Relevant bibliographies by topics / Project management (PM)

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Project management (PM)'

Author: Grafiati
Published: 4 June 2021
Last updated: 31 July 2024

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Journal articles on the topic "Project management (PM)"

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Walker, Derek, and Beverley Lloyd-Walker. "Rethinking project management." International Journal of Managing Projects in Business 9, no. 4 (September 5, 2016): 716–43. http://dx.doi.org/10.1108/ijmpb-12-2015-0121.

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Purpose The purpose of this paper is to explore the extent of the continuing influence on project management (PM) research directions of rethinking project management over the last ten years. Design/methodology/approach The authors chose a qualitative research approach that involved reading all papers published in the International Journal of Managing Project in Business since its commencement in 2008. Content analysis was performed on these papers to allow axial coding of key article content influence themes. Findings The research identified the strength, over time, of the three research interest clusters on the PM research agenda and resultant changes in the PM paradigm. The five directions put forward by the rethinking PM agenda and other researchers ten years ago have continued to influence the PM research agenda. Originality/value Findings provide a better understanding the changes in PM research directions since rethinking PM, the increased breadth and sophistication of PM research in general, and future research directions.
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Cha, Jonghyuk, Mike Newman, and Graham Winch. "Revisiting the project management knowledge framework." International Journal of Managing Projects in Business 11, no. 4 (September 3, 2018): 1026–43. http://dx.doi.org/10.1108/ijmpb-11-2017-0147.

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PurposeThis paper highlights that extant project management (PM) bodies of knowledge have not fully addressed organisational transformation enabled by information systems projects. The purpose of this paper is to examine the transformation context in the PM disciplines. The authors argue that the execution-oriented PM bodies of knowledge are limited, as they place too much emphasis on the delivery outputs by the supplier rather than the achievement of beneficial outcomes by the project owner.Design/methodology/approachAs a conceptual paper, this paper reviews extant PM bodies of knowledge, life cycle models, the context of organisational transformation and benefits realisation, and the distinction between a project owner’s and the project supplier’s capabilities.FindingsA new PM knowledge framework is provided as an advanced research frame for future works by enhancing Peter Morris’ Management of Projects framework by employing the conceptual lens of Winch’s Three Domains of Project Organising model.Originality/valueThe advanced model emphasises the necessity of distinguishing a project owner’s and a supplier’s PM capability and knowledge to achieve successful IS-enabled organisational transformation. Through this effort to resolve the fragmentation and specialisation problems in PM disciplines, the model can be used as a theoretical groundwork for the advancement of PM research.
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Magano, José, Cláudia Sousa Silva, and Micaela Martins. "Project Management in the Biotech Context: Exploring the Interrelation between Maturity and Sustainable Project Management." Sustainability 13, no. 21 (November 2, 2021): 12090. http://dx.doi.org/10.3390/su132112090.

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Biotechnology is an emerging and increasingly important sector in the current context. As the number of biotech projects grows, so does the need to establish processes to improve project management effectiveness and project success, including assessing their impacts (positive and negative) on the Sustainable Development Goal (SDGs). This broader approach opens the door to developing a new project management (PM) paradigm designated by sustainable project management (SPM). However, there is a need for more empirical studies to understand how sustainability can be integrated into project management. This research is based on the proposition that PM maturity could lead to incorporating sustainability in PM. No research studies are reported in the literature exploring this interrelationship between maturity and sustainable project management; such is this study’s purpose and originality. The study applies Kerzner’s Level 3 PM maturity model on a sample of 96 biotech companies in Portugal through a questionnaire that addressed project managers and team members. The findings suggest that the process of integrating sustainability into PM should follow these steps: (1) perform an early PM maturity diagnosis to identify the company’s most and least dominated areas; (2) identify the strengths and weaknesses that impact the integration of sustainability into project management practices; (3) develop a customized and adjusted action plan to integrate sustainability in PM. The study’s main contribution relies on understanding how sustainability can be integrated into project management, explaining the role of maturity assessment in this process. In addition, it characterizes the biotech industry projects concerning the linkage between PM maturity and sustainability and provides recommendations that may contribute to the companies’ development towards sustainable project management.
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Lloyd-Walker, Beverley, Erica French, and Lynn Crawford. "Rethinking researching project management." International Journal of Managing Projects in Business 9, no. 4 (September 5, 2016): 903–30. http://dx.doi.org/10.1108/ijmpb-04-2016-0033.

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Purpose The purpose of this paper is to identify issues in the long-term development of project workers, their career paths, their contribution to organizational success and their need for equity of opportunity. The long-term development of project workers, their career paths and their contribution to organizational success is explored. Design/methodology/approach A qualitative research design using semi-structured interviews was employed to gain an understanding of social and human issues related to careers in project management (PM). By researching the lived experiences and feelings of those pursuing a career in PM the aim was to gain insight into the career journeys and experiences of practicing project managers. Findings Those who choose to pursue a career in PM have the personal characteristics and sufficiently high levels of self-efficacy to deal effectively with the uncertainty inherent in the nature of projects and of project-based employment. Research limitations/implications Participants were drawn from current project practitioners. As a result, the views of those who have worked on projects and chosen not to continue their career in the area have not been gathered. Practical implications Predictions are that there will be a continuing demand for project managers with the capabilities required to deliver successful projects. The challenge for organizations is to create an environment that will encourage greater numbers of people to embrace the uncertainty of project. The findings reported provide insight into how organizations might attract, develop and retain the project expertise they require for success. Originality/value This research provides further understanding into the lived experience of project managers, with a focus on those who have unexpectedly found themselves pursuing a career in PM.
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Uribe Macías, Mario Enrique. "Corporate Social Responsibility Management in Project Management: A Theoretical Approach." Cuadernos de Administración 36, no. 66 (April 6, 2020): 20–35. http://dx.doi.org/10.25100/cdea.v36i66.8444.

