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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 referencesPurpose: 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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Fitria, Irza. "Sustainable logistics in practice." Thesis, Norges teknisk-naturvitenskapelige universitet, Institutt for industriell økonomi og teknologiledelse, 2011. http://urn.kb.se/resolve?urn=urn:nbn:no:ntnu:diva-18341.
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Improved logistical performance is one of the tools to mitigate greenhouse gases emissions from freight transport. The production company and transportation company should find the practice to decrease the emissions from their activity in distributions of goods. In this thesis, the sustainable logistics in practice in focal company (Ekornes) is studied. The potential improvement in relation to sustainable transportation principle is explained. Through qualitative method research, the theory related to the sustainable logistic and the findings on logistic practice in Ekornes is discussed. It is found that Ekornes is lack of environmental factors in the contract with third party logistic (3PL) providers. Ekornes indicates the positive response to the pressure to implement the environmental concept on their operational strategy.Key Words: sustainable freight transport, qualititative method research, environmental concept on operational strategy.
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Huang, Hsin-Hui. "An exploration of the execution of software system project for supply chain management in practice: Project as Practice study." Thesis, Umeå University, Umeå School of Business, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-18673.
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The advantages of adopting a new software system for Supply Chain Management (SCM) enable the organization to enhance work efficiency as well as customer satisfaction in the supply chain network. These advantages make enterprises update their SCM system through project as a method of realize their strategic change. This research explores how the project manager leads the project team, a temporarily formed unit with multi-functional members, by looking into three focus concepts of the practice perspective: Practitioner, Praxis, and Practices. The empirical study utilized two projects in the electronics firms as the case study. It was decided that a qualitative approach was the most appropriate method to gather the data based on the practice perspective.
The findings of this thesis support this primacy of communication. To successfully execute the short duration project for system change, intra-organizational communication has an important part to play in the success of change initiatives. Analysis revealed that the project managers’ soft skills are more important than their knowledge of using project-specific tools or techniques in managing short-duration projects. In the empirical study, the requirements of all project practitioners were not met due to tight schedule and limited resource. However, the project objectives were still achieved on time. Some key success factors were identified, such as top management commitment to the project, correct prioritization of different stakeholders’ power, and involvement of employees as early as possible within the change process. The study concludes that the three focus concepts of the practice perspective interplay during the project process and they contribute to the general framework in the short duration project for realizing strategic change, which can be a reference for industry participants in managing similar projects.
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Hollis, Gordon James. "Project practice : an elaboration of the factors affecting the level of motivation of project staff." Thesis, Henley Business School, 1997. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.320520.
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Hatmoko, Jati Utmoto Dwi. "The impact of supply chain management practice on construction project performance." Thesis, University of Newcastle Upon Tyne, 2008. http://hdl.handle.net/10443/617.
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Construction supply chains encompass the flows of information, materials, labour, plant, equipment and temporary work, which originate from the different parties, viz., main contractors, suppliers, subcontractors and clients/architects. Any problems with these flows will eventually disrupt the project performance. The primary aim of this research was to gain a comprehensive understanding of the impact of supply chain management practice on construction project performance. The research methods adopted comprised: preliminary investigations, a main survey and the development of simulation models. The preliminary investigations were carried out by interviewing members of the construction industry and visiting two medium-sized building projects over a period of 6 months. The main survey was intended to collect data required for developing the simulation models. They were developed using Pertmaster Risk ExpertM software, which allows supply chain delays to be applied on a CPM network of a typical medium-sized building project of 300 days duration. The results of the simulation showed that when all work was carried out by the main contractor and all supply chain delays were applied, the project's median delay was 67 days (equivalent to 22% of the project duration). It was learnt that problems in material flow caused the biggest impact on the project, followed by labour flow, information flow, and `plant, equipment and temporary work' flow. Among the problems in material flow, the biggest impact was due to difficulties in finding materials. When subcontractors were used for the activities that are normally subcontracted, there was a significant reduction of the median delays from 67 to 37 days (equivalent to a 45% reduction). These findings are an important measure of how much supply chain delays may impact on project performance and suggest that problems related to the supply chain in construction are likely to generate significant disruption.
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Boughan, R. S. Trajn. "Strategic expansion of architectural services through project management : toward excellence in architecture as a public good /." Hong Kong : University of Hong Kong, 1994. http://sunzi.lib.hku.hk/hkuto/record.jsp?B14740138.
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Wells, H. "An exploratory investigation into the contribution of project management methodologies to the successful management of IT/IS projects in practice." Thesis, University College London (University of London), 2011. http://discovery.ucl.ac.uk/1336537/.
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Improving project performance by means of ensuring successful management, development and delivery of Information Technology / Information System (IT/IS) projects remains the top priority of most organisations and project communities. As a way of addressing this, Project Management Methodologies (PMMs) are regularly employed with the aim of increasing project efficiency and effectiveness. Public and private sector organisations worldwide invest significant resources into efforts ranging from a review and tailoring of the current practices to the adoption or development of a new PMM. However, despite these efforts, the contribution of these methodologies towards improving project performance and increasing successful delivery of IT/IS projects has rarely been examined or articulated. With a plentiful variety of PMMs and approaches (Traditional, Structured, and Agile) promoted as „must have‟ and „must do‟, each claiming to be “the way to success” there is limited empirically underpinned research fathoming the role which PMMs play towards successful management of IT/IS projects. The aim of this research is therefore to gain a deeper understanding of the selection and usage of PMMs in practice. This study looks beyond evaluating PMMs purely based on their traits and characteristics and investigates PMMs in their operational context: where PMMs originate from, how they support practitioners and why their implementation can cause difficulties that impact on project management, and hence ultimately influence performance in ways that can support or jeopardise project success. Through first-hand investigation of PMMs in use in their business context this study obtains a firm grasp of how PMMs ultimately facilitate or impede IT/IS project management. The research paradigm is phenomenological with the purpose of study being exploratory. An inductive approach and reasoning is employed given the scarcity of other research on this complex subject. No pre-conceived hypothesis or conceptual models were used although the research questions were validated and fully informed by the existing literature. The investigation, data organisation and data analysis were organised around the research questions. The research strategy employed is that of a multiple case study approach focusing on PMMs as the unit of investigation. Four case studies spanning disciplines, project contexts and types of PMM provide anchorage into front-line management of IT/IS projects. Case One focused on PRINCE2, a widely used structured PMM. Case Two concerned an in-house structured PMM. Case Three employed a gate-phased PMM. Case Four hosted a gate-phased PMM in the process of being phased out and replaced by agile approaches. Data was collected through semi-structured interviews. Practitioners were interviewed (48), each being in different roles with varied levels of accountability in design, development and management of projects. Some of these practitioners were key decision makers of PMM development and application. The collected data was qualitative. A combination of interpretative and content analysis was employed using a general inductive approach for qualitative data analysis. A transparent step-by-step approach to data organisation and categorisation was established. The data analysis was strongly informed by the existing research and literature. All these steps sustained the dependability and conformability of research with the research methodology and against the literature background. Overall, this research demonstrates that top-down selection and implementation of PMMs leads to four primary findings, which contribute to our understanding of the role of PMMs in the management of IT/IS projects. 1) Type-agnostic, context-free application of PMMs occurs with insufficient consideration given to IT/IS specific traits and characteristics, which in turn impedes management of projects. 2) Misalignment arises between the intended benefit of PMMs at the strategic level and the reported benefits by project managers at the project level. Additionally practitioners‟ expertise, accountability and attitude all have a direct influence on the extent to which PMMs contribute and benefit management of projects. 3) Reliance is placed on project managers to tailor the PMMs at the project level. Subsequently, informal tailoring at the project level often results in their inconsistent application. 4) In the case studies examined the organisations‟ definition of project success was predominantly efficiency-oriented (time and cost) underplaying effectiveness and business benefit. Hence the definition of project success shapes the selection and usage of PMMs. Findings 2 and 3 are new and original contributions to knowledge, whilst findings 1 and 4 provide further empirical evidence in extending our understanding of this subject.
