do produto e do projeto sejam bem definidos, e para que seja viabilizado o cumprimento do cronograma dentro do orçamento estabelecido.
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Quarti, Deinyffer Marangoni, and Julio Cesar Zilli. "Gerenciamento de projetos na gestão organizacional: aplicação dos fundamentos do PMBOK em uma associação empresarial." Revista Foco 12, no. 2 (June 6, 2019): 147. http://dx.doi.org/10.28950/1981-223x_revistafocoadm/2019.v12i2.645.
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Apesar de ser um termo relativamente novo no Brasil, a Gestão de Projetos vem sendo debatida no mundo corporativo desde a década de 1960 e consolidada com a criação do Guia PMBOK. Porém, muitos projetos ainda falham na execução e, consequentemente, no resultado. Neste contexto, este artigo tem por objetivo avaliar o resultado efetivo das organizações que utilizarem as metodologias do gerenciamento de projetos, utilizando como referência as boas práticas do Guia PMBOK. Metodologicamente, quanto aos fins de investigação, trata-se de uma pesquisa descritiva e aplicada. Também foi utilizada a pesquisa bibliográfica para entender o contexto das ferramentas a serem aplicadas e, por fim, a pesquisa documental com o intuito de coletar os resultados da aplicação, delimitando-se os meios de investigação. Os resultados indicam que o planejamento estratégico correlacionado com a gestão de projetos permite a criação de um modelo organizacional propício para o alcance dos objetivos, pelo qual confirmam a eficácia e eficiência deste modelo. Apesar deste trabalho não ter avaliado os procedimentos na execução dos projetos, os resultados sugerem que o Guia PMBOK é uma boa ferramenta para a prática da gestão de projetos. Outro fator identificado foi à inter-relação das atividades esporádicas (projetos) e atividades contínuas (operação). Além de os recursos organizacionais serem compartilhados, uma atividade exerce forte impacto sobre a outra. Também ficou evidente que nem todos os projetos executados tem o resultado imediato, mas no que se pode auferir, até a publicação deste estudo, é que o modelo aplicado resultou em ganhos financeiros e de processos, evitando o retrabalho e possibilitando o melhor gerenciamento dos recursos da organização. Despite being a relatively new term in Brazil, Project Management has been debated in the corporate world since the 1960s and consolidated with the creation of the PMBOK Guide. However, many projects still fail in execution and hence in result. In this context, this article aims to evaluate the effective results of organizations that use project management methodologies, using as reference the good practices of the PMBOK Guide. Methodologically, for the purposes of investigation, it is a descriptive and applied research. We also used bibliographical research to understand the context of the tools to be applied and, finally, the documentary research in order to collect the results of the application, delimiting the means of investigation. The results indicate that strategic planning correlated with project management allows the creation of an organizational model conducive to the achievement of objectives, by which they confirm the effectiveness and efficiency of this model. Although this work did not evaluate the procedures in the execution of the projects, the results suggest that the PMBOK Guide is a good tool for the practice of project management. Another identified factor was the interrelation of sporadic activities (projects) and continuous activities (operation). In addition to organizational resources being shared, one activity has a strong impact on the other. It was also evident that not all the executed projects have the immediate result, but what can be obtained until the publication of this study is that the applied model resulted in financial and process gains, avoiding the reworking and making possible the better management of the resources organization.
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Rose, Kenneth H. "Book Review: Government Extension to a Guide to the Project Management Body of Knowledge (PMBOK® Guide)-Third Edition." Project Management Journal 37, no. 4 (September 2006): 72. http://dx.doi.org/10.1177/875697280603700407.
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Pinzon RInxon, Jhosymar Louis, and Aldemar Remolina Millan. "Evaluation of tools for construction projects management based on PMI fundamentals and experience // Evaluación de herramientas para la gerencia de proyectos de construcción basados en los principios del PMI y la experiencia." Prospectiva 15, no. 2 (July 6, 2017): 51–59. http://dx.doi.org/10.15665/rp.v15i2.746.