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The aim of this paper is to present a theoretical approach in order to propose a social responsibility management model for project management. This theoretical support is based on the topics of Corporate Social Responsibility (CSR) and Project Management (PM). In recent times, CSR has been widely applied in permanent organizations, but there is insufficient evidence to indicate that CSR has been systematically incorporated into projects, which are temporary organizations, specifically in PM practices. The method employed began by setting the topics that should be consulted. Then, the documentary research was carried out using renowned databases and books in the two topics, based on the definition of keywords in each of them. Thereafter, the results of the research were classified by topic, and, finally, the theoretical framework was drawn up. The result revolves around items such as social responsibility, CSR, and stakeholders, as regards CSR; and revolves around the items of project and PM, as concerns PM. There is also discussion conducted based on the relationship between CSR and PM, according to the background research. The conclusions relate to the different theoretical approaches found for the concepts of CSR, project, and PM, which frame the development of research.
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Löfgren, Karl, and Birgitte Poulsen. "Project Management in the Danish Central Government." Scandinavian Journal of Public Administration 17, no. 2 (June 15, 2013): 61–78. http://dx.doi.org/10.58235/sjpa.v17i2.15751.

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While project management (PM) has become an almost constituting element of modern public organisations, empirical research on PM in the civil service, let alone government offices, has been overlooked. In this article, we will on the basis of public organisation recruitment efforts illustrated through a textual analysis of job adverts for the Danish Civil Service, analyse how the individual roles related to project management in civil service organisation from 1982 until 2011 has emerged in terms of the following dimensions: a) the project managerial role, b) required competences for PM, c) whether the role of PM refer to internal or external projects, d) which stages of the policy cycle which are subject to PM, e) and whether we are talking about permanent project management organisations or just temporary projects. These questions are then applied on a minor empirical textual analysis of job adverts in a Danish professional journal in the period of 1982-2011 with the aim of generating a couple of hypotheses. The results of the study shows that project management has permeated throughout the central service, but also that the pro- ject management has become a term used inequitably for describing all forms of work-life in modern bureaucracies. Also, we identify a number of hypotheses for future works. First, project management in the Danish civil service is not a managerial role. Second, by requesting project management competence, the investigated ministries were looking for certain interpersonal skills, and not transferable PM competences. Finally, being a project manager in the Danish civil service means being ready for internal projects, not to work more cross-sectoral with other actors.
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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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Fonrouge, Cécile, Christophe Bredillet, and Charles Fouché. "Entrepreneurship and project management relationships." International Journal of Managing Projects in Business 12, no. 1 (March 4, 2019): 6–24. http://dx.doi.org/10.1108/ijmpb-01-2018-0013.

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Purpose Both project investments and entrepreneurial ventures are considered powerful catalysts of economic prosperity and social progress. But these ventures and investments come with their inherent challenges and risks. Observing this situation, academics have paid close attention to the fields of entrepreneurship and project management (E&PM). Thus, for over 30 years, the two fields have witnessed remarkable developments among management and organization studies. The historical perspective reveals that these two multidisciplinary fields were built in parallel, on very distinct mindsets and cultures. The purpose of this paper is to offer a wider dialogic conversation between two distinct perspectives and related propositions: E&PM should stay separated; and E&PM should converge. Design/methodology/approach In order to guide the investigation of these propositions, the authors call for Luhmann and a systemic-discursive perspective of both fields discourses. Ultimately, the purpose is to contribute to the debate surrounding the following questions: are E&PM fields so far from each other, and thus, irreconcilable? And, if so, is it so good? Findings Finally, the authors will suggest that E&PM may stay far from each other as they do not share similar discourses and codes. This may be a good state of affairs, however, as distance generates a fruitful creative tension between them. Originality/value While many researchers focus on linking E&PM, arguing that they largely agree as to their underlying goal, the paper aims to offer a wider dialogical conversation between the two distinct perspectives and their related propositions: E&PM should stay separate; and E&PM should converge. In order to do so, this paper calls for a Luhmannian and a systemic-discursive perspective.
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Perić, Marko. "Do Tourism and Project Management Need Each Other?" Tourism 70, no. 4 (December 9, 2022): 534–54. http://dx.doi.org/10.37741/t.70.4.1.

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While the relationship between tourism and project management (PM) seems logical in business practice, it seems that academic literature does not follow this reasoning. The purpose of this paper is to examine whether there is an interrelationship between tourism and PM in the academic literature, and if so, what is the nature of this connection. To reach this objective, the author examined ten top-ranked PM and tourism journals represented in Web of Science Core Collection (WoSCC). PM journals do not recognize tourism as an attractive field of research because only nine papers (out of 2,995 published) refer to tourism or tourists. Additionally, from 11,332 papers published in tourism journals, 269 papers allude to projects mostly focusing on three major themes: (1) tourism development projects, (2) local communities, and (3) tourist experiences. However, the term “project” refers mostly to studied cases, while Knowledge Areas (PMKAs), which are the core of PM, are mentioned only sporadically. The findings suggest that the connection between tourism and PM in academia is not as strong as the business practice would suggest. Academics should pay more attention to the fact that PM knowledge needs to be applied and integrated into the tourism industry and its projects.
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Artto, Karlos A., Hans Georg Gemünden, Derek Walker, and Pirjo Peippo-Lavikka. "Is there only one way of project management theorizing, or are there multiple sector-specific project management domains?" International Journal of Managing Projects in Business 10, no. 1 (January 4, 2017): 203–40. http://dx.doi.org/10.1108/ijmpb-07-2016-0057.

