Journal articles: 'Project management practice'

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

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This paper aims to study the improvement of project success in organizations by integrating knowledge management strategies with project management practices in a typical project lifecycle. According to the Standish Group’s Chaos Report for 2009, only 32% of all surveyed projects are considered to be successful and are delivered on time, on budget, with the required features and functions. This could be an indication that project management practitioners have not fully acquired and transferred knowledge learned from past projects to ensure a higher success rate for current and future projects. Knowledge management is an emerging discipline and practice in organizations. This paper proposes an integrated model that combines knowledge management with project management to improve project success and thus contribute towards competitiveness and sustainability in organizations.

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Aghaegbuna, Ozumba, Chothia Tasmiyah, Booi Zanoxolo, and Madonsela Nikiwe. "Sustainability in Project Management Practice." MATEC Web of Conferences 312 (2020): 02015. http://dx.doi.org/10.1051/matecconf/202031202015.

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The study focused on the application of sustainability in project management, with reference to attendant difficulties experienced, which affect the goal of achieving sustainability outcomes in project management. As such the study explored the nature and occurrence of challenges to the integration of sustainability principles with PM practice. A review of purposively sampled literature was complemented with fieldwork, which involved an online questionnaire with eighty-nine participants, to collect qualitative data, using South Africa as context. The major limitation was the purposive use of professional project managers as a sample population. The findings reveal that project managers experience significant challenges when implementing sustainability in their practice. While confirming deductions from the literature review, findings suggest that the most significant challenge may be the lack of information among participants and other stakeholders. One major implication is that other identified difficulties may be traceable to the same lack of knowledge in the subject area. Identified consequences include delayed projects and complete abandonment of the sustainability principles in projects. The integration of sustainability principles with project management practice is a growing niche area of project management knowledge. The study contributes a unique exploration of nature and occurrence, and dynamics of attendant challenges, through a comparison of experience and perception. The comparison has highlighted the differences between the experience and perception of project managers, with reference to the application of sustainability principles.

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Ahmad Noorhani, Nur Maizura, and Arniatul Aiza Mustapha. "Interior Design Practice: Project Management Competency Framework." Built Environment Journal 18, no. 1 (March 10, 2021): 98. http://dx.doi.org/10.24191/bej.v18i1.12991.

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Currently, a role for a creative or visually appealing interior designer has also includes project management. One of the project's primary roles is for the interior design manager is to successfully deliver to the client. Additionally, project managers are measured for their capability to deal with day-to-to-day activities as well as projects. This study shares the required competencies project managers and interior designers to qualify as a project manager in the field of design. This paper examines the 27 competencies required of an interior project manager and highlights the value of competence in these three areas: functional, contextual, and behavioral. Competence as a project manager is assessed using questionnaires. The review and data collection of the results later helps support competency skills, which then diminishes the value of competency activities. From the analysis of the results, it follows that the project validity of the manager's knowledge increases project efficiency. Following the findings, new guidelines are implemented to further and more generally define the nature of the research.Keywords: interior design practice, project management competency

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Mishra, Anjay Kumar. "Strategic Risk Management Practice in Urban Road Construction Project of Nepal." Journal of Advanced Research in Civil and Environmental Engineering 07, no. 02 (May 14, 2020): 11–19. http://dx.doi.org/10.24321/2393.8307.202003.

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Risk management effectiveness assures project success. The overall objective of this research is to analyze the risk management practice in an urban road construction project with a case of Shiddharthanagar Municipality, Rupandehi, Nepal from contractor’s and client’s perspective. This research is based on a scheduled questionnaire survey to collect the primary data using convenient sampling of the partially or fully completed project. Contractors are quite aware of risk management and the percentage of awareness is even higher among the clients. The feedback from a similar project was used as the main method to identify the potential risk of the project from both contractor’s and client’s perspective. Direct judgment method is used maximum to the analyzed risk of the project from the contractor’s perspective as well as scenario analysis from the client’s perspective. Monitor the risk and prepare a contingency plan is used mostly for risk response of the project from both contractor’s and client’s perspective. An alternative plan, subjective judgment, close supervision, increment of resources and change in construction methods were applied as a preventive and remedial strategy. Risk should be managed by the one who is capable of managing the particular risk by managing contractual obligation with proper contract administration practices for ensuring the project objectives. There should be a risk register at the site and a frequent meeting should be conducted to identify the risks. These identified risks should be documented properly to ensure expertise for future projects.