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Carrizosa, de la Torre Alvaro. "Platforms for critical systems practice : an organisation-based action research project." Thesis, University of Lincoln, 2002. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.269626.
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Desta, Solomon. "An investigation into the practice of the project management office (PMO) concept in the German developer, contractor and project management sectors." Master's thesis, University of Cape Town, 2006. http://hdl.handle.net/11427/6554.
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Includes bibliographical references.Integrating Project Management practices with other management practices and processes such as Knowledge Management, Total Quality Management, Concurrent Engineering, Risk Management and Change Management has become a coping mechanism for many organisations operating in volatile business environments (Kerzner 2000). Companies have come to realize that leveraging knowledge gained on projects is an important resource to improve performance and have started to look for strategies that help them to achieve 'excellence' and 'maturity' in PM and help formally "manage" this intellectual property gained on projects (Kerzner 2003). One of the strategies that many companies are adopting for the structured collection, distribution, and updating of the intellectual property gained on projects and to facilitate their maturity in PM practices is the 'project management office' (PMO) (Dai & Wells 2004; PMI 2004a; Santosus 2003; Rad & Levin 2002; Bates 1998). This is referred to by different writers alternatively as the project office (PO) (Englund et al. 2003; Kermer 2003; Turbit 2003; PM! 2000a), PM centre of excellence (COE) (Kermer 2001) or Project support office (PSO) (Marsh 2001; Marsh 2000).
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King, Gary R. "Using the agile development methodology and applying best practice project management processes." Thesis, Monterey, California: Naval Postgraduate School, 2014. http://hdl.handle.net/10945/44596.
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Approved for public release; distribution is unlimitedThere are many SOFtware development life-cycle models. Each one has its own advantages and disadvantages, forcing program management to select carefully before embarking on a full-scale development effort. A popular choice today is the Agile development model, due to its more informal processes and ability to adapt easily to changes. However, one of these positive elements is also one of its negative aspects. These less formal processes can lead developers to use the Agile model as authorization to avoid any process efforts, leading to a difficult project management problem. This thesis explores the manner by which the Agile development model may be executed in a disciplined manner. The thesis also describes the application of various techniques to create a robust development environment while still maintaining the value the methodology brings. In addition, it also highlights the importance of selecting each practice carefully and applying that practice uniquely to each project to ensure maximum performance.
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Thompson, Karen. "A framework for using social media in the practice of project management." Thesis, Bournemouth University, 2018. http://eprints.bournemouth.ac.uk/31120/.
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Project management theory and practice are evolving rapidly. This research, prompted by developments in social media and mobile technologies, makes a contemporary contribution to the field of project management. Social media are transforming business and many aspects of society, yet project management practitioners are divided on the impact of such technologies. Research on the use of social media in project settings is limited and tends to be influenced by a conventional deterministic view of project management that ignores the complexity of human interaction in projects. In contrast, the research reported here adopted a socio- technical perspective. A new definition of project management practice was developed that brings human interaction to the fore. Project communication, usually considered to be either internal or external, was conceptualised in a new framework of three zones. This research examined how digital natives, whose experience of using social media pre-dates their experience of project management, use social media to manage projects. An abductive approach involving a series of unstructured interviews was used to uncover perceptions of the factors influencing use of social media, the activities where social media were deployed, and the impacts of social media. Theories imported from the disciplines of knowledge management and organisational learning have been used to show how some weaknesses in traditional forms of project management are addressed. Empirical evidence is provided for how social media interacts with the practice of project management, adding clarity and depth to earlier work. Six types of technology are shown to be most useful for managing projects. Four types of factors – organisational, technological, team and task characteristics – are confirmed as influencing technology use and some new factors within these categories are added. Activities in all three zones of communication are revealed, included some not previously discussed. This work also extends understanding of the impacts of using social media in project settings. Seven categories of benefits and concerns are explored, with some new impacts highlighted. Overall, the perceptions among digital natives of the benefits of using social media to manage projects far outweigh the concerns. The framework developed in this work is new and makes a contribution that can be used to create new guidance informing the deployment of social media in the practice of project management.
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Tipi, Lucian. "An inquiring framework for changing project management practice : a qualitative method study." Thesis, Sheffield Hallam University, 2018. http://shura.shu.ac.uk/23404/.
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This research is designed to advance the theoretical and practical knowledge in the area of project management through the development of an inquiring, integrative project management framework. The methodological framework used in this work is based on an interpretivist philosophy using grounded theory building within a systems thinking framework. This research is based on a qualitative methodology resulting in an in depth analysis of data provided by interviews. The data collected and analysed in this research shows that project management is a very complex and multifaceted issue, context dependent and in a continual state of flux. People are a major cause of complexity and the case for an inquiring approach is introduced by a study of project management literature and supported by the results of the analysis of the data sets acquired in this work. The research is concerned with the development of an inquiring, integrative project management framework that allows for a high degree of contextualization to take place during its application to reflect the real world nature of projects. The concept of a project system is used to underpin the framework. The project system used to underpin the framework, supports the dynamic, contextual and iterative nature of project management. A comparison of the framework with the real world view of project management practitioners was carried out (validation), resulting in some refinements of the framework, increased confidence that it has practical applicability and some future directions for research. A claimed methodological contribution is the use of grounded theory for construction of new knowledge within a systems thinking framework. The inquiring, integrative project management framework developed in this work contributes to project management practice and a user guide is provided to support its application. The framework, which represents the outcome of this research, can be seen as a useful instrument to aid project management practitioners. The framework can be utilized to carry out inquiry with varying levels of detail and it offers the flexibility necessary for contextualization of projects to support decision making. Project management is treated as a human activity, where the central idea is that people and context are key to the success of the project and not, for example, the project management method.
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Hamersly, William James. "Business Governance Best Practices of Virtual Project Teams." ScholarWorks, 2015. https://scholarworks.waldenu.edu/dissertations/238.