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Purpose Many literature reviews on project management (PM) research are limited to studies published only in PM journals but some reviews do expand their analysis on PM research published also in journals belonging to the management studies field. However, the authors found no previous literature reviews comparing the PM content in different sectors outside the management studies field. Therefore, the analysis and findings of PM content derived from the sector-specific engineering and technology-focused journals are new. The paper aims to discuss this issue. Design/methodology/approach The authors analyze PM content in nine different sectors, where each sector and its inherent research is connected to specific engineering, technological, or industry-related disciplines. The authors conduct an evidence-informed literature review on PM knowledge in the distinct literatures of these nine sectors. The period of analysis is 24 years from 1986-2009. The authors discuss potential consequences of the findings’ sector-specificity for future PM domain development. Findings The perspective on different origins of PM leads to a meta-level PM concept covering several different PM domains, each with its own sector specific and separated development path. Research limitations/implications The literature analysis purposefully excluded PM journals and management studies, and the authors focused only on sector-specific engineering and technology-focused journals that represent knowledge and wisdom of different PM contents in nine sectors. Practical implications The findings have significant potential to contribute to scholarly discussion on the development of a universal PM theory. For applicability across sectors, the authors suggest a modular PM theory with different sector-specific modules for knowledge, concepts, and underlying assumptions. Originality/value Currently, this discussion has been mainly focused on theorizing concepts and approaches in management studies only. This study expands the understanding to engineering and technology-focused journals across nine industry sectors/domains.
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Dissertations / Theses on the topic "Project management (PM)"

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Demir, Selim Tugra. "'AgiLean PM' : a unifiying strategic framework to manage construction projects." Thesis, Liverpool John Moores University, 2013. http://researchonline.ljmu.ac.uk/4509/.

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A challenge in Lean Construction is how to make it applicable when there is a high degree of complexity and uncertainty. In many construction projects there are changing project requirements, unique products and a need for actions that are highly focused on meeting customer/client expectations. Such scenarios require management methods that are characterised by being flexible and able to react to change. The aim of this thesis is to introduce a method that has such characteristics. Project Management, Lean and Agile paradigms are merged through the application of the fission and fusion approach of nuclear physics. This research is facilitated through a sequential explorative method. In the first instance, interviews with 22 practitioners in the fields of construction project management, Lean and Agile have been conducted. Then a quantitative self-administered questionnaire with 213 useful responses has been utilised to validate the transferability of the interview findings. It is concluded that Lean is not ideally suited to dealing with the dynamic nature of construction projects. Agile methods, which were developed to cope with the high levels of uncertainty inherent to IT projects, are more flexible and able to react to change. Hence utilising Agile-based methods might be the key to the successful utilization of Lean in construction. Therefore a management method based on combining Lean and Agile approaches has potential. Such an approach needs creative thinking to develop a solution that is different to that of “Leagile”. Leagile uses Lean and Agile methods in the execution phase sequentially, through using a decoupling point model to separate the two. This thesis introduces a new paradigm in which such a decoupling or separation does not take place. Rather, project management, Lean and Agile have been merged together to develop a new holistic and strategic framework. The paradigm presented in this thesis is termed “AgiLean Project Management”.
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MOHANTY, SAMEER. "DECISION MATRIX FOR FUNCTIONAL EVALUATION OF PROJECT MANAGEMENT AUTOMATION." University of Cincinnati / OhioLINK, 2006. http://rave.ohiolink.edu/etdc/view?acc_num=ucin1152568084.

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Schrapers, Manuel. "Applying standards, guidelines and methods in construction project management." Thesis, Edinburgh Napier University, 2018. http://researchrepository.napier.ac.uk/Output/1253601.

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This dissertation scrutinizes the application of various standards, guidelines and methods in construction project management, and examines the use of such methods, tools and applications. Even though the availability of literature in the context of PM is extensive there has not been an adequate focus on applied project management with a specific interest in the constructing project management. This study describes the experiences gathered by the interviewees who are experienced construction executives and also discusses how they have managed their projects. The reason for the selection of a subjective, descriptive and phenomenal research approach is described and the advantages for this philosophical stance are also mentioned in the thesis. The question that emerges is in regards with how the construction managers accomplish any given project and how they ‘live' their PM. Hence, this study investigated the relevance of PM for managers working on construction projects. Various techniques, methods and procedures which were not included in the literature were highlight by the participants. There are studies available, mainly empirical, in the context of applied PM methods and the results of these studies do not correspond with the findings of this research. Another finding is that, in general, from the responses received, it is clear that PM certification programmes provide limited value to an experienced construction manager. Further results were summarized in the findings and result chapter of this work.
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Meyer, Eike. "An investigation of the process and characteristics used by project managers in IT consulting in the selection of project management software." Thesis, Edinburgh Napier University, 2018. http://researchrepository.napier.ac.uk/Output/1253385.