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En este artículo se analizan las herramientas propuestas en el Project Management Body of Knowledge – PMBOK, como apoyo al desarrollo de cada una de las diez áreas de gestión que conforman el ejercicio profesional del gerente de proyectos. El análisis se realiza teniendo en cuenta criterios como la practicidad y el impacto que cada una de las herramientas propuestas tiene sobre la labor de gestión del gerente. Para realizar el análisis, se elaboró una matriz que integra las diez áreas de conocimiento con los cinco grupos de procesos del proyecto; la matriz desarrollada permitió identificar las herramientas más recurrentes y que tienen mayor impacto sobre la gestión integral del proyecto. Se contrastó la compatibilidad de un grupo de herramientas seleccionadas con las herramientas utilizadas en la gestión de proyectos ágiles y con la experiencia declarada de una muestra de gerentes de proyectos practicantes; la valoración de la experiencia declarada se realizó teniendo en cuenta el uso, la practicidad y el impacto de las herramientas seleccionadas. El análisis realizado permite concluir que con nueve herramientas se puede llevar a cabo una gestión gerencial integral de las diez áreas del conocimiento a través de todos los grupos de procesos.
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Romero Infante, Jaime Alberto, and Henry Mauricio Díez Silva. "Gestión de proyectos ecoturísticos orientados al mercado internacional con impacto en el desarrollo local mediante aplicación del estándar PMBOK®." Revista EAN, no. 75 (March 6, 2014): 152. http://dx.doi.org/10.21158/01208160.n75.2013.791.
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Rev.esc.adm.negEn este artículo, se describe la aplicación de prácticas de gestión de proyectos en el sector ecoturístico de Colombia, el cual está orientado al mercado internacional y genera un impacto considerable en el desarrollo local. Se aplicaron procesos del estándar internacional del Project Management Institute (PMI), en un proyecto para la identificación y validación de métodos sustentables de comercialización del servicio ecoturístico en áreas protegidas de alto valor ecológico y cultural. Se utilizó una metodología exploratoria, apoyada en la revisión e interpretación de literatura con respecto a las mejores prácticas internacionales para la gestión de proyectos. A partir de lo anterior se desarrolló un marco estructural que pudiese ser aplicable en proyectos del sector ecoturístico colombiano, con el propósito de mejorar la gestión de dichas intervenciones.
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Carvalho Dantas, Jefferson. "CONTRIBUIÇÕES DA IMPLANTAÇÃO DO SCRUM COMO METODOLOGIA ÁGIL PARA A OTIMIZAÇÃO DA GESTÃO DE PROJETOS NAS ORGANIZAÇÕES." RECIMA21 - Revista Científica Multidisciplinar - ISSN 2675-6218 2, no. 7 (August 12, 2021): e27541. http://dx.doi.org/10.47820/recima21.v2i7.541.
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Trabalho apresentado sobre a utilização do método ágil como forma de otimizar a gestão de projetos e processos. Entre as tarefas o estudo apresentado foi à utilização do SCRUM, com o seu guia, consultando o Guia Ágil e o PMBOK do Project Management Institute (PMI). Difundir os conceitos de Gestão Ágil e trazer o entendimento do que é Product Back Log, Sprint Back Log, Product Owner, Scrum Master e um Time Scrum dentro de um projeto com base no Guia SCRUM, com mais artigos e livros do tema. Com uma experiência em empresas públicas e privadas o autor apresenta o método para efetivar o planejamento das organizações e o entendimento de como é importante à agilidade no gerenciamento de projetos e processos. Assim, observa-se que muitas organizações não possuem um método de trabalho. Até existe um Planejamento Estratégico, Missão, Visão, Princípios e Valores. Só que falta um método ágil para melhorar a produtividade na organização.
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Ivanov, Igor, Tatiana Vlasova, and Lyubov Orlova. "Project management regarded as a driver of sustainable development." E3S Web of Conferences 210 (2020): 10005. http://dx.doi.org/10.1051/e3sconf/202021010005.
