Relevant bibliographies by topics / Project management practice

Contents

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

Academic literature on the topic 'Project management practice'

Author: Grafiati
Published: 4 June 2021
Last updated: 16 February 2022

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Journal articles on the topic "Project management practice"

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Yeong, Anthony, and Thou Tin Lim. "Integrating knowledge management with project management for project success." Journal of Project, Program & Portfolio Management 1, no. 2 (January 19, 2011): 8. http://dx.doi.org/10.5130/pppm.v1i2.1735.

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This paper aims to study the improvement of project success in organizations by integrating knowledge management strategies with project management practices in a typical project lifecycle. According to the Standish Group’s Chaos Report for 2009, only 32% of all surveyed projects are considered to be successful and are delivered on time, on budget, with the required features and functions. This could be an indication that project management practitioners have not fully acquired and transferred knowledge learned from past projects to ensure a higher success rate for current and future projects. Knowledge management is an emerging discipline and practice in organizations. This paper proposes an integrated model that combines knowledge management with project management to improve project success and thus contribute towards competitiveness and sustainability in organizations.
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Aghaegbuna, Ozumba, Chothia Tasmiyah, Booi Zanoxolo, and Madonsela Nikiwe. "Sustainability in Project Management Practice." MATEC Web of Conferences 312 (2020): 02015. http://dx.doi.org/10.1051/matecconf/202031202015.

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The study focused on the application of sustainability in project management, with reference to attendant difficulties experienced, which affect the goal of achieving sustainability outcomes in project management. As such the study explored the nature and occurrence of challenges to the integration of sustainability principles with PM practice. A review of purposively sampled literature was complemented with fieldwork, which involved an online questionnaire with eighty-nine participants, to collect qualitative data, using South Africa as context. The major limitation was the purposive use of professional project managers as a sample population. The findings reveal that project managers experience significant challenges when implementing sustainability in their practice. While confirming deductions from the literature review, findings suggest that the most significant challenge may be the lack of information among participants and other stakeholders. One major implication is that other identified difficulties may be traceable to the same lack of knowledge in the subject area. Identified consequences include delayed projects and complete abandonment of the sustainability principles in projects. The integration of sustainability principles with project management practice is a growing niche area of project management knowledge. The study contributes a unique exploration of nature and occurrence, and dynamics of attendant challenges, through a comparison of experience and perception. The comparison has highlighted the differences between the experience and perception of project managers, with reference to the application of sustainability principles.
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Ahmad Noorhani, Nur Maizura, and Arniatul Aiza Mustapha. "Interior Design Practice: Project Management Competency Framework." Built Environment Journal 18, no. 1 (March 10, 2021): 98. http://dx.doi.org/10.24191/bej.v18i1.12991.

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Currently, a role for a creative or visually appealing interior designer has also includes project management. One of the project's primary roles is for the interior design manager is to successfully deliver to the client. Additionally, project managers are measured for their capability to deal with day-to-to-day activities as well as projects. This study shares the required competencies project managers and interior designers to qualify as a project manager in the field of design. This paper examines the 27 competencies required of an interior project manager and highlights the value of competence in these three areas: functional, contextual, and behavioral. Competence as a project manager is assessed using questionnaires. The review and data collection of the results later helps support competency skills, which then diminishes the value of competency activities. From the analysis of the results, it follows that the project validity of the manager's knowledge increases project efficiency. Following the findings, new guidelines are implemented to further and more generally define the nature of the research.Keywords: interior design practice, project management competency
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Mishra, Anjay Kumar. "Strategic Risk Management Practice in Urban Road Construction Project of Nepal." Journal of Advanced Research in Civil and Environmental Engineering 07, no. 02 (May 14, 2020): 11–19. http://dx.doi.org/10.24321/2393.8307.202003.

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Risk management effectiveness assures project success. The overall objective of this research is to analyze the risk management practice in an urban road construction project with a case of Shiddharthanagar Municipality, Rupandehi, Nepal from contractor’s and client’s perspective. This research is based on a scheduled questionnaire survey to collect the primary data using convenient sampling of the partially or fully completed project. Contractors are quite aware of risk management and the percentage of awareness is even higher among the clients. The feedback from a similar project was used as the main method to identify the potential risk of the project from both contractor’s and client’s perspective. Direct judgment method is used maximum to the analyzed risk of the project from the contractor’s perspective as well as scenario analysis from the client’s perspective. Monitor the risk and prepare a contingency plan is used mostly for risk response of the project from both contractor’s and client’s perspective. An alternative plan, subjective judgment, close supervision, increment of resources and change in construction methods were applied as a preventive and remedial strategy. Risk should be managed by the one who is capable of managing the particular risk by managing contractual obligation with proper contract administration practices for ensuring the project objectives. There should be a risk register at the site and a frequent meeting should be conducted to identify the risks. These identified risks should be documented properly to ensure expertise for future projects.
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Kalogeropoulos, Theodoros, Vrassidas Leopoulos, Konstantinos Kirytopoulos, and Zoe Ventoura. "Project-as-Practice: Applying Bourdieu’s Theory of Practice on Project Managers." Project Management Journal 51, no. 6 (April 8, 2020): 599–616. http://dx.doi.org/10.1177/8756972820913392.