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As project management (PM) and information technology (IT) evolved over the last decades, an increasing number of project management software products have emerged. Project managers in IT consulting can improve the success of projects through the utilization of such software. However, the diversity of software available cannot sensibly be grasped by a single individual. Based on this context, the study aims to examine the key considerations in the selectionof project management software in IT consulting from the project managers' perspective. A literature review identifies key aspects of IT consulting projects that may be relevant to the software selection. No evidence was found that provided a view on the process of the selection of PM software in IT consulting itself. The review also unveils the lack of common terminology in regard to PM software. The study addresses these gaps by utilizing interpretative phenomenological analysis (IPA) to understand the experiences made by project managers. To gather data, 17 semistructured interviews were conducted with experienced project managers. Thematic analysis was used to develop an understanding of the process employed by project managers in the software selection and the considerations they make along the way. The findings were synthesized to create a process guide, supported by a checklist and the working definition of key terminology. This study adds a broader perspective to the field of PM software through the application of qualitative methodology in an otherwise quantitatively dominated field of research. It addresses the lack of existing knowledge on the perspective of the project manager in the selection process through the generation of a 6-staged process guide. The detailed considerations of project managers were compiled into a checklist of selection criteria. These two also contribute to practice by providing a structured approach to PM selection for practitioners. The third output is a working definition of project management software as used in practice, which simplifies an exchange of knowledge between theory and practice.
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Chang, Teh-Yuan. "The management of innovative projects by university scientists : an exploratory study of PM practices and performance in biotechnology sector." Thesis, University of Bath, 2006. https://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.512254.

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This study explored the management of university-industry collaborations (UICs). Although increasingly important for delivering innovation in many sectors, policy research has expressed concern about the detailed performance of these inter-organisational arrangements. Moreover, although well researched as a knowledge-based economic phenomenon there is much less equivalent managerial research, especially from the perspective of university scientists. Therefore, owing to the paucity of such research, this thesis investigated the adoption of particular project management (PM) practices by university scientists and their subsequent impact on innovative project performance. Four research questions were defined and they were developed, refined and tested within a two-stage process.
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Iveros, Madelene, and Åsa Linde. "Konsekvensen av sena ändringar i byggproduktionen : En utredning av ändrings-PM under produktionen." Thesis, Uppsala universitet, Byggteknik, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-388670.

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This thesis project examines changes to building documents during the product development in the construction process, which is referred as revision memos in this report. The study is made in cooperation with Serneke and is therefore limited to project within this company. Furthermore, the information in this study is based on relevant literature as well as interviews, a poll and material from three of Serneke´s projects. The results show that the examined projects have exceeded the estimated design cost due to changes made during production. By investigating the revision memos, the conclusion was that performing construction, commercial projects and rebuilding projects generate more revision memos as well as the architect and constructor had the greatest number and most expensive revision memos. It also appears that the number of revision memos of other disciplines varies between projects. Furthermore, the design process seems to generate many mistakes that appear in the production, which means that an improved design process with experience feedback and collision control should detect mistakes at an earlier stage. Recommendation for future projects is to make use of the contractors knowledge of production early in the design stage, to use experience feedback and collision control, to introduce a date for last additions, to use Swedish standard when establishing revision memos and to not execute changes before a revision memo is published. In conclusion of this project follows a few recommendations for continued investigation of this field of study.
Detta arbete undersöker ändringar av handlingar som sker vid produktframtagningen i byggprocessen, vilket benämns ändrings-PM i denna rapport. Syftet är att kartlägga problematiken kring ändrings- och tilläggsarbeten i ett sent skede och målet är att öka medvetenheten gällande ändrings-PM och dess konsekvenser. Arbetet genomförs under 10 veckor och begränsas därför till att undersöka projekt inom Serneke. Vidare kommer olika entreprenadformer och olika projekttyper att jämföras detta då de olika förutsättningarna i projekten förväntas generera olika mängder ändrings-PM. Metoden för detta arbete är dels en litteraturstudie, som förklarar olika begrepp och tillvägagångssätt, samt intervjuer och enkät som kompletteras med underlag från tre av Sernekes projekt. I resultatet framgår det att de undersökta projektens bedömda projekterings-kostnad överstigits på grund av ändringar som skett under produktionen. Sammanställningen av ändrings-PM från projekten samt enkätsvaren visar också att arkitekten och konstruktören har flest antal samt dyrast ändrings-PM. Vidare framgår det att övriga discipliners ändrings-PM varierar i antal mellan projekt. Vad gäller entreprenadform och projekttyp framgick det av enkäten och intervjuerna att utförandeentreprenader, kommersiella projekt och ROT-projekt rimligtvis genererar mer ändrings-PM dock kunde detta inte stärkas av något ytterligare material. Däremot kunde kommunikationsverktyget Byggnet undersökas med slutsatsen att det är ett väl fungerande informationssystem vid korrekt användning. Vidare anses projekteringen generera många fel som dyker upp i produktionen, vilket medför att en förbättrad projektering med erfarenhetsåterföring och kollisionskontroll borde upptäcka misstag i ett tidigare skede. För framtida projekt rekommenderas att nyttja entreprenörens erfarenhet av produktionen i projekteringen, att använda sig av erfarenhetsåterföring och kollisionskontroll, att införa ett datum för sista tillägg, att använda svensk standard vid upprättande av ändrings-PM samt att utföra ändringar efter ett publicerat ändrings-PM. Genom att vidare undersöka flera projekt med olika entreprenadformer och projekttyper skulle en kartläggning kunde göras för antalet ändrings-PM och hur de påverkar projektets kostnad och tidplan.
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Boehnke, Anna-Lena, and Alexandra Spindler. "The utilization of Project Management methods and tools in start-ups considering the influence of the entrepreneurs’ work background : A study on software development start-ups in Sweden." Thesis, Umeå universitet, Företagsekonomi, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-146319.