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The article is devoted to the issues of combination of the most important components of the theory of sustainable development and the principles of project management. The current state of the problem has been analyzed, the lack of knowledge on the corresponding issues in national literature and practice has been indicated, the rare use of sustainable development elements in project management has been identified. The prerequisites for the involvement of sustainable development objectives in the components of project management have been examined. Achieving the defined purpose is possible through the implementation of projects that aim to take into account the interests of sustainable development, as well as through the implementation of other projects that include the objectives of sustainable development. Critical inconsistencies in methodological approaches to the accomplishment of the objectives of sustainable development and project management have been identified. Thus, a more profound specification of the project's priorities and objectives, as well as the elaboration of time scheduling and scope of work are needed. The objectives for minimization of the identified inconsistencies as well as for rationale for the principles of corporate social responsibility provision have been defined. The assessment of the current regulatory documents in the field of project management with the focus on the involvement of sustainable development objectives has been conducted. It is pointed out that the corresponding aspects are poorly elaborated in the most well-known regulatory documents, namely, Individual Competence Baselinet (ICB), International Project Management Association (IPMA), Project Management Body of Knowledge (PMBOK), Project Management Institute (PMI), A Guidebook of Project and Program Management for Enterprise Innovation (P2M), etc. Methodological approach to the integration of management decisions into the project management, the main components of which must be the integration of the regulations of PM into the main stages of SD, the broadening of time and geography of the project indicators, the identification of the correlations between the life-cycle of the project and product, as well as the expenses on the implementation of these projects and products and significant extension of the requirements of the project manager.
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Salhi, Roumeissa, Karima Messaoudi, and Souad Sassi Boudemagh. "Identification of Factors Causing Delays in Construction Projects in Algeria." European Journal of Engineering and Formal Sciences 2, no. 1 (April 1, 2018): 6–11. http://dx.doi.org/10.2478/ejef-2018-0001.
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Abstract Time is an indicator of project performance, and along with cost and quality factors, it is the project roadmap, as it determines its success. In Algeria, among the problems often encountered in the construction of projects are timeouts. A questionnaire survey was conducted with experts in the field of construction, in order to know the factors causing delays in projects. The results show that the managerial factors (relating to planning, organization and management) are the most important in Algeria. Therefore, the use of Project Management is essential, given the need to promote this area in terms of processes and tools used, to allow the various project stakeholders to optimize the planning of activities and resources, to complete the project. project in a timely manner and reach the stage of project success. Recommendations were proposed and managerial solutions were suggested using the guide of PMBOK version 5.
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Roumeissa, Salhi, Messaoudi Karima, and Sassi Boudemagh Souad. "Identification of Factors Causing Delays in Construction Projects in Algeria." European Journal of Engineering and Formal Sciences 2, no. 1 (March 2, 2018): 6. http://dx.doi.org/10.26417/ejef.v2i1.p6-11.
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Time is an indicator of project performance, and along with cost and quality factors, it is the project roadmap, as it determines its success. In Algeria, among the problems often encountered in the construction of projects are timeouts. A questionnaire survey was conducted with experts in the field of construction, in order to know the factors causing delays in projects. The results show that the managerial factors (relating to planning, organization and management) are the most important in Algeria. Therefore, the use of Project Management is essential, given the need to promote this area in terms of processes and tools used, to allow the various project stakeholders to optimize the planning of activities and resources, to complete the project. project in a timely manner and reach the stage of project success. Recommendations were proposed and managerial solutions were suggested using the guide of PMBOK version 5.
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Roumeissa, Salhi, Messaoudi Karima, and Sassi Boudemagh Souad. "Identification of Factors Causing Delays in Construction Projects in Algeria." European Journal of Engineering and Formal Sciences 2, no. 1 (March 2, 2018): 7. http://dx.doi.org/10.26417/ejef.v2i1.p7-12.
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Time is an indicator of project performance, and along with cost and quality factors, it is the project roadmap, as it determines its success. In Algeria, among the problems often encountered in the construction of projects are timeouts. A questionnaire survey was conducted with experts in the field of construction, in order to know the factors causing delays in projects. The results show that the managerial factors (relating to planning, organization and management) are the most important in Algeria. Therefore, the use of Project Management is essential, given the need to promote this area in terms of processes and tools used, to allow the various project stakeholders to optimize the planning of activities and resources, to complete the project. project in a timely manner and reach the stage of project success. Recommendations were proposed and managerial solutions were suggested using the guide of PMBOK version 5.
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Chou, Jui-Sheng, Pin-Chao Liao, and Chung-Da Yeh. "Risk Analysis and Management of Construction and Operations in Offshore Wind Power Project." Sustainability 13, no. 13 (July 5, 2021): 7473. http://dx.doi.org/10.3390/su13137473.