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The steady increase in project failure rates is leaving businesses searching for better integration techniques to virtualize their project environments. Through virtualization, organizations may have positive impacts on communities across geographical boundaries and resource constraints. The focus of this phenomenological study was to explore, via the experiences of successful project management practitioners, best practice strategies for integrating virtual project teams through data analysis. The conceptual framework included von Bertalanffy's general systems theory, decomposition model of business process and project management frameworks, and the recomposition approach. Twenty-two senior project managers with more than 5 years of experience managing virtual project environments participated in semistructured telephone interviews. The van Kaam process employing normalization and bracketing approaches in data analysis resulted in the emergence of 10 thematic categories. The 10 themes culminated in the identification of strategies for implementing best practices relevant to the integration of successful virtual project teams. The major themes pertained to 3 broad areas: (a) structure that accommodates skills and technology for virtual team success, (b) governance leading to efficient virtual project team management, and (c) collaboration practices across diverse environments. Findings may help leaders improve project management leadership practices involved in adopting a virtual project management framework for business infrastructure. Suggestions for future research include additional attention to virtualization problems with respect to the transferability of the systems theory models.
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Burman, Emil. "Agile in action : Hybrid methodologies in practice." Thesis, Umeå universitet, Institutionen för informatik, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-107894.
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In recent years an increase of agile methodologies and their implementation in mainstream software engineering projects have been seen, but this implementation has reportedly changed agility in practice into a hybrid form of agility and more classic methodologies. With a lack of research regarding these hybrid methodologies this multiple case study empirically analyses the practice of methodologies from two different conglomerates and places the results in the Information Technology Management framework (ITMF) to answer the research question; How are hybrid agile methodologies enacted in practice in mature agile teams and why are they enacted in such a way? The result show that the organizations work agile within a waterfall framework, a hybrid form of requirement handling into agile development followed by waterfall testing. The hybrid methodologies are imposed by external factors such as the sales department and traditional economic reporting. This study acknowledges a need for a greater understanding of the engagement between external actors and software development.
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Njovu, Peter. "Estimating of duration, cost and schedule in project management : a review of company practice and documentation to establish how much historical data helps to enhance the estimating process." Thesis, Stellenbosch : Stellenbosch University, 2003. http://hdl.handle.net/10019.1/53415.
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Thesis (MBA)--Stellenbosch University, 2003.ENGLISH ABSTRACT: This study is focussed on the all-important issue of estimation and forecasting in project management. Most project managers relate the kind of difficulties they have to go through in dealing with superiors that come up with a targeted deadline for a project with a given budget but with little or no regard to due process of arriving at both duration and cost. Many projects are doomed to overrun both schedule and cost from the word go because either the project manager is not equipped to give accurate estimates or is too timid to upset the boss by saying they do not believe the project would be completed within the said duration and the given cost without compromising quality. It is well said in literature that the three pillars of any project completion are time, cost and performance. Two of the three can be predetermined and the third will normally be dependent on those two. Where there is generous time and a large budget, chances are that a good quality well considered and executed project will result. The opposite is also true. This study investigates literature on the subject and also seeks to look at the trends in estimating in practice, by way of questionnaire and physical inspections. The questions that it seeks to answer are: a) Are project managers in most companies formally qualified? b) What is their disposition to using computerised/statistical methods in estimating? c) Does the level of education affect the disposition of project managers to using computerised/statistical methods of estimation? And finally, d) What methods are project managers using to estimate duration, cost and schedule? The results of this survey show that most projects managers do not have formal training in project management. At best they have attended short courses in project management. The survey also shows that even the formally educated project managers do not think much of strictly scientific (computerised/statistical) methods of project estimation. They rather feel that getting input from experienced functional people on the separate parts of the project tends to produce more accurate estimates. There is a leaning therefore towards using past experience on similar projects to generate norms and expert advice from the relevant functions on the expected costs and durations of accomplishing the parts of the project on which they have experience. All the project managers that responded to the survey said they had formal documentation for their projects and that they kept copies of the documentation in a central place that was easily accessible. Physical checks of this fact revealed that 29% of the interviewees did not have central or well-kept databases of previous projects' information.
AFRIKAANSE OPSOMMING: Die studie plaas klem op die belangrike kwessie van skatting en voorspelling in projekbestuur. Die meeste projekbestuurders ondervind die tipiese probleem waar senior persone projekteikendatums en -begrotings neerlê, sonder behoorlike oorweging van die faktore wat tyd en koste beïnvloed. Baie projekte is dus, van die staanspoor, bestem om beide koste en tyd te oorskry. Die projekbestuurder is dalk nie behoorlik toegerus om akkurate skattings te maak nie, of andersinds ontbreek die moed om die senior persoon daarop te wys dat tydskaal- en koste-teikens slegs teen 'n verlaging in kwaliteitstandaarde bereik kan word. Die literatuur gee wye erkenning aan wat die die drie pilare van projekvoltooing is: tyd, koste, en prestasie. Twee hiervan kan vooraf vasgepen word, terwyl die oorblywende een dan 'n funksie van die ander twee word. Indien daar ruim tyd en fondse beskikbaar is, is daar 'n beter kans om goeie kwaliteit en 'n gunstige projekuitkoms te verseker. Die teenoorgestelde is ook waar. Hierdie studie ondersoek die literatuur in die vakgebied, en gee bepaalde aandag aan die tendense in vooruitskattingspraktyke deur van 'n vraeboog en fisiese ondersoeke gebruik te maak. Die vrae wat deur hierdie navorsing gestel word, is die volgende: a) Is projekbestuurders, in die meeste organisasies, formeelopgelei? b) Wat is hulle houding teenoor die gebruik van rekenaargebaseerde statistiese metodes vir vooruitskatting? c) Beïnvloed die vlak van opleiding hierdie houding teenoor die gebruik rekenaargebaseerde statistiese metodes? d) Watter metodes gebruik projekbestuurders om kostes, tyd, en skedules te bepaal? Die ondersoek bevind dat die meerderheid projekbestuurders nie formele opleiding in projekbestuur het nie. Ten beste het hulle slegs kort kursusse in projekbestuur bygewoon. Die studie bevind ook verder dat selfs formeel opgeleide projekbestuurders nie ten gunste van streng wetenskaplike (rekenaargebaseerde statistiese) skattingstegnieke is nie. Hulle voel dat die insette van ervare funksionele personeel wat op verskillende elemente van die projek werk, meer akkuraat is. Daar is dus 'n neiging om eerder vorige ondervinding op soortgelyke projekte te gebruik om norme vas te stel, en om kundige spesialiste se raad te gebruik by die skatting van koste en tydsduur met betrekking tot die gedeeltes van die projek waarin hulle spesialiseer. AI die projekbestuurders wat aan die vraeboog-opname deelgeneem het, het bevestig dat hulle formele dokumentasie rakende hulle projekte byhou, en dat kopieë op In toeganklike plek sentraal beskikbaar gehou word. Die fisiese ondersoek bevind dat 29% van die persone waarmee onderhoude gevoer is, nie projekrekords van vorige projekte op In sentrale databasis bewaar nie.
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Kılınç, Deniz Günaydın H. Murat. "Factors constraining the development of professional project management in Turkey's urban design practice/." [s.l.]: [s.n.], 2004. http://library.iyte.edu.tr/tezler/master/kentseltasarim/T000466.pdf.