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This thesis aims to increase knowledge about the usage and relevance of Project Management (PM) methods and tools within start-up companies, with regard to the previous work experience of the entrepreneur. The underdeveloped connection of PM and entrepreneurship will be further explored by following the research question proposed below that guides the study. What PM methods and tools do entrepreneurs apply in the process of launching the business versus the operation of the start-up, especially considering their previous work experience and contact with PM? In order to answer the proposed research question and pursue the set objectives, the thesis is structured as follows. First, the methodology within this study is represented in theoretical and practical form in chapter 2 and 4. Furthermore, the theoretical context in the field is summarized in chapter 3. The topics of traditional PM and agile PM (APM) with their characteristics and tools are portrayed; especially the latter is extensively presented in chapter 3.2 due to the need of flexibility and adaptability in the highly dynamic business environment nowadays, as well as the strong connection between APM and the IT development sector. Existing theories about the topics of entrepreneurship and start-ups are described in the subsequent chapter, whereby a focus is set on the entrepreneur itself and his or her previous work experience. To summarize the existing theory in the fields of PM and entrepreneurship a conceptual framework was created by the researchers of this study in chapter 3.4, which also serves to represent the findings of the study in the concluding chapter. The empirical findings, which are presented in chapter 5, were organized in chronological order of the conducted semi-structured, qualitative interviews with software development start-ups in Sweden. Valuable results for the research areas of entrepreneurship and PM, as well as for the practical usage in those fields could be generated. The summarized results of this qualitative study are summarized and presented in chapter 6, titled empirical analysis. The authors found out that the majority of the contacted start-ups did not plan a lot in the launching phase of the business, in fact, they did not apply specific PM tools. While the business was growing, so did its complexity, which is why the need for applying PM tools became more present. Even though no clear connection between the previous work experience of the entrepreneur and the applied PM tools could be established, it was noticeable that prior exposure to PM made the entrepreneurs more aware of the methods and tools. They specifically looked for some and used them more knowingly. Further drivers for choosing a PM method and tools were recommendations and personal research. Next to the stage and scale of the business, especially the team size, the location of the team members and their familiarity with each other appeared to influence the decision on using specific tools tremendously. In general, it could be detected in this study, that the APM framework was commonly recognized as highly valuable for start-ups and many of the respondents already follow it or want to do so in the future. Moreover, primarily only one or very few tools were applied within the start-ups to not lose track of the business development and keep everything concise.
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Al, Sudiri Turki Mohammed Nasser. "A framework for aligning project management to business strategy : a qualitative case study in Saudi telecommunications industry." Thesis, Brunel University, 2014. http://bura.brunel.ac.uk/handle/2438/13894.

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Project management (PM) plays a significant role in achieving the company’s goal and objectives. Due to its significant role, it is essential that the project managers use processes which remain focussed on the company’s business strategy. However, some implementations of the company’s business strategy have led to failures as a result of misalignment between project management and the company’s business strategy. Such misalignment has an impact on both the project management and business strategy and may lead to problems in the overall functioning of the business, including the implementation of the company’s business strategy through the projects. This research was undertaken to investigate the problem of aligning project management process with the company’s business strategy which has not been fully investigated to-date. This investigation aims to provide a deeper understanding and more holistic analysis of the key factors, such as stakeholders and contextual factors (AF), which enable or inhibit this alignment in order to develop a conceptual framework that addresses this research gap. This study examines and analyses the alignment process, by considering the key factors at the early planning phase of project management. To address the research gap, the study employs a qualitative, multiple case study approach in the interpretive paradigm. Data was collected via interviews of senior personnel (executives and project managers), mainly from three managerial levels of the organisation, including corporate, business, and functional levels in four telecommunication companies of the private sector in Saudi Arabia. The investigation was carried out by collecting data through semi-structured interviews to critically explore collectively the perspectives of the executives and the project managers on their experience of managing and executing the company’s business strategy and the projects. Written and electronic documentations as well as non-participant observations also served as important triangulation and complementary sources in understanding the phenomenon being studied and as a means of gaining additional perspectives and further insights on key issues. This study provides a novel contribution to the alignment process of project management to business strategy. The original contribution and findings of this study contribute to the growing body of knowledge of project management by developing a practical framework to benefit both academics and practitioners and to increase awareness of the alignment process. This holistic conceptual framework includes two sets of factors that impact the alignment process. Additionally, it provides a unique prescriptive standard and a code of practice for practitioners seeking to realise efficient and effective alignment.
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Drápal, Dušan. "Návrh a realizace projektu pro vytvoření online marketingu Event teamu společnosti Unifer o.p.s." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2015. http://www.nusl.cz/ntk/nusl-225107.

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This master’s thesis describes the use of project management for a design and implementation of the project to create web portal for event team of the company UNIFER o.p.s. The thesis descibes in detail the pre-project, project and post-project phase according to project management methods.
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Lichtman, Brian D. "Context-driven agents in computer supported cooperative works." Honors in the Major Thesis, University of Central Florida, 2011. http://digital.library.ucf.edu/cdm/ref/collection/ETH/id/469.