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Kalogeropoulos, Theodoros, Vrassidas Leopoulos, Konstantinos Kirytopoulos, and Zoe Ventoura. "Project-as-Practice: Applying Bourdieu’s Theory of Practice on Project Managers." Project Management Journal 51, no. 6 (April 8, 2020): 599–616. http://dx.doi.org/10.1177/8756972820913392.

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Researchers have not studied the human side of project managers thoroughly. Decision-making mechanisms lie not only in technocratic knowledge but also in practitioners’ inner cultures and personal lifestyles. Highlighting the human (f)actor behind the strategic decisions made in projects reveals a new path for analyzing project managers. This article applies Bourdieu’s practice theory within the field of project management through a qualitative study into 17 successful and experienced Greek project managers. The results exhibit the common social characteristics of successful project managers and suggest that project managers must be viewed from a sociological perspective as well.

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Alias, Zarina, Zarita Ahmad@Baharum, and Muhammad Fahmi Md Idris. "Project Management Towards Best Practice." Procedia - Social and Behavioral Sciences 68 (December 2012): 108–20. http://dx.doi.org/10.1016/j.sbspro.2012.12.211.

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

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This article contributes a practice-based approach to project management by opening up to the messiness and unpredictabilities involved in actually doing project work. Drawing on the Pragmatist ideas of John Dewey, we theorize projects-as-practices (noun) and projects-as-practice (verb) as complementary concepts that are built respectively on ontologies of being and becoming. For the purposes of this article, we define the notion of project as an emergent social process of becoming, bounded in time and space, and generative of novel outcomes. We also contribute methodologically by proposing Dewey’s Inquiry as a guide to shadowing the bounded becomingness of projects-as-practice (verb). Using an empirical illustration from a Health and Social Care Partnership in Scotland, we highlight the inherently emergent nature of projects as they bring about transformational change.

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Rose, Kenneth H. "Contextualization of Project Management Practice and Best Practice." Project Management Journal 44, no. 6 (December 2013): e2-e2. http://dx.doi.org/10.1002/pmj.21374.

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

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Conflicts in construction projects seem an increasingly prevalent phenomenon in Kenya, perhaps because of the projects’ uncertainty, complexity, and diversity of participants. Management of these conflicts remains ineffective, an occurrence that creates a major obstacle to the success of project implementation, usually leading to an increase in project cost, delayed project completion, and in worst cases suspension of the project. A review of literature has revealed the negative role played by conflict on project success.This study sought to investigate the practice of conflict management in construction projects in Kenya to develop a schematic framework for managing conflicts, using project harmony potential as a measure of the availability of conflicts or their lack in construction projects. The study adopted a cross-sectional research design. Construction projects registered with NCA in the last five years within Nairobi and having the embedded unit of analysis of project participants under this study were sampled using the cluster method. Questionnaires were administered to project developers, contractors, and consultants working in consultancy or contractor firms randomly sampled. The study used inferential analysis of bivariate Pearson’s correlation and Regression analysis to determine the significant factors affecting the project harmony potential as well as establish a predictive model. The study demonstrated that there was a positive and statistically significant linear relationship between project harmony potential and delay management, project team partnering orientation, direct provisions for conflict management in the Project Handbook, promptness of Monitoring and Evaluation work, CPM (Construction Project Manager) technical experience, and communication plan. These factors were considered to be critical factors for the project harmony potential for construction projects in Kenya. A model was established using these variables and was found to explain 69.1% of the project harmony potential. The developed model will be useful in predicting the harmony potential of a project during implementation.