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Many countries have increased the use of renewable energy and strongly promoted offshore wind power (OWP). However, OWP in Asia is in the preliminary stage of development, for which no precedents exist. The literature on wind energy generation has mostly investigated the causes of onshore wind turbine accidents and risk prevention, and more work on the risks associated with domestic OWP is required for energy market development. According to statistics on international wind power accidents, most offshore accidents occur in the construction and operation stages. Therefore, this work investigates risk management in the construction and operations of offshore windfarms in Taiwan. The goal is to help decision-makers to understand better the risks of the industry and so more effectively manage them. In this study, risk factors are identified from organizing data in the literature, and research methods and action strategies are developed. Research and analysis follow the risk management steps in the PMBOK® Guide (A Guide to the Project Management Body of Knowledge). The risk rankings and preventive measures that are based on the results of this study can serve as references for relevant industry personnel in island cities and nearby Asian countries to reduce risk in the management of OWP projects.
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Moutinho, José Da Assunção, and Roque Rabechini Junior. "Aderência entre gestão de projetos e o sistema de gestão de convênios e contratos de repasse (SICONV)." Sistemas & Gestão 1, no. 1 (July 22, 2017): 83. http://dx.doi.org/10.20985/1980-5160.2017.v1n1.1179.
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<p><strong>Highlights</strong></p><p>- Analysis of the management model of the System of Management of Agreements and Transfer Contracts (SICONV).</p><p>- Relationship established between the phases of an agreement, managed through the SICONV, and the process groups defined by the Project Management Institute (PMI).</p><p>- The management model adopted has different intensities of adherence to project management practices, depending on the area of knowledge analyzed and the phase of the SICONV life cycle.</p><p><strong>Objective</strong></p><p>Study the adherence between the PMI and SICONV project management practices. Even with PMI's efforts in designing the Project Management Body of Knowledge (PMBOK) specifically for the Government sector, there is no study linking it to the electronic environment that supports voluntary transfers (SICONV).</p><p><strong>Approach</strong></p><p>The article discusses project concepts and project management; contextualizes the management of projects in the public environment and the organization of the Brazilian State, with emphasis on the role of municipalities in the transfer of voluntary resources; presents the SICONV, its phases and functionalities and draws a parallel between the PMI process groups and the SICONV operational flow.</p><p><strong>Findings</strong><strong></strong></p><p>The model defined by the SICONV environment clearly emphasizes the formal and legal aspects of voluntary transfers of resources, that is, the proposal of the project by the municipal entity, the conclusion of the agreement between the municipality and the Brazilian federal government, the formalization of the act, the monitoring of the implementation of the project and the rendering of accounts. It is also worth noting that the management model adopted has different intensities of adherence to the practices in project management, depending on the area of knowledge analyzed and the phase of the life cycle of the environment.</p><p><strong>Research limitations</strong><strong></strong></p><p>The adherence analysis of project management practices to SICONV indicates gaps that pave the way for further research, given the dynamics of the presented environment.</p><p><strong>Practical implications </strong></p><p>The research presents the adherence between areas of knowledge in project management and SICONV environment, pointing to the need to expand the model with the objective of increasing the management of voluntary transfers to higher levels.</p><p><strong>Originality/Value </strong><strong></strong></p><p>There is a strong restriction in the literature on the wide adoption of project management practices in public administration due to the peculiarities of the environment. Thus, understanding the existing adherence between project management practices and SICONV for Brazilian municipalities can help to fill this gap.</p>
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Costa, Cássio Murilo Alves, Maria Auristela Menezes Costa, Carissa Menezes Costa, Linconl Agudo Oliveira Benito, Jônatas De França Barros, and André Ribeiro da Silva. "As boas práticas do PMBOK® e as contribuições para o repensar do ensino da saúde." Revista Eletronica Gestão & Saúde 6, no. 2 (May 19, 2015): 1968. http://dx.doi.org/10.18673/gs.v6i2.22513.