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Researchers have not studied the human side of project managers thoroughly. Decision-making mechanisms lie not only in technocratic knowledge but also in practitioners’ inner cultures and personal lifestyles. Highlighting the human (f)actor behind the strategic decisions made in projects reveals a new path for analyzing project managers. This article applies Bourdieu’s practice theory within the field of project management through a qualitative study into 17 successful and experienced Greek project managers. The results exhibit the common social characteristics of successful project managers and suggest that project managers must be viewed from a sociological perspective as well.
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Alias, Zarina, Zarita Ahmad@Baharum, and Muhammad Fahmi Md Idris. "Project Management Towards Best Practice." Procedia - Social and Behavioral Sciences 68 (December 2012): 108–20. http://dx.doi.org/10.1016/j.sbspro.2012.12.211.

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Buchan, Linda, and Barbara Simpson. "Projects-as-Practice." Project Management Journal 51, no. 1 (January 8, 2020): 38–48. http://dx.doi.org/10.1177/8756972819891277.

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This article contributes a practice-based approach to project management by opening up to the messiness and unpredictabilities involved in actually doing project work. Drawing on the Pragmatist ideas of John Dewey, we theorize projects-as-practices (noun) and projects-as-practice (verb) as complementary concepts that are built respectively on ontologies of being and becoming. For the purposes of this article, we define the notion of project as an emergent social process of becoming, bounded in time and space, and generative of novel outcomes. We also contribute methodologically by proposing Dewey’s Inquiry as a guide to shadowing the bounded becomingness of projects-as-practice (verb). Using an empirical illustration from a Health and Social Care Partnership in Scotland, we highlight the inherently emergent nature of projects as they bring about transformational change.
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Rose, Kenneth H. "Contextualization of Project Management Practice and Best Practice." Project Management Journal 44, no. 6 (December 2013): e2-e2. http://dx.doi.org/10.1002/pmj.21374.

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Mbatha, Mr Samuel Kiilu, Dr Ahmad Omar Alkizim, and Dr Titus Kivaa Mbiti. "The Practice of Conflict Management in Construction Projects in Kenya." International Journal of Soft Computing and Engineering 10, no. 4 (March 30, 2021): 6–12. http://dx.doi.org/10.35940/ijsce.d3483.0310421.

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Conflicts in construction projects seem an increasingly prevalent phenomenon in Kenya, perhaps because of the projects’ uncertainty, complexity, and diversity of participants. Management of these conflicts remains ineffective, an occurrence that creates a major obstacle to the success of project implementation, usually leading to an increase in project cost, delayed project completion, and in worst cases suspension of the project. A review of literature has revealed the negative role played by conflict on project success.This study sought to investigate the practice of conflict management in construction projects in Kenya to develop a schematic framework for managing conflicts, using project harmony potential as a measure of the availability of conflicts or their lack in construction projects. The study adopted a cross-sectional research design. Construction projects registered with NCA in the last five years within Nairobi and having the embedded unit of analysis of project participants under this study were sampled using the cluster method. Questionnaires were administered to project developers, contractors, and consultants working in consultancy or contractor firms randomly sampled. The study used inferential analysis of bivariate Pearson’s correlation and Regression analysis to determine the significant factors affecting the project harmony potential as well as establish a predictive model. The study demonstrated that there was a positive and statistically significant linear relationship between project harmony potential and delay management, project team partnering orientation, direct provisions for conflict management in the Project Handbook, promptness of Monitoring and Evaluation work, CPM (Construction Project Manager) technical experience, and communication plan. These factors were considered to be critical factors for the project harmony potential for construction projects in Kenya. A model was established using these variables and was found to explain 69.1% of the project harmony potential. The developed model will be useful in predicting the harmony potential of a project during implementation.
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Taylor, Hazel, Edward Artman, and Jill Palzkill Woelfer. "Information Technology Project Risk Management: Bridging the Gap between Research and Practice." Journal of Information Technology 27, no. 1 (March 2012): 17–34. http://dx.doi.org/10.1057/jit.2011.29.

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The gap between research and practice is strikingly evident in the area of information technology (IT) project risk management. In spite of extensive research for over 30 years into IT project risk factors resulting in normative guidance on IT project risk management, adoption of these risk management methods in practice is inconsistent. Managing risk in IT projects remains a key challenge for many organizations. We discuss barriers to the application of normative prescriptions, such as assessments of probability and impact of risk, and suggest a contingency approach, which addresses the uncertainties, complexities, and ambiguities of IT projects and enables early identification of high-risk projects. Specifically, in a case study, we examine how the project management office (PMO) at one organization has bridged the gap between research and practice, developing a contingency-based risk assessment process well founded on research knowledge of project dimensions related to project performance, while also being practical in its implementation. The PMO's risk assessment process, and the risk spider chart that is the primary tool in this assessment, has proven to be effective for surfacing inherent risk at the early stages of IT projects, thereby enabling the recommendation of appropriate management strategies. The PMO's project risk assessment process is a model for other organizations striving to engage in effective and collaborative practices in order to improve project outcomes. The case illustrates the importance of considering the practical constraints of the context of application in order to transform research findings into practices that promote attainment of desired outcomes.
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Dissertations / Theses on the topic "Project management practice"

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Beraki, Teklehaimanot Tewelde. "Improving lessons learned practice in architectural practices: systematic conversion of lessons learned into improvement actions." Master's thesis, University of Cape Town, 2014. http://hdl.handle.net/11427/18202.