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Taylor, Hazel, Edward Artman, and Jill Palzkill Woelfer. "Information Technology Project Risk Management: Bridging the Gap between Research and Practice." Journal of Information Technology 27, no. 1 (March 2012): 17–34. http://dx.doi.org/10.1057/jit.2011.29.

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

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Jamali, Gholamreza, and Mina Oveisi. "A Study on Project Management Based on PMBOK and PRINCE2." Modern Applied Science 10, no. 6 (April 10, 2016): 142. http://dx.doi.org/10.5539/mas.v10n6p142.

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The Project Management Body of Knowledge (PMBOK) is a group of processes and knowledge fields which are generally accepted as greatest practice within the project management discipline. The PMBOK Guide is also an internationally recognized standard which provides the fundamentals of project management as they apply to a wide range of projects. PRINCE2 is a project management methodology standard in the United Kingdom and Europe. This standard is the required method for all UK government commissioned projects. PRINCE2 is in the public domain and offers best practice guidance on how to manage a project. The aim of this study is to compare PRINCE2 and PMBOK to recognize the characteristics of these best practices in order to provide decision criteria for governments with regard to selecting IT project management methodology.

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Besner, Claude, and Brian Hobbs. "Project Management Practice, Generic or Contextual: A Reality Check." Project Management Journal 39, no. 1 (March 2008): 16–33. http://dx.doi.org/10.1002/pmj.20033.

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The purpose of this research is to contribute to a better understanding of project management practice by investigating the use of project management tools and techniques and the levels of support provided by organizations for their use. The study examines both general levels of use and variations among project types and contexts. Many aspects of project management practice are common to most projects in most contexts, while others vary significantly among different types of projects and among projects in different contexts. The purpose of this paper is to present empirical results that show both the common elements and the significant variations. The paper is based on a survey of 750 project management practitioners. The use of tools and techniques is seen here as an indicator of the realities of practice. The study found some aspects of practice to be common across all types of projects and all contexts, but on this background of similar patterns of practice, several statistically signifi-cant differences have also been identified. The primary focus of this paper is on these variations in practice.

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Zou, Yi, and Sang-Hoon Lee. "Implementation of project change management best practice in different project environments." Canadian Journal of Civil Engineering 36, no. 3 (March 2009): 439–49. http://dx.doi.org/10.1139/l08-138.

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Change orders are ubiquitous in construction projects, and effective and efficient control of changes is critical to project success. There have been many empirical suggestions as to how to manage changes for best project outcomes, but this research is specifically aimed at exploring the relationship between project characteristics and the implementation of project change management best practices (PCMBP). Construction project data for this research are derived from the Construction Industry Institute (CII) benchmarking and metrics (BM&M) database. Binary logistic regressions and factorial analysis of variance (ANOVA) are performed to find out the differences among diverse types of projects in terms of the extents to which the PCMBP elements have been implemented. The findings can assist construction industry practitioners with using PCMBP more purposefully in accordance with specific project characteristics so that they will be better able to develop and administer their project execution plans.

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PEREIRA, ANDRÉ MARQUES, RAFAEL QUEIROZ GONÇALVES, CHRISTIANE GRESSE VON WANGENHEIM, and LUIGI BUGLIONE. "COMPARISON OF OPEN SOURCE TOOLS FOR PROJECT MANAGEMENT." International Journal of Software Engineering and Knowledge Engineering 23, no. 02 (March 2013): 189–209. http://dx.doi.org/10.1142/s0218194013500046.

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Software projects often fail, because they are not adequately managed. The establishment of effective and efficient project management practices still remains a key challenge to software organizations. Striving to address these needs, "best practice" models, such as, the Capability Maturity Model Integration (CMMI) or the Project Management Body of Knowledge (PMBOK), are being developed to assist organizations in improving project management. Although not required, software tools can help implement the project management process in practice. In order to provide comprehensive, low-cost tool support for project management, specifically, for small and medium enterprises (SMEs), in this paper we compare the most popular free/open-source web-based project management tools with respect to their compliance to PMBOK and CMMI for Development (CMMI-DEV). The results of this research can be used by organizations to make decisions on tool adoptions as well as a basis for evolving software tools in alignment with best practices models.