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This thesis describes a research project that investigates the level of contextualization needed to successfully build context-driven agents that can manage a cooperative project. Many times in industry, collaborators in a large project may be located vast distances from each other. It is for this reason that management of such projects can often be difficult. The purpose of this research is to design an agent that can take on the role of a project manager (PM) to assist the human project manager. Specifically, this thesis looks to give such project management agents full situational awareness. It is hypothesized that only with situational awareness can an agent successfully act in the role of a project manager. This thesis describes the investigation into the use of Context-Based Reasoning and Contextual Graphs to create an agent with such situational awareness. This thesis shows that with enough situational awareness, an agent will have the ability to successfully take on the role of a project manager. In particular, this thesis looks at a PM-agent that can manage a simulated project to design and construct a small sounding rocket.
B.S.P.E.
Bachelors
Engineering and Computer Science
Computer Engineering
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Books on the topic "Project management (PM)"

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Gregorc, Walter, and Elisabeth Bittner. Experiencing project management: Projects, challenges & lessons learned. Erlangen: Publicis, 2010.

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Gregorc, Walter, and Elisabeth Bittner. Experiencing project management: Projects, challenges & lessons learned. Erlangen: Publicis, 2010.

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W, Bothell Timothy, and Snead G. Lynne, eds. The project management scorecard: Measuring the success of project management solutions. Amsterdam: Butterworth-Heinemann, 2002.

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1937-, Ireland Lewis R., ed. Project management: Strategic design and implementation. 4th ed. New York: McGraw-Hill, 2002.

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Meredith, Jack R. Project management: A managerial approach. 5th ed. New York, N.Y: Wiley, 2003.

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Project Management Institute. Rukovodstvo k svodu znanij po upravleniyu projektami (Rukovodstvo PMBOK℗ʾ) =: A guide to the project management body of knowledge (PMBOK℗ʾ guide). 4th ed. Newtown Square, Pa: Project Management Institute, 2008.

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Kerzner, Harold. Project Management. New York: John Wiley & Sons, Ltd., 2007.

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Inc, NetLibrary, ed. Practical project management: Tips, tactics, and tools. New York: J. Wiley, 2002.

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Meredith, Jack R. Project management: A managerial approach. 2nd ed. New York: Wiley, 1989.

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Meredith, Jack R. Project management: A managerial approach. 2nd ed. New York: Wiley, 1989.

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Book chapters on the topic "Project management (PM)"

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Helmold, Marc. "PM in Project Management." In Management for Professionals, 123–29. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-20534-8_9.

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Fangel, Morten. "Plan and Evaluate Your PM Effort as Well to Promote the Digitalization of the PM Processes." In Project Management in the Digital Transformation Era, 50–60. Cham: Springer Nature Switzerland, 2023. http://dx.doi.org/10.1007/978-3-031-34629-3_5.

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Pacheco, Bruno Perdigão, Mateus da Silva Bento, Almir de Souza Pacheco, and Magnólia Grangeiro Quirino. "Relating Design Management and Project Management: Application of the PM Mind Map Tool in the Creative Design Process." In Proceedings of IDEAS 2019, 149–59. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-55374-6_15.

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Hab, Gerhard, and Reinhard Wagner. "Management einzelner Automotive-Projekte („Single-PM“)." In Projektmanagement in der Automobilindustrie, 23–194. Wiesbaden: Gabler, 2010. http://dx.doi.org/10.1007/978-3-8349-8850-8_2.

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Hab, Gerhard, and Reinhard Wagner. "Management mehrerer Automotive-Projekte („Multi-PM“)." In Projektmanagement in der Automobilindustrie, 195–252. Wiesbaden: Gabler, 2010. http://dx.doi.org/10.1007/978-3-8349-8850-8_3.

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Hab, Gerhard, and Reinhard Wagner. "Management einzelner Automotive-Projekte („Single-PM“)." In Projektmanagement in der Automobilindustrie, 23–194. Wiesbaden: Springer Fachmedien Wiesbaden, 2012. http://dx.doi.org/10.1007/978-3-8349-4369-9_2.

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Hab, Gerhard, and Reinhard Wagner. "Management mehrerer Automotive-Projekte („Multi-PM“)." In Projektmanagement in der Automobilindustrie, 195–252. Wiesbaden: Springer Fachmedien Wiesbaden, 2012. http://dx.doi.org/10.1007/978-3-8349-4369-9_3.

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Hab, Gerhard, and Reinhard Wagner. "Management einzelner Automotive-Projekte („Single-PM“)." In Projektmanagement in der Automobilindustrie, 22–192. Wiesbaden: Gabler Verlag, 2004. http://dx.doi.org/10.1007/978-3-322-99622-0_2.

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Hab, Gerhard, and Reinhard Wagner. "Management mehrerer Automotive-Projekte („Multi-PM“)." In Projektmanagement in der Automobilindustrie, 193–250. Wiesbaden: Gabler Verlag, 2004. http://dx.doi.org/10.1007/978-3-322-99622-0_3.

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Hab, Gerhard, and Reinhard Wagner. "Management einzelner Automotive-Projekte („Single-PM“)." In Projektmanagement in der Automobilindustrie, 23–194. Wiesbaden: Springer Fachmedien Wiesbaden, 2016. http://dx.doi.org/10.1007/978-3-658-10472-6_2.