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Includes bibliographical references
Purpose: Architectural firms are characterized by their professional identity and knowledge-driven nature; knowledge is crucial to their success in the competitive and dynamic business environment. As knowledge management is still in its infancy in the construction industry and structured knowledge management processes have not yet been adequately deployed in the architecture discipline, this research seeks to focus on the implicit knowledge management processes and more specifically give insight into the effective communication of lessons learned from an individual project to the wider organisation through the use of graphical methods such as the Function Analysis Systems Technique (FAST diagram) that can be undertaken in professional architectural firms. Design/methodology/approach: To establish if a FAST model can be used as a tool to capture and then communicate lessons learned. This would address the difficulty experienced in the project management of transmitting knowledge from one project to future projects of similar nature. To achieve this objective, a FAST diagram was developed from a Project Learning Roadmap developed by Carrillo et al. (2013) and other lessons learned process models which are based on detailed literature review in an attempt to enhance the lessons learned dissemination in South African professional architectural firms. The applicability and validity of the FAST diagram (Appendices B.13 and B.14) was verified by quantitative research methods. Based on the proposed process model, a combination of a brainstorming session and a pilot study with reflective learning approach was utilised on a selected sample population to study the opinions of professional architects on the details of these processes and the diagram. Data presentation was in text and graphic format. Findings - Once all the data were collected and analysed, the findings were that the research has confidently proven that graphical methods and especially FAST diagrams can effectively be used to communicate lessons learned from one project to the wider organisation. Practical implications: A clear policy/strategy governing the ways in which lessons learned should be disseminated is not prevalent among South African architectural firms. Originality/value: Although the study applies uniquely to architectural professional services firms and may not yield an evaluation that is comparable with previous similar studies, it is hoped that the FAST Diagram developed can be applied to other types of project-based professional service organizations in order to find out whether this tool can be used in their context in terms of how they manage their organizational learning. In addition, these future studies can offer a benchmarking effect to firms striving to establish matured project management offices (PMOs) through continuous improvement processes by using lessons learned. Limitations: Given the exploratory nature of this research, the amount of data obtained is restricted to a single architectural firm in South Africa.
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Lam, Tommy Kwok Wing. "The project management practice in engineering project department in CLP Power." access full-text access abstract and table of contents, 2005. http://libweb.cityu.edu.hk/cgi-bin/ezdb/dissert.pl?msc-meem-b19912961a.pdf.

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Thesis (M.Sc.)--City University of Hong Kong, 2005.
Title from title screen (viewed on Jan. 10, 2006) "This is to certify that the above dissertation has been assessed by the following examiners to be satisfactory and accepted as partial fulfillment of the requirements for the degree of Master of Science in Engineering Management." Includes bibliographical references.
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Fernandes, Aldora. "Improving and embedding project management practice in organisations." Thesis, University of Southampton, 2014. https://eprints.soton.ac.uk/367757/.

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McNealy, Trenese LaShay. "Knowledge Management Practice Strategies in Project-Based Organizations." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3804.

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Companies globally have lost profit each year because of the lack of intra-organizational knowledge sharing. The purpose of this descriptive, multiple case study was to explore the knowledge management practice strategies that project management business leaders use to improve knowledge sharing in project-based organizations. Nine project management business leaders from 4 project-based organizations in metro Atlanta, Georgia completed individual Skype/phone semistructured interviews, and 5 project team members completed an in-person focus group discussion and an interview questionnaire. Knowledge management was the conceptual framework for this study, the basis for understanding the world around project management business leaders, and the implementation of knowledge management practice strategies for knowledge sharing. The individual interviews, focus group discussion, and interview questionnaire yielded the lived experiences of project management business leaders and the perceptions of project team members regarding knowledge sharing in their project-based organizations. The data were analyzed through data source triangulation and cross-case synthesis, which resulted in various themes such as communication, practices to overcome barriers, and a centralized resource center. The findings of this study may effect positive social change and the improvement of knowledge sharing by promoting the worth, dignity, and development of individuals, communities, organizations, cultures, or societies.
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Agarwal, Sudha Rani, and Timea Kalmár. "Sustainability in Project Management : Eight principles in practice." Thesis, Umeå universitet, Företagsekonomi, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-115219.