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Klakegg, Ole. "Project Risk Management: Challenge Established Practice." Administrative Sciences 6, no. 4 (December 21, 2016): 21. http://dx.doi.org/10.3390/admsci6040021.

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Aleksic, Aleksandar, Hrvoje Puskaric, Danijela Tadic, and Miladin Stefanovic. "Project management issues: vulnerability management assessment." Kybernetes 46, no. 7 (August 7, 2017): 1171–88. http://dx.doi.org/10.1108/k-08-2016-0218.

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Purpose The purpose of this paper is to investigate the vulnerability of projects implemented in enterprises. The paper focuses on the issue of vulnerability assessment in the planning stages of a project, before its realization. Design/methodology/approach In this paper, the realization of the project has been analyzed through the phases of delivery, and the fuzzy approach has been deployed for mathematical modeling of uncertainties. An appropriate expert and management team has assessed the variables of the project’s vulnerability by using linguistic expressions, as this way of assessment is close to the human way of thinking. The model of project’s vulnerability assessment has been verified on real life data by means of an illustrative example. Findings A very significant part of business operations in enterprises all over the world is realized through the practice of project management. In daily business practice, project activities may be exposed to different risk sources. These risks may be studied from different perspectives, but without reevaluation, risk sources increase the vulnerability of projects as well as of the whole enterprise. Originality/value The results of the analysis of the obtained data gives good direction to future research in the scope of vulnerability management in the enterprises oriented to long-term sustainability.

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Frimpong, Yaw. "Project Management Practice in Groundwater Construction Project in Ghana." American Journal of Management Science and Engineering 3, no. 5 (2018): 60. http://dx.doi.org/10.11648/j.ajmse.20180305.14.

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Pitsis, Tyrone S., Shankar Sankaran, Siegfried Gudergan, and Stewart R. Clegg. "Governing projects under complexity: theory and practice in project management." International Journal of Project Management 32, no. 8 (November 2014): 1285–90. http://dx.doi.org/10.1016/j.ijproman.2014.09.001.

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Bērziša, Solvita. "Project Management Knowledge Retrieval: Project Classification." Environment. Technology. Resources. Proceedings of the International Scientific and Practical Conference 2 (August 5, 2015): 33. http://dx.doi.org/10.17770/etr2011vol2.968.

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Project management knowledge contains a wide range of information that can be accumulated from theory and practice. This knowledge is not always readily available to project manager and that can leave a significant impact on project management efficiency and success. Therefore, this knowledge is necessary to store in the project management knowledge repository and then to retrieve it when necessary. To find this knowledge it is necessary to define attributes for searching relevant projects and knowledge associated with these projects. The objective of this paper is to develop a set of project classification attributes that can be used to describe project characteristics and use them in similarity definition. The project classification attributes are defined as a part of the architecture of project management knowledge retrieval. They are identified by analyzing several project management methodologies and are validated by classifying twenty two empirical information technology projects.

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Song, Yan. "Systemic project management." Journal of Project, Program & Portfolio Management 2, no. 2 (January 20, 2012): 78. http://dx.doi.org/10.5130/pppm.v2i2.2453.