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Nilsson, Andreas. "Projektledning i praktiken : Observationer av arbete i korta projekt." Doctoral thesis, Umeå, 2008. http://opac.nebis.ch/cgi-bin/showAbstract.pl?u20=9789172645882.
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Rykowski, Ronna Wynne. "Design of the IDO for the intelligent data object management system (IDOMS) project." Thesis, Kansas State University, 1986. http://hdl.handle.net/2097/9948.
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O'Shea, Keith. "An examination of the theory and practice of project management knowledge and its transferability in Western Australia." Curtin University of Technology, Curtin Business School, 2008. http://espace.library.curtin.edu.au:80/R/?func=dbin-jump-full&object_id=21429.
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Acceptance and understanding of project management tends to be limited by project managers (PMs) who have a specific technical training and follow one or two major theories on project processes. Consequently, project managers may encounter difficulty in being ‘recognised’ by employers and moving from one professional discipline to another. The current research examines knowledge areas applied ‘in the field’ by project managers (PMs), and provides them with knowledge about the constancy of application of project theories; further, a new model of what constitutes PM and enables flexibility for PMs is suggested. As there was little extant literature about PMs being able to transfer from one professional discipline to another, or to what degree different knowledge areas were applied, it was determined that exploratory research was appropriate. The results strongly indicate that organisations that rely on programs and projects to support the delivery of their strategic objectives will benefit from implementation of the project management revised hypothetical model (Figure 13). The model incorporates the nine knowledge areas of The Project Management Institute (USA) and six knowledge areas extracted from the PM methodology PRINCE2. Further, the additional focus of People Specific Management (PSM) at Level 3 of the revised hypothetical model (Figure 13) is recommended. Qualifications for PMs do make a difference! In addition to demonstrating the importance of PM qualifications to augment PM’s successful transfer across disciplines, further research is suggested regarding the need for training to be ‘compulsory’ and follow the developmental levels described in the up-to-date model developed during the research (Figure 13).
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Cammack, Ian Joseph. "A journey towards becoming a systemic practitioner : becoming a project manager and an educationalist." Thesis, University of Bedfordshire, 2013. http://hdl.handle.net/10547/337220.
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This thesis is a systemic examination of my practice as an educator specialising in the development of early career project managers. This inquiry is conducted through an internal inquiry into my living theory and an externally focussed inquiry into the journey that the early career project managers take to becoming a project manager. Four broad foci of my living theory are identified, ‘Soft Systems Methodology’, ‘Action Learning’, ‘Reflective Practice’ and ‘Systemic Practice’. These are discussed in order to consciously consider the foundations of my practice and to identify areas where the practice has been eroded through familiarity and developed through innovation. The external inquiry draws on three sources of qualitative data. The first two sources of data explore the experiences of students enrolled on the MSc in Project Management at Lancaster University during an action learning project. These two sources are an analysis of ‘word clouds’ and ‘critical incidents‘ presented in the dissertations that reflect on these projects. The third source of data is a series of interviews held with alumni of the MSc in Project Management at Lancaster University. These two areas of inquiry combine to present a framework for project management practitioner education that comprises of three broad areas of development. These areas of development align to the ‘ways of knowing’, ‘ways of doing’ and ‘ways of being’. The ways of knowing zone is made up of the development of a systematic approach to project management. This zone is complemented by the ‘ways of doing’ that looks at the development of this systematic perspective through the development of a range of analytical and social skills. It is suggested that systemic eloquence may be gained by enhancing the ‘ways of knowing’ and ‘ways of doing’ with a systemic perspective that encompasses relational dispositions to the practice of project management. This relational disposition covers the ways in which project managers learn to understand the dynamics of the problem situations that they co-create with their stakeholders. Furthermore, it is noted that the development of project management practitioners should be facilitated through their experience in the practice of projects. This ‘hands on’ engagement combined with an approach to self-development founded on reflective practice helps to develop people capable of delivering projects rather than talking about the delivery of projects.
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Boughan, R. S. Trajn. "Strategic expansion of architectural services through project management: toward excellence in architectureas a public good." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1994. http://hub.hku.hk/bib/B31266319.
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Gilliam, Sandra Lee 1952. "Development resource and fiscal variables utilizing Differentiated Group Professional Practice project data." Thesis, The University of Arizona, 1992. http://hdl.handle.net/10150/278080.
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This study had two purposes: (1) to formulate and test for sensitivity and comparability of Resource variables based on data collected across multiple sites; (2) to formulate and test for sensitivity and comparability of Fiscal variables based upon data collected across multiple sites. This exploratory descriptive study utilized data collected during the Differentiated Group Professional Practice project. Global analysis was utilized in creation of nurse Resource and Fiscal variables. Correlational statistics were utilized to evaluate performance of Resource and Fiscal variables within the project model. The Professional Practice index of Autonomy demonstrated a positive relationship with the nurse Resource variables of Retention and Stability. Increases in Professional Practice indices demonstrated negative relationships with Fiscal variables. Satisfaction demonstrated relationship to Resource or Fiscal variables.
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Thamsatitdej, Poomporn. "The effect of cultural difference on project risk management practice : a Thai culture analysis." Thesis, University of Strathclyde, 2006. http://oleg.lib.strath.ac.uk:80/R/?func=dbin-jump-full&object_id=21684.
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Project Risk Management (PRM) has become an important tool supporting project success. Many project organizations have now gained benefits from employing the concept. The problem with RPM practice lies in the effectiveness of the implementation process. This brings to the study of a soft aspect of project risk management. The most effective way to implement the PRM concept in an organization is to tune the PRM process in accordance with organizational culture and practice. This would bring some level of difficulty where a PRM process was to be applied in a place where values, norms and practice are different to the place where it originated. In this study, the researcher examines the influence of culture and compares it with PRM practice. The study seeks to investigate the social dynamics in Tbailand, a country whose risk management lags behind that of Western economies and whose cultural characteristics differ significant from Western nations. First the researcher reviews the literature on PRM process in order to understand its principle and processes. The study of PRM implementation and its behavioral aspect of also conducted. The study led to the extraction of PRM values. These values help to enhance understanding of PRM practice and managerial practice required to support effectiveness in the PRM process. In order to gain an understanding of cultural difference, Hofstede's framework is employed to serve as a tool to analyse Thai culture. The social impact is then analysed by the discussion of the effect of Hofstede' dimensions of PRM values. The study is based on a qualitative paradigm trying to understand the effect of Thai culture on management practice. It results in three research methods substantiate each other. The case study is to provide understanding of the effects of Thai culture in a real life context. The interviews give the perspective of Thai project managers towards risk and risk management principle. The workshop is to investigate Thai managers' response to the risk management process. The researcher presents a cultural analysis of Thailand and discusses the effect of cultural factors on the PRM values within Thai management practice. The researcher concludes with a discussion of the effect of Thai culture on PRM practice. The findings of this research support that in order for PRM to be adopted in places where culture is different to Western norms, it is important to investigate and gain an understanding of a particular culture prior to commencing PRM adoption programmes.