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This research studies the eight principles of sustainability applied in Project Management. To be more precise the research fulfils four objectives which are: firstly, to review and identify key principles of sustainability in project management from existing literature; secondly, to adopt a multiple case study method to assess the applicability of the principles in project management; thirdly, to determine the barriers that impede certain principles to be applied in projects and the resulting trade-offs; and lastly, to refine the concept of sustainability in project management.The study adopts a subjectivist ontological viewpoint and an interpretivist epistemological outlook. The paper deductively studies the research question and adopts a qualitative mono-method research design, with a multiple case study strategy. The project case studies analysed belong to six different industries namely Pharmaceutical, Information Technology (IT), Automotive, Transportation, Furniture and Fast-moving consumer goods (FMCG). All case studies fulfil the criteria of being multinational organisations, operating in the private sector, having sustainability as a strategic pillar and projects executed in developed countries with a similar macroeconomic climate. The data has been collected through the semi-structured interview technique and examined using a thematic analysis. The results show that not all eight principles of sustainability are implemented in project management despite of multiple proactive endeavours of engaging in social and environmentally focused business practices. The two principles that show a limited applicability in project management are values and ethics as well as consuming income and not capital.The theoretical contribution of the research is realised through the first collective analysis of the eight principles of sustainability and their implementation in project management through empirical case studies. An additional contribution is through the selection of case studies from industries that have not been examined before. The practical implication of the research is to offer guidance to organisations on what principles they need to build their sustainability project management practices on and to point out the commonly faced barriers and trade-offs.
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Bidgood, Sinead, and Andrea Meles. "A Hybrid Project Management Approach: Bridging Theory and Practice in ERP Implementation Projects." Thesis, Umeå universitet, Företagsekonomi, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-144299.

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The use of efficient information systems and technology has not only become a source of competitive advantage, but also a threshold criterion for organizational survival. In response, many organizations are utilizing Enterprise Resource Planning (ERP) systems (Baykasoglu and Gölcük, 2017, p. 256). ERP systems are software packages that integrate, centralize and automate a company’s information and commercial operations, regardless of the company’s size, diversity or geographical dispersion (Parr & Shanks, 2000, p. 1). This thesis explores the use of hybrid project management approaches in the context of ERP implementation projects. Hybrid project management approach (PM) involves the blending of traditional and agile project management practices and principles. Although the use of a hybrid PM approach has appeared in research and seems to be utilized in practice, minimal empirical findings have been confirmed due to the infancy of the research topic. Emerging literature emphasizes the importance of context making the point that no single PM approach can be suggested as a “universal best practice” (Highsmith, 2009, p. 23; Leybourne, 2009, p. 524). The ongoing debate between academics and practitioners involves the choice of the PM approach that would lead to maximizing project benefits and achieving project success. Hybrid approaches are becoming increasingly popular as a way of answering the common paradox between flexibility (agile approaches) and structure (traditional approaches). The study was guided by the following research question: How are traditional and agile project management approaches blended in ERP implementation projects and what are the associated impacts? There is very limited research investigating the use of a hybrid project management approach for this type of projects. This study aimed to contribute to the research field, providing new insight to drive future research and useful implications for practitioners. Specifically, this study provides insight on how a hybrid approach is employed in practice, which principles and practices are used throughout the project lifecycle, the critical success factors, benefits, and challenges. Additionally, the factors that should be considered when determining the project management approach for ERP implementation projects are investigated. The findings were supported by the development of a framework and suggestions for future research.   Six in-depth semi-structured interviews with industry experts were conducted to gain insight on their opinions and experience in this specific context. Secondary data was collected, utilizing company documents and websites to support the findings. Following the exploratory purpose of this research and the underlying research question, the qualitative data analysis deployed a combination of a template approach and inspired grounded theory as an analytical tool. The data analysis approach utilized the development of themes a priori from the literature review, however the codes were generated directly through analyzing the collected primary data. Answering the research question, the study’s findings were reflected in a model, which also draws conclusions about how the various themes are related. In this framework, the critical success factors, such as the project team, project manager, and project planning, were considered important for using a hybrid project management approach, irrespective if the project management approach is more predominantly traditional, agile or an even combination. An assessment criterion is provided, to determine the best suited project management approach, including client, project manager and team, project specific, and external factors. The most important and used traditional and agile practices were then identified throughout the implementation phases. Finally, the benefits and challenges of using a hybrid PM approach for ERP implementation projects were outlined.
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Bieliková, Mária. "Využití best practice a lessons learned při zpracování typového projektu Flexi Office." Master's thesis, Vysoká škola ekonomická v Praze, 2012. http://www.nusl.cz/ntk/nusl-162626.

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The aim of the master's thesis "Making use of best practice and lessons learned while processing the standard project Flexi Office" is to streamline project management in the selected company by analysing the errors and positives from completed project and processing the standard project for Flexi Office. Theoretical and methodological part describes the project management aspects, methods of planning and project evaluation. The practical part describes the characteristics of the examined company, reference project Flexi Office, processing evaluation of the project under which were stated lessons learned and best practice for the project, and using which are suggested some ways to improve project management in the selected company.
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Steyn, Keegan. "Organisational ventriloquism in a project centered organization : a qualitative inquiry into the effects of ritualized mimeticisomorphism within a project centered organization." Master's thesis, University of Cape Town, 2015. http://hdl.handle.net/11427/19892.