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Traditional project management theories and best practices focus primarily on managing the triangular constraints of time, budget and scope (framed in terms of concrete outputs). It has proven valuable and successful in helping organisations to recognise, plan and execute changes to ongoing operations in a disciplined and repeatable manner. However, as the global economy and society continue to become more knowledge based and integrated, this simple industrial model has become increasingly inadequate and, if narrowly focused and pursued, harmful. As for all branches of human knowledge, the problem did not result from knowledge itself but from a misalignment between the complexity of the phenomena and their conceptual representation or knowledge. There have been numerous attempts to extend the industrial model to include additional dimensions of project complexity (Cicmil, et al. 2009). The vast majority of such efforts still suffer from the same root cause of the original model: the mechanical conception of project management as dealing with objective facts (e.g. schedule and budget) on one hand and subjective constituencies (e.g. sponsors and users) on the other. There is a lot of literature on both aspects, but very little integrating the two into a coherent whole. In the author's experience, this lack of integration between the objective and subjective aspects of project management has become the single most critical risk of project success and the greatest advancement opportunity in the profession. The author has spent more than a decade in managing and learning from large-scale projects in organisationally and culturally complex business environments. To cope with the vast complexities of real-life projects, he has had to 'borrow' knowledge and practices from many other fields to supplement traditional project management methods. Two such 'external' disciplines - systems thinking and leadership development - have proven particularly valuable. This case study describes a practitioner's perspective and technique for understanding and extending traditional project management to greater complexities that are typically encountered in an organisational setting. In this conception of and approach to project management, the practitioner (Self), the social environment (Organisation) and the professional responsibilities (Work) are treated as one integrated system. The dynamics of these relationships are shown to be the primary drivers of the health and success of the individual components, in contrast to the mechanical theories and practices of traditional project management. This new approach and associated set of methods is called 'systemic project management'. The case study is organised in the approximate chronological order in which the author developed, tested and expanded this new approach to project management, continuously learning and refining the methods through iterative integration of theory and practice. Part I summarises the core principles of systems thinking and leadership development as applied to project management; Part II lays out a step-by-step practice guide to aid project management professionals in defining, planning and executing a real-life project systemically; and Part III provides an example of how this method can be scaled up in a typical business organisation setting. Due to the length of this case study, only Part III is included in the current issue. Part I and II have already been published in the previous issue of this journal.

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Sundararajan, Srikrishnan, Bhasi M, and Pramod K.V. "A Case Study on Risk Management Practice in Outsourced Software Migration Projects." INTERNATIONAL JOURNAL OF COMPUTERS & TECHNOLOGY 11, no. 5 (October 30, 2013): 2601–17. http://dx.doi.org/10.24297/ijct.v11i5.1151.

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While there are many studies conducted on software risk during the last two decades, very few have been published on software risk management practice in IT industry. In this paper we explore industry practice in the management of software development risks in outsourced software migration projects. We take the vendor perspective, post contract finalization. We conducted an online survey of 145 software projects executed by global IT vendors with process maturity of CMM Level 5. Based on this we built a statistical model relating software risk management factors with project outcome. An embedded case study of a large software migration project executed for a fortune 500 company was undertaken to check whether the model agrees with actual industry practice. The best practices and experiences from the project are also shared.

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Fossum, Knut R., Jean C. Binder, Tage K. Madsen, Wenche Aarseth, and Bjorn Andersen. "Success factors in global project management." International Journal of Managing Projects in Business 13, no. 1 (June 5, 2019): 128–52. http://dx.doi.org/10.1108/ijmpb-09-2018-0182.

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Purpose The purpose of this paper is to identify and complete the existing lack of quantitative data at the crossroads between organizational support (OS) practices and project management success in global projects (GPs) and discuss implication of the results in perspective of the theory–practice gap. Design/methodology/approach Building on classical organizational theory and GP knowledge areas, a survey addressing GP practitioners was designed. This paper focuses on OS practices as success factors and addresses a subset of the survey (1,170 respondents across 74 countries). Findings OS practices included in the study were found to have high importance for managerial success. OS practices for selection and training of team members show significant correlation with project efficiency but have low adaptation in many organizations. Statistically significant correlations were found to be weaker than expected, indicating that the relation between OS practices (as success factors) and project efficiency (as success criteria) is more complex than expected. Research limitations/implications The work constitutes opinion-based research and is vulnerable to variations in OS practices and the definition of success in different organizations and industries. The granularity level of the theoretical framework brought about relative high-level survey questions and may impact the applicability of the results. Practical implications To improve the efficiency of GPs, better implementation of OS practices for selection processes and training personnel has been suggested. Originality/value The theoretical alignment of classical organizational variables with GP knowledge areas and associated practices provides an original approach to the “theory–practice gap” discourse.