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Conference papers on the topic "Project management (PM)"

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Sami Ragheb, Mohamed, Aisha Qureshi, and Ahmed M. Zeki. "Intelligence Projects: Analyzing and Reviewing AI Capabilities in IT Project Management." In 5TH INTERNATIONAL CONFERENCE ON COMMUNICATION ENGINEERING AND COMPUTER SCIENCE (CIC-COCOS'24). Cihan University-Erbil, 2024. http://dx.doi.org/10.24086/cocos2024/paper.1560.

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Businesses are increasingly looking for new technology to improve Project Management (PM) techniques, and one such innovative factor is Artificial Intelligence (AI). The usage of AI in information technology (IT) PM ranges from AI algorithms and tools to specialized AI solutions targeted to specific use cases. This research digs into the use of AI in IT PM, providing a thorough examination of its applications and determining its impact. The study underlines the importance of AI in decision-making, risk management, and overall PM. The study examines the inclusion of AI and the associated advantages and cons by evaluating several AI and PM systems. The study conducts a comparison of various tools and seeks to provide practitioners and organizations with useful information.
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Malach-Pines, Ayala, Dov Dvir, and Arik Sadeh. "Project Manager- Project (Pm-P) Fit and Project Success." In PICMET '07 - 2007 Portland International Conference on Management of Engineering & Technology. IEEE, 2007. http://dx.doi.org/10.1109/picmet.2007.4349541.

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Skliar, Iryna, and Liudmyla Batsenko. "Project Management Skills for Non-management Students from the Perspective of Education for Sustainable Development." In 9th International Scientific Conference ERAZ - Knowledge Based Sustainable Development. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2023. http://dx.doi.org/10.31410/eraz.s.p.2023.157.

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Project management skills (PM skills) play an essential role in ad­vancing sustainable development (SD) objectives. Project management as a goal-oriented approach aligns with the SD framework. They provide a struc­tured framework for planning, implementing, and monitoring projects, mak­ing them invaluable for advancing Sustainable Development Goals. They support effective stakeholder engagement, risk management, and adaptive approaches, while also fostering cross-cutting competencies that are vital for addressing sustainability challenges in diverse contexts. Project management is crucial in the workplace nowadays, and possessing these skills can significantly enhance students’ employability prospects. This research aims to analyze the coverage of project management skills and competencies in the Ukrainian academic standards and generalize the rec­ommendations for effectively embedding these skills into the curriculum. Methodology. Qualitative content analysis of Ukrainian academic standards developed by the Ministry of Education and Science of Ukraine. 38 academ­ic standards for master’s contain project management skills. There are chal­lenges with the implementation of the standards in terms of alignment be­tween the standards and the academic programmes, including teach­ing-learning-assessment practices. Project-based learning and interdisciplinary projects are essential for ESD and PM skills development. Interdisciplinarity is a pillar of ESD and this will open project management concepts and practices for non-management students as they navigate the complexities of team dynamics, task delegation, and project coordination. Mentoring and peer-to-peer learning could be effec­tive tools for ESD and for PM-skills development. Peer learning groups where senior students can guide non-management students in developing project management skills. The mentorship can provide valuable guidance, feedfor­ward, and feedback throughout project-based learning.
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Zhu, Yuming, Quan Pan, and Peng Guo. "Research on the Application of Project Portfolio Management (PPM), Program Management (PM) and Project Management in Enterprise Strategic Management." In 2007 International Conference on Wireless Communications, Networking and Mobile Computing. IEEE, 2007. http://dx.doi.org/10.1109/wicom.2007.1289.

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"A Review of Project Management Course Syllabi to Determine if They Reflect the Learner-centred Course Pedagogy [Abstract]." In InSITE 2019: Informing Science + IT Education Conferences: Jerusalem. Informing Science Institute, 2019. http://dx.doi.org/10.28945/4323.

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Aim/Purpose: Project Management (PM) capability is one of the skill sets that employers across a broad range of industries are seeking with a projected current talent deficit of 1.5 million jobs. Background A course syllabus is both a tool and a resource used by the learners, the faculty, and the school to articulate what to learn, how to learn, and how and when to access and evaluate the learning outcomes. A learner-centred course syllabus can enhance the teaching, the learning, and the assessment and evaluation processes. A learner-centred pedagogy seeks to create a community of learners by sharing power between the teachers and the students, providing multiple assessments, evaluations, and feedback mechanisms. Methodology: This study seeks to find out if the PM course syllabi reflect the attributes of a learner-centred pedagogy through a content analysis of 76 PM course syllabi gathered in 2018 from instructors affiliated with the Association to Advance Collegiate Schools of Business (AACSB) in the USA. Contribution: On the issue of PM content, only seven percent (7%) of the syllabi articulate that students would be involved in “real world” experiential projects or be exposed to the Project Management Body of Knowledge (PMBOK) areas and process groups. Findings: The results reveal that PM instructors fall short in creating a community of learners by not disclosing their teaching philosophy, beliefs, or assumptions about learning and tend not to share power, and do not encourage teacher-student interactions. Recommendations for Practitioners: Schools should try to align their programs both to the local and the national job markets by engaging PM practitioners as advisors. When engaged as ad-visors, PM practitioners provide balance and direction on curriculum design or redesign, emerging industry innovations, as well as avenues for internships and job opportunities. Recommendation for Researchers: PM has various elements associated with entrepreneurship and management and is also heavily weighted towards the use of projects and technology, making it a good candidate for learner-centred pedagogy. However, researchers should explore this assertion further by comparing the attainment of learning outcomes and students’ overall performance in a learner-centred and a non-learner-centred PM course. Impact on Society: To minimize this talent deficit individuals as well as the academy should invest in PM education and one approach that may increase the enthusiasm in the PM coursework is having a learner-centred pedagogy. Future Research: Researchers should explore this line of research further by gathering syllabi from other regions such as the European Union, Asia, Africa, Australia, etc. as well as conduct a comparative study between these various regions in order to find if there are similarities or differences in how PM is taught.
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Wang, Wenyuan. "Research on PM2.5 Pollution Management Based on the Perspective of Green Science and Technology Museums." In Conference Proceedings of The 11th International Symposium on Project Management, China. Riverwood, Australia: Aussino Academic Publishing House (AAPH), 2023. http://dx.doi.org/10.52202/070275-0193.