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The management of projects has been area of intense study for many years, yet few researchers have ventured outside parameters of the mainstream concerns. This research aims to move outside the parameters of mainstream project management research, in order to explore other perspectives, with the purpose of illuminating new concerns and agendas. An abductive research strategy within a single case study was utilized to obtain rich data and new insights. This research seeks to uncover the social forces that influence the adoption of mainstream project and programme management standards and structures. The literature revealed that mainstream project management has idealogical foundations rooted within a 'Cartesian-Taylorist' paradigm and these have affected the development of programme management. The empirical findings indicated that a superficial understanding existed regarding the motivation for the adoption of project management standards and structures, within the case company. In addition, it was noted that the adoption of these project management standards and structures was perceived to provide more control and legitimacy. A consequence of these practices, within the case organization, is that it created a strong resource dependence on external consultants. The theoretical explanations illuminated that the desire for control, reducing uncertainty and the need for competitiveness serve as social forces towards the adoption of mainstream project and programme management standards and structures. Furthermore, the research explored the consequences of this phenomenon, within the case organisation.
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Parry, S. J. "Project management theory and practice : : an industrial study case." Thesis, University of Manchester, 1998. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.488350.

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Cooke-Davies, Terence John. "Towards improved project management practice : uncovering the evidence for effective practices through empirical research." Thesis, Leeds Beckett University, 2000. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.324529.

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Books on the topic "Project management practice"

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Meredith, Jack R. Project management in practice. 2nd ed. Hoboken, NJ: John Wiley & Sons, 2005.

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Project management in practice. 4th ed. Hoboken, NJ: Wiley, 2011.

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Alam, M. Daud, and Uwe F. Gühl. Project-Management in Practice. Berlin, Heidelberg: Springer Berlin Heidelberg, 2016. http://dx.doi.org/10.1007/978-3-662-52944-7.

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Brian, Hobbs, ed. Contextualization of project management practice and best practice. Newtown Square, Pa: Project Management Institute, 2012.

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Richardson, Gary L. Project management theory and practice. Boca Raton: Auerbach Pub./CRC Press, 2010.

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Project management theory and practice. Boca Raton: CRC Press, 2015.

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Project management theory and practice. New York, NY: CRC Press, 2010.

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Richardson, Gary L., and Brad M. Jackson. Project Management Theory and Practice. Third edition. | Boca Raton, FL : CRC Press, [2019]: Auerbach Publications, 2018. http://dx.doi.org/10.1201/9780429464140.

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Richardson, Gary L. Project management theory and practice. Boca Raton: Auerbach Pub./CRC Press, 2010.

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Project management: Process, technology, and practice. Boston: Pearson, 2013.

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Book chapters on the topic "Project management practice"

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Seeley, Ivor H. "Project Management." In Quantity Surveying Practice, 333–48. London: Macmillan Education UK, 1997. http://dx.doi.org/10.1007/978-1-349-14402-0_12.

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Habash, Riadh. "Project management practice." In Professional Practice in Engineering and Computing, 293–334. Boca Raton : Taylor & Francis, 2019.: CRC Press, 2019. http://dx.doi.org/10.1201/9780429202735-10.

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Alam, M. Daud, and Uwe F. Gühl. "Project Phases." In Project-Management in Practice, 55–121. Berlin, Heidelberg: Springer Berlin Heidelberg, 2016. http://dx.doi.org/10.1007/978-3-662-52944-7_3.

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Richardson, Gary L., and Brad M. Jackson. "Project Stakeholder Management." In Project Management Theory and Practice, 259–69. Third edition. | Boca Raton, FL : CRC Press, [2019]: Auerbach Publications, 2018. http://dx.doi.org/10.1201/9780429464140-22.

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Richardson, Gary L., and Brad M. Jackson. "Project Management Model." In Project Management Theory and Practice, 25–36. Third edition. | Boca Raton, FL : CRC Press, [2019]: Auerbach Publications, 2018. http://dx.doi.org/10.1201/9780429464140-4.

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Richardson, Gary L., and Brad M. Jackson. "Project Portfolio Management." In Project Management Theory and Practice, 517–35. Third edition. | Boca Raton, FL : CRC Press, [2019]: Auerbach Publications, 2018. http://dx.doi.org/10.1201/9780429464140-42.

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Dooley, John. "Project Management Essentials." In Software Development and Professional Practice, 27–36. Berkeley, CA: Apress, 2011. http://dx.doi.org/10.1007/978-1-4302-3802-7_3.

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Slootmans, Stijn. "Project Management and PDSA-Based Projects." In The Organizational Context of Nursing Practice, 175–98. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-71042-6_8.

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Richardson, Gary L., and Brad M. Jackson. "Project Initiation." In Project Management Theory and Practice, 97–103. Third edition. | Boca Raton, FL : CRC Press, [2019]: Auerbach Publications, 2018. http://dx.doi.org/10.1201/9780429464140-12.