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As tecnologias da informação e comunicação (TICs) estão em crescimento exponencial nos tempos atuais, e a cada dia surgem novos artefatos tecnológicos oriundos da maior descoberta da humanidade, a internet. Nessa perspectiva novas ferramentas são acrescentadas ao cotidiano das pessoas, como tecnologias móveis, tecnologias de vestir, big data, dentre outras, e nesse cenário cabe avaliar os custos em não usufruir desse potencial disponível a todos. Diante desses avanços, a educação em saúde não usufrui das tecnologias em sua plenitude, como também, carece de efetividade em sua oferta. O objetivo desse artigo é apresentar as boas práticas da Gestão de Projetos, como contribuição para repensar o planejamento e a oferta do ensino na área de saúde mediado pelas TICs. O método utilizado foi um estudo exploratório, com abordagem qualitativa em uma narrativa descritiva, que se guiou na análise do referencial teórico sobre o tema. O resultado evidenciou a necessidade de aprofundar estudos nas áreas de conhecimento do gerenciamento de projetos, promovendo uma investigação futura para detalhar criteriosamente cada um dos quarenta e sete processos constante das boas práticas do Guia PMBOK® (5ª edição), preconizado pelo Project Management Institute (PMI), visando adaptá-los ao planejamento e oferta de uma educação tecnológica em saúde.Descritores: projetos, ensino, saúde.
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Moutinho, José da Assunção, and Roque Rabechini Junior. "Aderência entre gestão de projetos e o sistema de gestão de convênios e contratos de repasse (SICONV)." Sistemas & Gestão 12, no. 1 (July 24, 2017): 83–97. http://dx.doi.org/10.20985/1980-5160.2017.v12n1.1179.
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Destaques- Análise do modelo de gestão do Sistema de Gestão de Convênios e Contratos de Repasse (SICONV).- Relação estabelecida entre as fases de um convênio, gerido por intermédio do SICONV, e os grupos de processos definidos pelo Project Management Institute (PMI).- O modelo de gestão adotado possui diferentes intensidades de aderência às práticas de gestão de projetos, a depender da área do conhecimento analisada e da fase do ciclo de vida do SICONV.ObjetivoEstudar a aderência entre as práticas de gestão de projetos preconizadas pelo PMI e o SICONV. Mesmo com os esforços do PMI na elaboração do Project Management Body of Knowledge (PMBOK) especificamente para o setor de Governo, não há estudo que o relacione com o ambiente eletrônico que fornece suporte às transferências voluntárias (SICONV).AbordagemO artigo aborda os conceitos de projetos e gestão de projetos; contextualiza a gestão de projetos no ambiente público e a organização do Estado Brasileiro, com destaque para o papel dos municípios nas transferências de recursos voluntários; apresenta o SICONV, suas fases e funcionalidades e traça um paralelo entre os grupos de processos do PMI e o fluxo operacional do SICONV.AchadosO modelo definido pelo ambiente SICONV privilegia claramente os aspectos formais e legais das transferências voluntárias de recursos, isto é, a proposição do projeto por parte do ente municipal, a celebração do convênio entre município e governo federal, a formalização do ato, o monitoramento da implementação do projeto e a realização da prestação de contas. Destaca-se, ainda, que o modelo de gestão adotado possui diferentes intensidades de aderência às práticas em gestão de projetos, a depender da área do conhecimento analisada e da fase do ciclo de vida do ambiente.Limitações da pesquisaA análise de aderência das práticas de gestão de projetos ao SICONV indica lacunas que abrem caminho para investigação adicional, haja vista a dinâmica do ambiente apresentado.Implicações práticas A pesquisa apresenta a aderência entre áreas de conhecimento em gestão de projetos e ambiente do SICONV, apontando para a necessidade de se ampliar o modelo com o objetivo de elevar a gestão das transferências voluntárias para patamares mais altos.Originalidade/valor Identifca-se, na literatura especializada, uma forte restrição à ampla adoção de práticas de gestão de projetos na administração pública devido a peculiaridades do ambiente. Assim, entender a aderência existente entre as práticas de gestão de projetos e o SICONV para municípios brasileiros pode ajudar a preencher esta lacuna.
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Alves, Milena Carneiro, and Patrícia Silva Azevedo. "Integração das metodologias do PDP e Pmbok na área de gestão do design." Projetica 7, no. 2 (December 2, 2016): 25. http://dx.doi.org/10.5433/2236-2207.2016v7n2p25.