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Allan Burström, Thommie, Mattias Jacobsson, and Timothy L. Wilson. "Integrating service practice into project management: a matter of “do or die”?" International Journal of Managing Projects in Business 7, no. 1 (December 20, 2013): 5–22. http://dx.doi.org/10.1108/ijmpb-12-2011-0078.

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Purpose – The purpose of this paper is to describe and analyze service management practices within a project management context. Design/methodology/approach – This research supporting conceptual developments was both exploratory and qualitative in nature and utilized an in-depth case study of a major product development project. Findings – The conceptual framework developed is applied to empirical observations of product development project. Because there is an adequate fit with observations, elements of a service management approach appear to be viable in the description, managing, and control of projects. Research limitations/implications – Because the research was built on a case study, one has the limitations common with that approach. Conversely, case studies are acknowledged as useful in the identification of important variables in situations in which there is little control over events in a real-world context. Practical implications – Customer satisfaction is a requirement of project organizations, which is an inherent requisite of any service organization. Consequently, one turns to those elements in the practice of service management that lead to best management practices. Originality/value – This paper contributes with a practice-based understanding of how project management is based on integrated service practice.

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Turginbayeva, Ardak N., and Guldana E. Zhakupbekova. "Development of project management practice in hotels of Kazakhstan." RUDN Journal of Economics 29, no. 1 (December 15, 2021): 173–82. http://dx.doi.org/10.22363/2313-2329-2021-29-1-173-182.

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Project management is not only a tool for achieving business goals, but also a mechanism for strategic development of the company. This is due to the fact, that the achievement of strategic goals in any area is directly related to the effective implementation of individual projects. In the framework of the study, the development of project management practices in the hotel business is evaluated using the project management maturity model. It is revealed that the use of project management practices in Kazakhstan hotels lags behind hotels of international chains.

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Tereso, Anabela, Pedro Ribeiro, Gabriela Fernandes, Isabel Loureiro, and Mafalda Ferreira. "Project Management Practices in Private Organizations." Project Management Journal 50, no. 1 (November 29, 2018): 6–22. http://dx.doi.org/10.1177/8756972818810966.

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This article aims to make a contribution to theory, as well as to practice, by identifying which project management practices are used by most private organizations in general and by sector of activity. The influence of practitioners’ characteristics in the choice of project management practices and their use in groups are also analyzed. The results show that the most used project management practices are kick-off meetings, activity lists, progress meetings, Gantt charts, and baseline plans; however, differences between activity sectors and practitioners’ characteristics were found. The results also indicate that the most used project management practices are, in fact, used as toolsets.

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Usher, Gregory, and Stephen Jonathan Whitty. "The final state convergence model." International Journal of Managing Projects in Business 10, no. 4 (September 5, 2017): 770–95. http://dx.doi.org/10.1108/ijmpb-11-2016-0090.

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Purpose The purpose of this paper is to expand project management theory about practice and theory for practice through a new conceptual model developed from the transformational production management, strategic management and complexity bodies of theory. Design/methodology/approach This research uses a grounded theory methodology. A preliminary model is developed and tested against two case studies. The model is revised and tested using a purposively selected focus group before being presented in this paper. Findings The research indicates that the “final state convergence model” which has been synthesized from the transformational production management, strategic management and complexity theories. The model illuminates the complexities that can exist within the practice of project management. Research limitations/implications The final state convergence model provides a novel approach to synthesizing new bodies of theory into traditional project management theory. Practical implications The model challenges practitioners to think beyond their current conceptual base of traditional project management methodologies, systems, and processes toward a broader conceptualization of project management. Originality/value The research adds to the theory about practice and theory for practice through the development of a new model which not only illuminates the complexities of project management but enriches and extends the understanding of the actual reality of projects and project management practices.