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Richardson, Gary L., and Brad M. Jackson. "Project Communications." In Project Management Theory and Practice, 243–57. Third edition. | Boca Raton, FL : CRC Press, [2019]: Auerbach Publications, 2018. http://dx.doi.org/10.1201/9780429464140-21.

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Conference papers on the topic "Project management practice"

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Bankolli, Vivekanand M., and Karuna Jain. "Interplay of Tangible and Intangible Factors in Project Management: A Case Study of a Marine Project." In Project Management Development – Practice and Perspectives. University of Latvia, 2014. http://dx.doi.org/10.22364/pmdpp.2014.01.

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Brink, Christopher, Martin Peters, and Sabine Sachweh. "Improved software project management through the use of product lines." In Project Management Development – Practice and Perspectives. Latvijas Universitāte, 2012. http://dx.doi.org/10.22364/pmdpp.2012.01.

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Binde, Juris, and Ilze Saulīte. "The Role of Leadership in Project-Oriented Organizations." In Project Management Development – Practice and Perspectives. University of Latvia, 2013. http://dx.doi.org/10.22364/pmdpp.2013.01.

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Amin, Humera, and Basheer Ahmad. "The Impact of Soft Total Quality Management Practices on Employees’ Job Satisfaction: Evidence from Project Based Organizations in Pakistan." In Project Management Development – Practice and Perspectives. University of Latvia, 2015. http://dx.doi.org/10.22364/pmdpp.2015.01.

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Bargrizan, Ali, and Alberto De Marco. "Estimation of the Project Cost by Nonlinear Method According to Different Managerial Attitudes." In Project Management Development – Practice and Perspectives. University of Latvia, 2016. http://dx.doi.org/10.22364/pmdpp.2016.01.

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Barbosa, Adriano A. R. "Productivity & Innovation as a Support in Project Management: A Study Through Construction Industry in Brazil." In Project Management Development – Practice and Perspectives. University of Latvia, 2017. http://dx.doi.org/10.22364/pmdpp.2017.01.

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Bauer, Nicole, Philipp Rosenberger, and Hubert Wimmer. "Why hybrid projects fail - Development of a retrospective assessment method for hybrid projects." In Project Management Development – Practice and Perspectives. University of Latvia, 2018. http://dx.doi.org/10.22364/pmdpp.2018.01.

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Wisianto, Arie. "Managing Risk Of Refinery Megaproject Based on ISO 31000 and PMBOK." In Project Management Development – Practice and Perspectives. University of Latvia, 2019. http://dx.doi.org/10.22364/pmdpp.2019.01.

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Rumantir, Grace Widjaja. "Information Technology Project Management Curriculum Practice." In 6th IEEE/ACIS International Conference on Computer and Information Science (ICIS 2007). IEEE, 2007. http://dx.doi.org/10.1109/icis.2007.116.

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Chen, Mei-Fen. "Practice project management in website design." In ACM SIGGRAPH ASIA 2008 educators programme. New York, New York, USA: ACM Press, 2008. http://dx.doi.org/10.1145/1507713.1507726.

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Reports on the topic "Project management practice"

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Mohammadian, Abolfazl, Amir Bahador Parsa, Homa Taghipour, Amir Davatgari, and Motahare Mohammadi. Best Practice Operation of Reversible Express Lanes for the Kennedy Expressway. Illinois Center for Transportation, September 2021. http://dx.doi.org/10.36501/0197-9191/21-033.

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Reversible lanes in Chicago’s Kennedy Expressway are an available infrastructure that can significantly improve traffic performance; however, a special focus on congestion management is required to improve their operation. This research project aims to evaluate and improve the operation of reversible lanes in the Kennedy Expressway. The Kennedy Expressway is a nearly 18-mile-long freeway in Chicago, Illinois, that connects in the southeast to northwest direction between the West Loop and O’Hare International Airport. There are two approximately 8-mile reversible lanes in the Kennedy Expressway’s median, where I-94 merges into I-90, and there are three entrance gates in each direction of this corridor. The purpose of the reversible lanes is to help the congested direction of the Kennedy Expressway increase its traffic flow and decrease the delay in the whole corridor. Currently, experts in a control location switch the direction of the reversible lanes two to three times per day by observing real-time traffic conditions captured by a traffic surveillance camera. In general, inbound gates are opened and outbound gates are closed around midnight because morning traffic is usually heavier toward the central city neighborhoods. In contrast, evening peak-hour traffic is usually heavier toward the outbound direction, so the direction of the reversible lanes is switched from inbound to outbound around noon. This study evaluates the Kennedy Expressway’s current reversing operation. Different indices are generated for the corridor to measure the reversible lanes’ performance, and a data-driven approach is selected to find the best time to start the operation. Subsequently, real-time and offline instruction for the operation of the reversible lanes is provided through employing deep learning and statistical techniques. In addition, an offline timetable is also provided through an optimization technique. Eventually, integration of the data-driven and optimization techniques results in the best practice operation of the reversible lanes.
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Tarko, Andrew P., Mario Romero, Cristhian Lizarazo, and Paul Pineda. Statistical Analysis of Safety Improvements and Integration into Project Design Process. Purdue University, 2020. http://dx.doi.org/10.5703/1288284317121.