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Zhang, Lihong, Saeed Banihashemi, Yujue Zhang, and Song Chen. "The confluence of project and innovation management: Scientometric mapping." In CARMA 2024 - 6th International Conference on Advanced Research Methods and Analytics. Valencia: Universitat Politècnica de València, 2024. http://dx.doi.org/10.4995/carma2024.2024.17841.

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The convergence of research between innovation management (IM) and project management (PM) has been increasingly noted. To address and reflect this rapid intersection, this study conducts a visualised bibliometric review of 521 articles from 2003 to 2023, sourced from WOS, Scopus, and PubMed. Through publication metric analysis, disciplinary distribution, collaborative networks, and keyword mappings, research synergies and landmarks are identified. Academic advancements, dominant research themes, and frontier fields within the domain are recognised. This pioneering cross-disciplinary exploration offers insights for industry professionals and researchers. Key findings include predominant subjects (management, engineering, and business), significant research landmarks (Stage-Gate system, dynamic capabilities), dominant research themes (innovation initiatives, methodologies, practical applications), and emerging frontier fields (artificial intelligence, agile product management, new product development approaches). A three-stage evolution framework of PIM is proposed, aiding in understanding managerial and organisational adaptations amidst technological and societal changes.
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Weydmann, Andrea Pontual, Fernando Aquino Mendes, Vivian Peçanha Leite Oliveira, Gustavo da Cunha Maia, Arnaldo Martins Salazar Junior, Patrícia Marcela Doria Santiago Santos, and Lilian Melo Barreto. "Continuous Improvements in Project Management Practices Through PMOs - The Case of Buzios Field." In Offshore Technology Conference. OTC, 2023. http://dx.doi.org/10.4043/32196-ms.

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Abstract This paper presents a series of improvements Petrobras has been undertaking in its Project Management (PM) practices and the shaping of a multi-level Project Management Office (PMO) structure through the case of Buzios implementation program. Buzios is Petrobras’ largest ultra-deepwater oil field, which already contains 4 large-scale operational floating production units (all of them among the company's top producing facilities) and at least seven additional modules to be implemented by 2027, each of which is a megaproject per se. The re-shaping of the PMO strategy in Petrobras observed a layered approach with improvements in strategic (corporate), tactical (portfolio) and operational (program/projects) level. PMOs were responsible for strengthening project planning and control practices, improving training of project management teams and aligning the portfolio to the corporate strategy. On Buzios production development program operational level, the PMO was a key driver to increase project and asset value. After a comprehensive assessment of stakeholder interests, the main practices prioritized for the structuring of Buzios PMO were: (i) exploitation of synergies between projects; (ii) standardization and alignment of project management practices; (iii) increase of information availability; (iv) improvement in communication flow and governance and (iv) dissemination of lessons learned among the teams. To attain these goals, the initiative itself was organized as a project and deliverables were classified in a Work Breakdown Structure (WBS) based on four main streams of action: Governance and Communication - establishment of a multi-level project governance, including the senior executive company level; Quality and Control - establishment of centralized and integrated planning and control processes and centralization of activities at the PMO level; Digitalization - automation of processes, and massive provision of self-service project/portfolio information; and Critical Resource management - establishment of a formal and structured process to support resource allocation. Some of the main results obtained are listed below, in line with the previously established pillars: Governance and Communication - timely decision-making was facilitated and integration of teams was increased; Quality and Control - improvement in cost and schedule predictability; Digitalization - cost/labor reduction and increased efficiency; Critical Resource management - more effective and organized sharing of resources among projects. Literature already recognizes the use of rigorous methodologies and PM practices as a driver for improvement in project outcome. The application of such practices in a program comprised by a handful of megaprojects (as provided by the world class asset of Buzios) allowed the validation of several theoretical constructs and at the same time generated value for the company's portfolio. Other companies can benefit from the lessons learned herein and incorporate them into their management systems.
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Berggreen, Line, and Constance E. Kampf. "Project management communication 2.0 — The socio-technical design of PM for professional communicators." In 2015 IEEE International Professional Communication Conference (ProComm). IEEE, 2015. http://dx.doi.org/10.1109/ipcc.2015.7235842.

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Smith, David, Mark Watson, Joe Dale, and D. Johnson. "Theory of Constraints (TOC) Project Management (PM) in the Dynamic World of Test and Evaluation." In USAF Developmental Test and Evaluation Summit. Reston, Virigina: American Institute of Aeronautics and Astronautics, 2004. http://dx.doi.org/10.2514/6.2004-6872.

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Reports on the topic "Project management (PM)"

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Singley, John, John Brill, and Karla Allred. PM Training: Project Management Career Development and Training: Course Directory,. Fort Belvoir, VA: Defense Technical Information Center, January 1996. http://dx.doi.org/10.21236/ada319425.

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