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Al-Turfi, Sadeq. "Best practice project management for the sustainable regeneration of Holy Karbala Province in Iraq." Thesis, University of Bolton, 2017. http://ubir.bolton.ac.uk/2031/.
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Many Regional Development Projects (Reconstruction Program in the Provinces) in Iraq, especially in Holy Karbala Province, suffer from mismanagement despite being 11 years since the launch of the program, the ready availability of funds from Iraq's oil revenues and the urgent need for infrastructure and essential public services. Reconstruction projects experience a high failure rate due to immature and unprofessional development plans, a lack of properly qualified people and ongoing training, and problematic routine procedures. In recent decades, there has been a boom in management science in developed countries, specifically regarding the application of project management. Sadly, this is not the case in Iraq where project management practices remained unchanged and therefore outdated. A lack of implementation of standard project management methods in the construction industry in Holy Karbala Province has resulted in reconstruction projects that suffer from poor performance, delays, cost overrun, quality failures, disputes and claims. In order to improve this situation, there is the need for in-depth research of the project management environment to establish a foundation for the design of a new framework for the development of best practice in this area. In consequence, this study aimed to examine current organizational structures and processes and to carry out an analysis of the key issues and causal relationships in Regional Development Project Management in Holy Karbala Province. The factors affecting the outcomes of projects were identified and assessed from the point of view of the key stakeholders group: residents, clients, consultants and contractors. This research adopted a mixed-method (qualitative and quantitative) approach, making use of questionnaires and interviews designed to examine the main aims of this study. The research started with qualitative interviews whereby thirty managers were interviewed to evaluate organisational structure and process, key problems and obstacles that they faced. This was followed by the distribution of quantitative questionnaires to a representative sample of 541 citizens, 126 employees (consultants and clients) and 78 contractors, to identify the main issues affecting project management practice and project outcome in Holy Karbala Province. Finally, focus-group interviews (qualitative approach) were carried out with 50 experts to assess the negative impact of 61 key factors affecting the timing, cost and quality of projects in Karbala. Several types of internal and external secondary data were also collected and included. Statistical analysis was conducted using Microsoft Excel and Social Science Software Package (SPSS). Descriptions are used for frequencies, means, relative importance and other statistical calculations, presented in tables and graphs. The results have revealed that political change, unqualified project leaders, financial and administrative corruption, regulatory changes, inappropriate organisational structure, lack of government legislation, lack of motivation and encouragement, and slow decision-making make the greatest negative impact on projects in Karbala. There is no significant difference in any of the participant groups’ perceptions of these factors and their consequent negative impact on the work carried out. Following on from this, a conceptual framework for best practice project management for the sustainable regeneration of Holy Karbala Province in Iraq was proposed. It has adopted several strategies, based on the results from the research, which address the roots of problems identified including a lack of legislation, the limited capabilities of leaders, project teams and contractors, and organizational weaknesses.
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Harris, Adelaide N. "Diabetes Self-Management Education Provision by an InterprofessionalCollaborative Practice Team: A Quality Improvement Project." Xavier University / OhioLINK, 2017. http://rave.ohiolink.edu/etdc/view?acc_num=xavier1512645367935855.
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Moti, Nora Nurten. "Development of education curriculum and standards of practice for the management of acute confusion syndrome/delirium among hospitalized patients." CSUSB ScholarWorks, 2003. https://scholarworks.lib.csusb.edu/etd-project/2413.
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The primary objective of this project is the development and implementation of an educational program for the staff nurses for the effective management of Acute Confusion (AC), Delirium among hospitalized patients at Kaiser Hospital in Fontana.
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Melebari, Mazen. "Exploring strategy translation in projects." Thesis, University of Manchester, 2016. https://www.research.manchester.ac.uk/portal/en/theses/exploring-strategy-translation-in-projects(59c7aa90-27b5-4050-bdf7-2ff5e05da9f4).html.
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Many management studies report poor implementation of organisational strategy into practice (Yukl and Lepsinger, 2007; Li et al., 2008) and the absence within the literature of the question of how to translate strategy into effective practice provides the encouragement for this study. There are suggestions that by adopting a project management approach, organisations can better implement their overall strategies, meaning that what they do is properly and totally aligned with their goals (Pellegrinelli and Bowman, 1994). However, recent studies have concluded that project management makes little contribution to the achievement of organisational objectives, and possibly causes failure in this respect (Young and Grant, 2014). That said, Young and Grant (2014) have not provided any detailed information on the reason for such failure. At the same time, some management studies have revealed a number of challenges that confront organisations when approaching strategy implementation. Given these observations, this study aims to explore how organisations in Saudi Arabia are practising project management. It does so by adopting a qualitative method, involving thirty (30) face-to-face semi-structured and unstructured interviews undertaken in two phases with five organisations from the banking, property development, and higher education sectors. Two exploratory case studies (IT and Construction) were used to investigate the translation challenges in respect of strategy and project management implementation. From these, the study has identified a number of challenges confronting the participating organisations, and shows these challenges to be inter-related. Furthermore, it arrives at an understanding of why these challenges arise by investigating how the practice has been translated in these organisations. The tools and materials which resulted as objects from the translation are used to establish common knowledge, but are insufficient to create a clear view of the strategy within the participating organisations. Three main challengers related directly to the translation of project management practice emerged, namely: change, individual influences, and the role of the objects. The study makes several recommendations to improve the translation concept so that strategy implementation and overall project management practice can be enhanced. Additionally, it makes recommendations for further research to continue the efforts in this field of enquiry.
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Sturgill, Roy E. Jr. "RISK MANAGEMENT AND PRACTICE ALIGNMENT FOR UTILITY COORDINATION ON TRANSPORTATION PROJECTS." UKnowledge, 2018. https://uknowledge.uky.edu/ce_etds/72.
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Utility coordination is an exceedingly complex effort of managing, communicating, and facilitating the avoidance and relocation of utility facilities as needed for highway projects. Utility coordination occurs throughout the design and delivery of a project and best practices are used to make sure this occurs efficiently and in the best interest of the public, who are not only the taxpayers but also the ratepayers. Recent research has attempted to enhance utility location technology and procedures, instill frameworks and tools for utility coordination, and proceduralize risk management relative to utility coordination. However, research attempting to improve various aspects of utility coordination simultaneously has led to a lack of consensus on how to integrate these research efforts into an effective standard of practice. These is also not a standard of practice for quantifying utility related risks for transportation projects.
This research will attempt to build consensus and contribute to the body of knowledge in this area of utility coordination by presenting an approach to assess the relative utility risks of a project and align current and new practices to minimize those risks. Through statistical analysis of historical project data regarding utility coordination schedules and costs for transportation projects in Kentucky, this study was able to produce a model that estimates utility related risk early in transportation project development. With input and evaluation by subject matter experts, utility coordination best practices were collected and aligned to utility risks on transportation projects. A decision support tool was developed to assist in the use of the mathematical utility risk model and the best practices associated with the varying risk levels.