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RoadHAT is a tool developed by the Center for Road Safety and implemented for the INDOT safety management practice to help identify both safety needs and relevant road improvements. This study has modified the tool to facilitate a quick and convenient comparison of various design alternatives in the preliminary design stage for scoping small and medium safety-improvement projects. The modified RoadHAT 4D incorporates a statistical estimation of the Crash Reduction Factors based on a before-and-after analysis of multiple treated and control sites with EB correction for the regression-to-mean effect. The new version also includes the updated Safety Performance Functions, revised average costs of crashes, and the comprehensive table of Crash Modification Factors—all updated to reflect current Indiana conditions. The documentation includes updated Guidelines for Roadway Safety Improvements. The improved tool will be implemented at a sequence of workshops for the final end users and preceded with a beta-testing phase involving a small group of INDOT engineers.
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McFall, Brian C., Douglas R. Krafft, Hande McCaw, and Brooke M. Walker. Metrics of Success for Nearshore Nourishment Projects Constructed with Dredged Sediment. U.S. Army Engineer Research and Development Center, July 2021. http://dx.doi.org/10.21079/11681/41160.

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This Regional Sediment Management Technical Note (RSM TN) provides practical metrics of success for nearshore nourishment projects constructed with dredged sediment. Clearly defined goals and performance metrics for projects will set clear expectations and will lead to longterm project support from local stakeholders and the public.
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Brinkerhoff, Derick W., Sarah Frazer, and Lisa McGregor-Mirghani. Adapting to Learn and Learning to Adapt: Practical Insights from International Development Projects. RTI Press, January 2018. http://dx.doi.org/10.3768/rtipress.2018.pb.0015.1801.

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Adaptive programming and management principles focused on learning, experimentation, and evidence-based decision making are gaining traction with donor agencies and implementing partners in international development. Adaptation calls for using learning to inform adjustments during project implementation. This requires information gathering methods that promote reflection, learning, and adaption, beyond reporting on pre-specified data. A focus on adaptation changes traditional thinking about program cycle. It both erases the boundaries between design, implementation, and evaluation and reframes thinking to consider the complexity of development problems and nonlinear change pathways.Supportive management structures and processes are crucial for fostering adaptive management. Implementers and donors are experimenting with how procurement, contracting, work planning, and reporting can be modified to foster adaptive programming. Well-designed monitoring, evaluation, and learning systems can go beyond meeting accountability and reporting requirements to produce data and learning for evidence-based decision making and adaptive management. It is important to continue experimenting and learning to integrate adaptive programming and management into the operational policies and practices of donor agencies, country partners, and implementers. We need to devote ongoing effort to build the evidence base for the contributions of adaptive management to achieving international development results.
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Guilfoyle, Michael, Jacob Jung, Richard Fischer, and Dena Dickerson. Developing best management practices for coastal engineering projects that benefit Atlantic Coast shoreline-dependent species. Engineer Research and Development Center (U.S.), June 2019. http://dx.doi.org/10.21079/11681/33203.

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Brandt, Leslie, Lydia Scott, Abigail Lewis, Lindsay Darling, and Robert Fahey. Lessons Learned from the Urban Forestry Climate Change Response Framework Project. United States Forest Service, February 2016. http://dx.doi.org/10.32747/2016.6964833.ch.

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Many urban foresters have recognized the need to incorporate climate change considerations into urban forest management, but often lack the specialized training or knowledge to explicitly address this in their planning and practices. This document describes a framework we developed and piloted in the Chicago region to assess the vulnerability of urban forests and incorporate that information into on-the-ground actions. We describe the three steps used to implement this project and the lessons learned from this process.
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Howard, Heidi, Chad Helmle, Raina Dwivedi, and Daniel Gambill. Stormwater Management and Optimization Toolbox. Engineer Research and Development Center (U.S.), January 2021. http://dx.doi.org/10.21079/11681/39480.

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As stormwater regulations for hydrologic and water quality control become increasingly stringent, Department of Defense (DoD) facilities are faced with the daunting task of complying with multiple laws and regulations. This often requires facilities to plan, design, and implement structural best management practices (BMPs) to capture, filter, and/or infiltrate runoff—requirements that can be complicated, contradictory, and difficult to plan. This project demonstrated the Stormwater Management Optimization Toolbox (SMOT), a spreadsheet-based tool that effectively analyzes and plans for compliance to the Energy Independence and Security Act (EISA) of 2007 pre-hydrologic conditions through BMP implementation, resulting in potential cost savings by reducing BMP sizes while simultaneously achieving compliance with multiple objectives. SMOT identifies the most cost-effective modeling method based on an installation’s local conditions (soils, rainfall patterns, drainage network, and regulatory requirements). The work first demonstrated that the Model Selection Tool (MST) recommendation accurately results in the minimum BMP cost for 45 facilities of widely varying climatic and regional conditions, and then demonstrated SMOT at two facilities.
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Wyndham, Amber, Emile Elias, Joel R. Brown, Michael A. Wilson, and Albert Rango. Drought Vulnerability Assessment to Inform Grazing Practices on Rangelands of Southeastern Colorado’s Major Land Resource Area 69. United States. Department of Agriculture. Southwest Climate Hub, January 2018. http://dx.doi.org/10.32747/2018.6876399.ch.