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O desenvolvimento de produtos esteve atrelado desde o início das civilizações à racionalidade humana em satisfazer as suas necessidades. Com a evolução industrial, conceitos, gerenciamentos e processos de produção de objetos foram se modificando, buscando sempre a rapidez, mas com baixa eficiência e impactos negativos. Atualmente o Designer compreende informações metodológicas de diferentes áreas, viabilizando a melhor interação estratégica de produção. Assim, busca-se neste trabalho o aprimoramento do processo de Gestão em Design, por meio da integração de seus conceitos, com as metodologias do Processo de Desenvolvimento de Produto (PDP) e do Guide to Project Management Body of Knowledge (PMBOK).
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Laruccia, Mauro Maia, Plínio Célio Ignez, Gilmar Jonas Deghi, and Mamerto Granja Garcia. "Gerenciamento de Projetos em Pesquisa e Desenvolvimento." Revista de Gestão e Projetos 3, no. 3 (December 1, 2012): 109–35. http://dx.doi.org/10.5585/gep.v3i3.82.
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Este trabalho tem por objetivo estudar o gerenciamento de projetos na área de Pesquisa e Desenvolvimento, em um cenário onde os avanços da tecnologia têm influenciado nas mais diversas áreas do conhecimento humano e passaram a exigir abordagens diferenciadas na forma de planejar, executar e controlar os projetos, para assegurar os resultados almejados pelas organizações. Avaliar as formas de conhecimento aplicadas ao gerenciamento de projetos e as interações de suas disciplinas apresenta-se como uma condição oportuna para compreensão e melhoria do processo de gerenciamento de projetos. Considerando que a interdisciplinaridade destaca-se na crítica e na busca de respostas aos limites do conhecimento e que rompe com o paradigma disciplinar de produção do conhecimento particionado, a análise da forma de conhecimento do gerenciamento de projetos pode contribuir para desvelar oportunidades e engendrar melhorias neste processo. Verifica-se que o gerenciamento de projeto tem evoluído continuamente e congrega diversas disciplinas do conhecimento nos modelos praticados. Atualmente, um dos modelos mais consagrados de gerenciamento de projetos é o Project Management Body of Knowledge (PMBOK), publicado pelo Project Management Institute (PMI), que é utilizado em mais de 185 países. Vale ressaltar, que a simples comunicação entre as disciplinas do gerenciamento de projetos não significa que estejamos aplicando necessariamente uma abordagem interdisciplinar. Analisar o gerenciamento de projetos na ótica da interdisciplinaridade pode contribuir para o aperfeiçoamento dos modelos de gerenciamento de projetos e consequentemente para a geração de melhores resultados para as organizações.DOI:10.5585/gep.v3i3.82
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Faezy Razi, Farshad, and Seyed Hooman Shariat. "A hybrid grey based artificial neural network and C&R tree for project portfolio selection." Benchmarking: An International Journal 24, no. 3 (April 3, 2017): 651–65. http://dx.doi.org/10.1108/bij-06-2016-0087.
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Purpose The purpose of this paper is twofold: the selection of project portfolios through hybrid artificial neural network algorithms, feature selection based on grey relational analysis, decision tree and regression; and the identification of the features affecting project portfolio selection using the artificial neural network algorithm, decision tree and regression. The authors also aim to classify the available options using the decision tree algorithm. Design/methodology/approach In order to achieve the research goals, a project-oriented organization was selected and studied. In all, 49 project management indicators were chosen from A Guide to the Project Management Body of Knowledge (PMBOK Guide), and the most important indicators were identified using a feature selection algorithm and decision tree. After the extraction of rules, decision rule-based multi-criteria decision making matrices were produced. Each matrix was ranked through grey relational analysis, similarity to ideal solution method and multi-criteria optimization. Finally, a model for choosing the best ranking method was designed and implemented using the genetic algorithm. To analyze the responses, stability of the classes was investigated. Findings The results showed that projects ranked based on neural network weights by the grey relational analysis method prove to be better options for the selection of a project portfolio. The process of identification of the features affecting project portfolio selection resulted in the following factors: scope management, project charter, project management plan, stakeholders and risk. Originality/value This study presents the most effective features affecting project portfolio selection which is highly impressive in organizational decision making and must be considered seriously. Deploying sensitivity analysis, which is an innovation in such studies, played a constructive role in examining the accuracy and reliability of the proposed models, and it can be firmly argued that the results have had an important role in validating the findings of this study.