This research also finds that there are disparities among utility stakeholders on transportation projects in regard to the effectiveness or satisfaction with particular best practices. This finding presents the need for early involvement and collaborative utility coordination to select practices that ensure utility related issues on transportation projects are minimized. The research also presents that increased use of alternative contracting methods can pose significant challenges to utility coordination on transportation projects. This stems from the finding that utility coordination practices were not uniformly effective across these varying procurement methods. Furthermore, as Departments of Transportation continue to deal with resource issues, one of which being manpower within utility coordination, the use of consultants for utility coordination presents its own set of complexities. The research finds the best application of consult-led utility coordination is through third-part consultants specializing in utility coordination, those who have been state-specifically trained for utility coordination, and prequalified for utility coordination work.
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McCann, A. B. "The relevance of project management best practice and its application in the UK construction industry." Thesis, University of Salford, 2017. http://usir.salford.ac.uk/44576/.
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Professional project management associations have produced practice standards that may be used by practitioners, professional services firms and clients. This research was undertaken to explore the relevance of these professional project management practice standards (PPMPS) and their application in the UK construction industry. There is scant literature available on the PPMPS and therefore a deficiency of understanding about their compilation, scope and use in the UK construction industry. The industry faces many challenges including difficulties in retaining a skilled workforce and a mixed record of delivering public projects on time and within budget. The use of a cross-sectional single case study research strategy was adopted and primary data was generated from professional services firms and clients using semi-structured interviews. This data was used to triangulate with research undertaken by the Author in 2014. The previous research explored how individual practitioners in the UK construction industry availed themselves of the PPMPS. This research concludes that the PPMPS provides a de minimis benchmark for project management services and guidance to new entrants in to the profession. However, the limitations of the PPMPS include: they are not easy to access quickly, are not regarded as providing professional services firms with a commercial advantage, are not sufficiently promoted within the construction industry or to its clients, and that tacit knowledge and experience are more important than codified knowledge. This research includes recommendations to improve project management best practice. Using structuration theory, it is proposed that professional services firms' and clients' In-house standards have the potential to become the de-facto PPMPS. The concepts of the "Semi-detached Professional" and "Bureaucratic project manager" are introduced as interpretations of the findings generated from the practitioners, professional services firms and clients to provide a new understanding of professionalism in project management.
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O'Laocha, Eamonn. "Re-thinking the project manager's role and practice : a case study in the context of an IT department." Thesis, University of Warwick, 2012. http://wrap.warwick.ac.uk/56231/.
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This thesis explores the social construction of the project manager role and its enactment within an organizational context. The research builds on the themes of the Rethinking Project Management agenda in focusing on research that is about, in and for project management practice (Winter et al. 2006b). The complex organization context of project practice is engaged with and themes such as role legitimacy, organizational power, organizational boundaries and the nature of project and organizational time are explored. The importance of the influence of the professional association’s project management model to the construction of the organizational project manager role and enactment is investigated. The research utilizes an empirically focused treatment of structuration theory (Giddens 1984) as a conceptual framework in addressing the social construction of the project managers’ role and its enactment. The research was conducted using a case study approach in which multiple instances of project managers’ practice in a shared IT organizational context were examined from the perspective of interactions across the boundary between the projects and the organization. The case study data was analysed and findings were generated through the iterative engagement with the organizational phenomena, the conceptual framework and the research questions being explored. The conclusions of the research support the Rethinking Project Management agenda and propose a wider and more social consideration of projects and their management that takes into account the social construction of projects, the importance of boundary spanning activities and objects, and the social nature of time as key elements in rethinking the role and practice of project managers.
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Mohamed, Bahaaeldin, and Thomas Köhler. "Learning Management Systems as a Tool for Community-based Project Management." Saechsische Landesbibliothek- Staats- und Universitaetsbibliothek Dresden, 2014. http://nbn-resolving.de/urn:nbn:de:bsz:14-qucosa-141860.
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This paper addresses a new conceptual framework for a communitybased project management learning model that aims to support learning within a project and enhance the distribution of knowledge within a particular virtual community. This model also aims to develop a virtual community of doctoral students, who can manage their own projects online with other community members who have the same interest. In order to develop that model, a checklist of community-based project management process has been developed in the light of the literature review and the needs of stakeholders (doctoral students and researchers). Within this model, community-based project management includes three main elements: community, project and management. In relation to project, there are two main sub elements. First is projectbased learning (PBL), which is based on constructivist perspective of learning that make students construct their knowledge when they work together to accomplish specific goals. Second is the project management body of knowledge (PMBOK), which is a project management guide, and an internationally recognized standard [PMBOK Guide, 2004], that provides the fundamentals of project management as they apply to a wide range of projects, including construction, software, engineering, automotive, so the study deploy this approach to scaffold based project management learning model. In the terms of the community element, this study adopted the community of inquiry model, which defines a good
e-learning environment through three major aspects: cognitive presence, social presence and teaching presence. The last element which is addressed in this study called knowledge management. After identifying these elements, this study investigates a range of tools in the light of this model. The study analyses six different learning and content management systems (OPAL, Moodle, Joomla, e107, ZMS and TUDWCMS) in order to find out tool(s) that is/are sufficient for implementing the suggested study model.
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Mohamed, Bahaaeldin, and Thomas Köhler. "Learning Management Systems as a Tool for Community-based Project Management." Technische Universität Dresden, 2009. https://tud.qucosa.de/id/qucosa%3A27993.
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This paper addresses a new conceptual framework for a communitybased project management learning model that aims to support learning within a project and enhance the distribution of knowledge within a particular virtual community. This model also aims to develop a virtual community of doctoral students, who can manage their own projects online with other community members who have the same interest. In order to develop that model, a checklist of community-based project management process has been developed in the light of the literature review and the needs of stakeholders (doctoral students and researchers). Within this model, community-based project management includes three main elements: community, project and management. In relation to project, there are two main sub elements. First is projectbased learning (PBL), which is based on constructivist perspective of learning that make students construct their knowledge when they work together to accomplish specific goals. Second is the project management body of knowledge (PMBOK), which is a project management guide, and an internationally recognized standard [PMBOK Guide, 2004], that provides the fundamentals of project management as they apply to a wide range of projects, including construction, software, engineering, automotive, so the study deploy this approach to scaffold based project management learning model. In the terms of the community element, this study adopted the community of inquiry model, which defines a good
e-learning environment through three major aspects: cognitive presence, social presence and teaching presence. The last element which is addressed in this study called knowledge management. After identifying these elements, this study investigates a range of tools in the light of this model. The study analyses six different learning and content management systems (OPAL, Moodle, Joomla, e107, ZMS and TUDWCMS) in order to find out tool(s) that is/are sufficient for implementing the suggested study model.
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Salah, Romil. "The influence of national culture on the practice of project management : a study of information and communication technology projects in Saudi Arabia." Thesis, Northumbria University, 2016. http://nrl.northumbria.ac.uk/36002/.