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Increased climate variability, including more frequent and intense drought, is projected for the southwestern region of the United States. Increased temperatures and reduced precipitation lower soil water availability resulting in decreased plant productivity and altering species composition which may affect forage quality and quantity. Reduced forage quality and increased heat stress attributable to warmer temperatures could lead to decreased livestock performance in this system, which is extensively used for livestock grazing. Mitigating the effects of increasing drought is critical to social and ecological stability in the region. Reduced stocking rates, change in livestock breeds and/or grazing practices are general recommendations that could be implemented to cope with increased climatic stress. Ecological Sites (ESs) and their associated state and transition models (STMs) are tools to help land managers implement and evaluate responses to disturbances. The projected change in climate will vary depending on geographic location. Vulnerability assessments and adaptation strategies are needed at the local level to inform local management decisions and help ameliorate the effects of climate change on rangelands. The USDA Southwest Climate Hub and Natural Resources Conservation Service (NRCS) worked together to produce this drought vulnerability assessment at the Major Land Resource Area (MLRA) level based on ESs/STMs that will help landowners and government agencies identify and develop adaptation options for drought on rangelands. The assessment illustrates how site-specific information can be used to help minimize the effects of drought on rangelands and support informed decision-making for selecting management adaptations within MLRA 69.
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Wyndham, Amber, Emile Elias, Joel Brown, Michael Wilson, and Albert Rango. Drought Vulnerability Assessment to Inform Grazing Practices on Rangelands of Southeastern Colorado’s Major Land Resource Area 69. USDA Southwest Climate Hub, July 2018. http://dx.doi.org/10.32747/2018.6947062.ch.

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Increased climate variability, including more frequent and intense drought, is projected for the southwestern region of the United States. Increased temperatures and reduced precipitation lower soil water availability, resulting in decreased plant productivity and altering species composition, which may affect forage quality and quantity. Reduced forage quality and increased heat stress attributable to warmer temperatures could lead to decreased livestock performance in this system, which is extensively used for livestock grazing. Mitigating the effects of increasing drought is critical to social and ecological stability in the region. Reduced stocking rates, change in livestock breeds and/or grazing practices are general recommendations that could be implemented to cope with increased climatic stress. Ecological Sites and their associated state–and-transition models (STMs) are tools to help land managers implement and evaluate responses to disturbances. The projected change in climate will vary depending upon geographic location. Vulnerability assessments and adaptation strategies are needed at the local level to inform local management decisions and help ameliorate the effects of climate change on rangelands. The United States Department of Agriculture (USDA) Southwest Climate Hub and Natural Resources Conservation Service (NRCS) worked together to produce this drought vulnerability assessment at the Major Land Resource Area (MLRA) level, based on ecological sites and state-and-transition models that will help landowners and government agencies to identify and develop adaptation options for drought on rangelands. The assessment illustrates how site-specific information can be used to help minimize the effects of drought on rangelands and support informed decision-making for the selection of management adaptations within MLRA 69.
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Wyndham, Amber, Emile Elias, Joel Brown, Michael Wilson, and Albert Rango. Drought Vulnerability Assessment to Inform Grazing Practices on Rangelands of Southeastern Colorado’s Major Land Resource Area 69. USDA Southwest Climate Hub, March 2018. http://dx.doi.org/10.32747/2018.6965584.ch.

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Increased climate variability, including more frequent and intense drought, is projected for the southwestern region of the United States. Increased temperatures and reduced precipitation lower soil water availability resulting in decreased plant productivity and altering species composition which may affect forage quality and quantity. Reduced forage quality and increased heat stress attributable to warmer temperatures could lead to decreased livestock performance in this system, which is extensively used for livestock grazing. Mitigating the effects of increasing drought is critical to social and ecological stability in the region. Reduced stocking rates, change in livestock breeds and/or grazing practices are general recommendations that could be implemented to cope with increased climatic stress. Ecological Sites (ESs) and their associated state and transition models (STMs) are tools to help land managers implement and evaluate responses to disturbances. The projected change in climate will vary depending on geographic location. Vulnerability assessments and adaptation strategies are needed at the local level to inform local management decisions and help ameliorate the effects of climate change on rangelands. The USDA Southwest Climate Hub and Natural Resources Conservation Service (NRCS) worked together to produce this drought vulnerability assessment at the Major Land Resource Area (MLRA) level based on ESs/STMs that will help landowners and government agencies identify and develop adaptation options for drought on rangelands. The assessment illustrates how site-specific information can be used to help minimize the effects of drought on rangelands and support informed decision-making for selecting management adaptations within MLRA 69.
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