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Yap, Jeffrey Boon Hui, and Martin Skitmore. "Ameliorating time and cost control with project learning and communication management." International Journal of Managing Projects in Business 13, no. 4 (February 17, 2020): 767–92. http://dx.doi.org/10.1108/ijmpb-02-2019-0034.
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PurposeLegions of projects fail to attain their time and cost objectives due to ineffective coordination. This is often due to a lack of essential learning from projects because of insufficient communication and working experience. One of the key reasons why this occurs is that managers are unaware of what knowledge needs to be retained. In contrast with knowledge management research, which mostly focuses on the systems and processes for capturing, storing, and retrieval of knowledge, this paper investigates the nature of project communication and learning and their role on project time and cost control.Design/methodology/approachA stratified proportional purposive sampling approach was adopted in choosing the interview participants for the study. They are experienced industry practitioners working on building construction projects in Malaysia. Content analysis was then performed on the interview data. The identified variables were further validated by 11 industry experts from the three primary construction stakeholders.FindingsThe results of a series of 12 in-depth interviews with industry practitioners are provided to reveal the effective communication tools for sharing and learning in a project-based environment, the learning inducing situations involved, and the use of reusable project experiences to improve project time and cost control.Research limitations/implicationsA possible limitation of the study is its focus on a small group of Malaysian practitioners delimits the generalizability of the findings.Originality/valueA two-phase model with three-step project management process of input, tools, and output is developed from the Project Management Body of Knowledge (PMBOK) Guide as an aid for more effective knowledge reuse in project time and cost control in the future.
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نعمة, نغم حسين, and سلوى صالح علي. "تحليل مخاطر المشروعات على وفق نظام إدارة المشاريع الاحترافية دراسة حالة في شركة المنصور العامة للمقاولات الإنشائية." Journal of Economics and Administrative Sciences 23, no. 96 (April 1, 2017): 82. http://dx.doi.org/10.33095/jeas.v23i96.356.
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المستخلص
يهدف البحث للتعرف على المخاطر التي تواجه المشروعات والعمل على إدارة تلك المخاطر باستخدام نظام إدارة المشاريع الاحترافية Project Management Professional))عن طريق تحديد تلك المخاطر وبيان آثارها في أهداف المشروع في حالة حدوثها وتقديم الاستجابات المناسبة لها. وتم تطبيق البحث على مشروع كلية القانون المنفذ من قبل شركة المنصور العامة للمقاولات الإنشائية وتم استعمال أسلوب المقابلة الشخصية مع رؤساء الأقسام ومديري المشروعات في شركة المنصور وأدوات التحليل الوصفي والكمي إذ تم استعمال (تحليل احتمالية وتأثير المخاطر, مخطط ايشكاوا السبب- الاثر, تحليل الاحتمالية والاثر, مصفوفة المخاطر (الاحتمالية والأثر), تحليل شجرة القرارات) وتم جمع المعلومات الخاصة بالجانب النظري من الكتب والبحوث والرسائل والاطاريح فضلاً عن المنشورات وباللغتين العربية والانكليزية وإصدارات PMBOK الصادرة من المعهد الأمريكي PMI, وتوصل البحث إلى ارتفاع حجم المخاطر في المشروعات (عينة البحث) التي تنفذها الشركة ويعود السبب في ذلك إلى عدم وجود جهة متخصصة لإدارة المخاطر او خطط لإدارة المخاطر نتيجة قلة الوعي من قبل الإدارة والعاملين بأهمية وتأثير المخاطر ودوره في نجاح المشروعات, كما خلص البحث إلى انه لو تم تطبيق إدارة المشروعات الاحترافية ومتطلباتها من حيث توفر الموارد البشرية المؤهلة والتقنيات المطلوبة لتطبيقها فيما يتعلق بإدارة المخاطر فانه سيعمل على تخفيض نسبة كبيرة من المخاطر وتوفير الاستجابة الملائمة للمخاطر المتبقية وبما يؤدي إلى انجاز المشروعات بالوقت والكلفة المحددين وبما يحقق أهداف الشركة.