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In an ever-shrinking world with advancing technology many organizations have expanded their operations internationally and experienced challenges of how to manage projects in areas with different cultural backgrounds. In a culturally unique country, like the Kingdom of Saudi Arabia (KSA), the influence of national culture on project management has to be considered, and there is additional complexity in that most project teams are themselves diverse and multi-cultural. KSA has become one of the wealthiest countries in the world, however, many of its projects, especially in the Information and Communication Technology (ICT) sector, still fail dramatically for financial, managerial, political, social and cultural reasons. In KSA, culture is a crucial factor in business, and the management of projects is no exception. The aim of this research is to contribute to more successful delivery of ICT projects in KSA. The overall commonly-held belief is that there are elements of national culture in KSA that impact the implementation of project management processes on ICT projects. Using Hofstede’s cultural model as a basis, a conceptual framework has been created that explores and explains the impact of KSA national culture on ICT project management as characterised by the Project Management Body of Knowledge (PMBoK)1 principles. A qualitative research approach was used to collect data from four private and public sector ICT projects, in their natural settings, using a multiple case study approach. Data were collected using semi-structured interviews and examination of project documentation and a cross-case analysis was performed. The conceptual framework is a very useful planning tool for human resourcing purposes is best used for the ICT project management professionals in understanding how project management practices, procedures, tools and techniques are implemented and how they are impacted by cultural factors. The findings in this study have confirmed that the dimensions of Power Distance Index (PDI), Individualism (IDV) and Uncertainty Avoidance (UAI) have a significant impact on project management in KSA, but that Long–Term Orientation (LTO), Masculinity (MAS) and Indulgence (IND) have a lesser impact.
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Haidet, Roza. "Socially Engaged Art: Managing Nontraditional Curatorial Practice." University of Akron / OhioLINK, 2013. http://rave.ohiolink.edu/etdc/view?acc_num=akron1374491330.
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Ampomah, Monica. "The Practice of project management in new product development : A study of Microfinance Institutions in Sub-Saharan Africa." Thesis, Umeå universitet, Handelshögskolan vid Umeå universitet, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-44984.
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Microfinance is the provision of credit/loans to poor individuals for the purpose of income generation. The Sub-Saharan African region which is among the poorest areas in the world is thought to be one of the regions where the microfinance industry is dynamic and growing in terms of acceptance and patronage. Even though microfinance in the Sub-Saharan Africa region has received a lot of research attention, most have focused largely on the financial performance whilst there is no available information on project management practices in new product development.Since project management is considered to be an effective means of managing new product development, the purpose of this work was to investigate the practice of project management in new product development in microfinance institutions in Sub-Saharan Africa and to assess which project management methods, and tools and techniques are used.A case study was adopted and a semi-structured interview through telephone/Skype was conducted on eight senior management staff from different microfinance institutions. The respondents comprised five Non-governmental organizations, two Non-Bank financial institutions and one Commercial Bank, operating in Angola, Gambia, Ghana, Mozambique, Namibia and Kenya.The empirical findings were that six of the microfinance institutions are involved in new product development whilst two of the institutions which are Non-governmental organizations are not. The main product that is developed by these microfinance institutions is credits/loans. The reason for new products development was to meet clients’ needs even though competition and the need to be innovative was also a factor.This research also shows that the six microfinance institutions that are into new product development organize product development through projects. Project management is the means through which new products are developed. In addition, projects are managed either solely by each microfinance institution or done in collaboration with other institutions.A further indication based on project management steps suggests a flexible practice of project management in developing new products as project management steps are not tightly followed. The project management methods that are used in developing new products in all these institutions was the in house method as all the respondents considered it an effective way because this method is adapted to their institutional structure.In addition, the commonly used tool and technique among all the institutions was the progress reports which contained necessary information for monitoring and evaluating of the projects.
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Canal, Pando Luis Alberto, Urco Jean Carlo Manuel Miranda, Cabrera Maritza Medaly Sanchez, Vicente Rosario Mabel Sanchez, and Cirilo Hernán Roger Vargas. "Aplicación del Practice Standard for Project Risk Management en la construcción de líneas de transmisión de alta tensión." Master's thesis, Universidad Peruana de Ciencias Aplicadas (UPC), 2020. http://hdl.handle.net/10757/655004.
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El objetivo del presente trabajo de investigación es proponer herramientas y procedimientos para aplicar la gestión de riesgos durante la Construcción de Líneas de Transmisión de Alta Tensión para la empresa Transporte de Energía SAC, basándose en las buenas prácticas del Practice Standard for Project Risk Management (Project Mangement Institute, 2009); de esta guía se han tomado conceptos, técnicas y herramientas que han permitido a elaborar la presente propuesta. Asimismo, se han tomado conceptos de la guía para la elaboración de caso de negocio A Guide to Structure and Content (Schmidt, 2003).
Este trabajo de investigación ha tomado como referencia a una empresa peruana llamada Transporte de Energía SAC especializada en ejecución de obras y servicios de operación y mantenimiento de líneas de transmisión, subestaciones y equipos de alta tensión en todo el país. Asimismo, Transporte de Energía SAC posee conocimiento del mercado local y cuenta con experiencia en desarrollo de proyectos en Perú y otros países del mercado de Sudamérica. Además, cuenta con personal con la experiencia necesaria para trabajar bajo una nueva gestión de riesgos.
Para culminar, es preciso indicar que la propuesta se elaboró teniendo como referencia información histórica de la organización, la que se analizó para, finalmente, proponer el presente trabajo de investigación.The objective of this research work is to propose tools and procedures to apply risk management during the Construction of High Voltage Transmission Lines for Transporte de Energía SAC, based on the good practices of the Practice Standard for Project Risk Management (Project Mangement Institute, 2009). Concepts, techniques and tools have been taken of this guide, that have allowed to elaborate this proposal. Also, concepts have been taken from the guide Business Case Essentials: A Guide to Structure and Content (Schmidt, 2003). This research work has taken as a reference the Peruvian company Transporte de Energía SAC, this company is specialized in operation and maintenance services for transmission lines, substations and high voltage equipment throughout the country. Transporte de Energía SAC has knowledge of the local market and has experience in developing projects in Peru, and other countries in the South American market. In addition, it has a staff with the necessary experience to work under a new risk management To conclude, it is necessary to indicate that the proposal was elaborated taking as reference historical information of the organization, which was analyzed to, finally, propose the present research work.
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Hällgren, Markus. "Avvikelsens mekanismer : Observationer av projekt i praktiken." Doctoral thesis, Umeå universitet, Företagsekonomi, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-19174.
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Bakgrund I det närmaste alla organisationer strävar efter att använda sina resurser så effektivt som möjligt. Vad som dock inte diskuterats i någon större utsträckning är att den starkt kopplade komplexa organisationen inte klarar av att bemöta ens den minsta avvikelsen utan att ägna den direkt uppmärksamhet. Den övergripande frågan är därför Hur hanteras avvikelser i starkt kopplade projekt? Det teoretiska ramverket är först och främst projektlitteratur men ramverket vidgas sedermera till att omfatta praktikansatslitteratur samt Weicks (1976) ”Loosely coupled systems”. Metod Givet ansatsen faller det sig naturligt att göra en fallstudie med observationer som huvudsaklig metod. Utöver tolv veckors observationer förlitar jag mig på 57 intervjuer och mängder av dokument. En organisation, två projektgrupper och 118 avvikelser observerades totalt under perioden. De data som samlades in analyserades med hjälp av dataprogrammet Nvivo. Resultat Analysen är uppdelad i tre integrerade kapitel. Det första kapitlet diskuterar avvikelser som företeelse och definierar begreppet närmare. En avvikelse definieras som en händelse som kräver såväl identitet som handlingskraft. Det andra analyskapitlet analyserar praktiken närmare. Allt som allt observerades 29 praktiker vilka kunde grupperas i åtta praktikmönster. Praktikmönstren kunde sedermera inordnas i två distinkta löskopplingsmönster i en teoretiskt underbyggd och empiriskt styrkt figur. Figuren och följaktligen praktikmönstren beskriver hur avvikelsen görs löst kopplad. Det tredje analyskapitlet diskuterar fem mekanismer som följer av med de löst kopplade avvikelserna. Dessa fem mekanismer kan sedermera betonas och utnyttjas av projektledaren. Slutsatser Slutsatserna följer två spår. Det ena spåret fokuserar på projekt i allmänhet och projektledning i synnerhet. Slutsatsen som kan dras där är att det finns en inneboende osäkerhet i projekt som kan utnyttjas för att hantera avvikelser. Alla avvikelser har inte stora konsekvenser men de besitter vissa gemensamma egenskaper. Det andra spåret är ett bidrag till teorin om löst kopplade system. Länge har en processuell och praktikbaserad studie saknats. Genom att undersöka löskopplingsprocesser i ljuset av en praktikansats har jag visat hur löskopplingsprocesser ser ut.
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Hare, William J. "Integration of health and safety planning in construction project management through the development of a best practice "Gateway" model." Thesis, Glasgow Caledonian University, 2006. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.426425.
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Priester, Erik. "Vyhodnotenie dobrých a zlých praktík v procese riadenia konkrétneho projektu." Master's thesis, Vysoká škola ekonomická v Praze, 2013. http://www.nusl.cz/ntk/nusl-198259.
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The master's thesis "Evaluation of good and bad practices in the management process of a specific project" aims to analyse and evaluate the good and bad practice in the project of "Contract compliance" in the company SAP. The first part of the thesis is focused on theoretical and methodological basis of project management and its processes. The second part of the thesis characterises the company SAP and the selected project as well as analyses and evaluates good and bad practices. Furthermore, the findings are summarised in the Lessons Learned document and preventive measures for the identified bad practice are proposed. This creates a learning material for future project management in the company.
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Vikström, Sandra, and Emma Eklund. "Att designa projekttänkande i praktiken : En observationsstudie om organisationsförändring." Thesis, Umeå universitet, Företagsekonomi, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-150001.
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Familjeföretag är unika i den bemärkelse att de har en stark kultur vilket kan ha en positiv effekt på verksamhetens prestation. Kulturen hos familjeföretag är det som utgör den största fördelen eftersom det kan främja förändringsprocesser. Företag som är i tillväxt bör ofta göra förändringar i arbetssätt för att anpassa verksamheten efter de nya förutsättningarna. Projekt främjar innovation i företag vilket i sin tur ofta kan vara en drivkraft för tillväxt. Därmed är det vanligt att företag i tillväxt börjar arbeta i projektform mer intensivt. Projektintensiva organisationer är ett begrepp som innebär att projekt utgör kärnan av ett företag vilket är avgörande för att verksamheten ska gå framåt. Utmaningen för projektintensiva organisationer är att hitta en tydlig gräns mellan projekt- och linjearbete. Att arbeta i projekt innebär att en grupp av människor tillsätts temporärt för att utföra en unik uppgift. Uppgiften är utformad för att uppnå ett specifikt resultat vilket innebär att det även finns särskilda krav som måste uppfyllas. Detta förutsätter att gruppen av människor vet vad som krävs av dem för att nå framgång. För att nå framgång i projekt är det av stor vikt att företagsledningen har tagit fram tydliga direktiv och riktlinjer som minskar osäkerheten hos projektdeltagarna. Därav är det eftersträvansvärt att företagsledningen förser projekten med stöd i form av kommunikationsplaner och system som underlättar arbetssättet. Enligt forskning finns det ett behov av att komplettera befintliga teorier inom projektledning med studier som är praktikbaserade. Detta innebär att fler studier bör fokusera på hur företag hanterar projekt i verkligheten. Det är därför av intresse att undersöka ett företag som är i tillväxt och har gått från att ha ett fåtal projekt till att betraktas som en projektintensiv organisation. För att skapa en djupare förståelse för projekt som arbetssätt, grundar sig denna studie på en kvalitativ observationsstudie i ett familjeföretag som expanderat relativt snabbt på kort tid. Denna studie syftar till att effektivisera arbetssätt i produktutvecklingsprojekt hos Rototilt Group AB genom att undersöka hur en ökad förståelse för hur verksamheten arbetar i verkligheten samt vad som sker i arbetsprocesserna. Resultatet av denna studien visar att en ökad mängd av projekt som är stora och komplexa ställer högre krav på att system och arbetssätt fungerar smidigt. Studien visar också att en tydlig rollbeskrivning och mer strukturerad kommunikation främjar projektprocesserna i produktutvecklingsprojekt. Vidare har studien visat att prestation i projekt kan mätas och genom att göra detta länkas de olika nivåerna i företaget samman. Avslutningsvis är projekt i praktiken ett mycket intressant område som har potential till att utvecklas i framtiden. Detta genom att studera fler företag som arbetar intensivt med projekt och koncentrera sig på vad som faktiskt händer i praktiken.
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Verheij, Johan Michiel. "Process-mediated Planning of AEC Projects through Structured Dialogues." Diss., Georgia Institute of Technology, 2005. http://hdl.handle.net/1853/7980.
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Project planning in the Architecture, Engineering and Construction (AEC) industry at present relies heavily on individual skills, experience and improvisation. In an attempt to increase predictability and efficiency, and to improve knowledge retention across projects, this thesis proposes a more systematic approach to project planning. It does so by introducing the notion of a meta-process model that embodies and cultivates the logic and intelligence of incremental and collaborative planning activities in a given domain. Planning tasks are encoded and enforced as a set of structured dialogues between project partners. To make this possible, a taxonomy extension to current workflow modeling technology is introduced. The concept of the chosen approach can thus be classified as process mediation through structured dialogues. It is applied to the particular example case of Design-Build project delivery for which a detailed workflow model was created. This model serves as a partial instantiation of the larger Project Management Body Of Knowledge, an abstract framework put forward by the US Project Management Institute. A prototype system architecture is devised as an extension to an existing collaborative virtual environment developed in the European e-HUBs research project. This experimental Web-based platform supports the enactment of workflows that are expressed in the standardized syntax of the neutral process definition language XPDL. The functional richness of the structured dialogue extensions is demonstrated through a dialogue management prototype developed as a separate MS Access database application.