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T, Kalidasan. "Project management – a modern management practice in it industry." Journal of Management and Science 6, no. 3 (December 31, 2016): 226–30. http://dx.doi.org/10.26524/jms.2016.20.

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Information Technology (IT) plays an imperative role in almost every aspect of our lives. The world today has become one global village due to the widespread use of Information Technology. The government and business have become so reliant on IT that it is hard to imagine how they would function without it. It has become an ever-increasing resource with which organizations have created and sustained their competitive advantages. The IT sector basically consists of software and services, Information Technology Enabled Services (ITES) and the hardware segments which is called as projects. All these three have jointly contributed expansively towards the development and growth of all the countries in the world. Out of these, the software projects and services industry itself is a trillion dollar industry contributing tremendously towards the growth of the world economy. It has not only helped in generating large scale employment in number of countries but has also helped a number of developing nations to take a step forward towards developed nations.

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Hilali, Raqiya Ahmed Al, and Smiju Sudevan. "Software Project Risk Management Practice in Oman." International Journal of Electrical, Electronics and Computers 5, no. 6 (2020): 32–47. http://dx.doi.org/10.22161/eec.563.

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Teklemariam, Mihret Abeselom, and Ernest Mnkandla. "Software Project Risk Management Practice in Ethiopia." Electronic Journal of Information Systems in Developing Countries 79, no. 1 (March 2017): 1–14. http://dx.doi.org/10.1002/j.1681-4835.2017.tb00583.x.

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Frame, J. Davidson. "Book Review: Project Management Theory and Practice." Project Management Journal 41, no. 5 (December 2010): 87. http://dx.doi.org/10.1002/pmj.20217.

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Petrinska - Labudovikj, Rozita. "PROJECT PORTFOLIO MANAGEMENT IN THEORY AND PRACTICE." MEST Journal 2, no. 2 (July 15, 2014): 192–203. http://dx.doi.org/10.12709/mest.02.02.02.20.

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Sense, Andrew J., and Richard J. Badham. "Cultivating situated learning within project management practice." International Journal of Managing Projects in Business 1, no. 3 (June 20, 2008): 432–38. http://dx.doi.org/10.1108/17538370810883864.

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Chang, C. K., and M. Christensen. "A net practice for software project management." IEEE Software 16, no. 6 (1999): 80–89. http://dx.doi.org/10.1109/52.805479.

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Hällgren, Markus. "Mechanisms of deviations: observations of projects in practice." International Journal of Managing Projects in Business 2, no. 4 (September 11, 2009): 611–25. http://dx.doi.org/10.1108/17538370910991188.

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PurposeThe purpose of this paper is to describe and summarize a PhD thesis that contributes to the understanding of how unexpected events (deviations) are handled. It explores the reality of project manager's attempts to address loosely coupled components of tightly coupled projects from a projects‐as‐practice approach.Design/methodology/approachResearch reported here is based upon a qualitative data gathering approach adopting an ethnographic research approach, gathering data from 12 weeks of participant observations, 59 interviews and studying supporting documentation with the offices under study. This approach is warranted by the projects‐as‐practice approach which puts emphasis on the situated actions.FindingsRather than reducing uncertainty, project management action through coping with deviations to expectations provides mechanisms that thrive on the uncertainty of the situation. Project managers can cope with unexpected deviations to plan in a logical and rigorous way that is currently poorly recognized as an official project management “skill”.Practical implicationsMore space for action is created to solve the specific deviation by enhancing the seriousness of the deviation. The longer the project manager is able to emphasize the structures of a deviation, the more time the project manager has to find a suitable solution.Originality/valueThere are two main areas of conclusion that are given attention. First, uncertainty is inherent in projects which can be used when dealing with deviations in projects because while all deviations do not have great consequences, they follow the same basic pattern when managed. Project management in this sense becomes the management of deviations. Second, in terms of the theory of loosely coupled systems, a practice‐based analysis has been largely missing in the project management literature. The study reported upon investigates and explains this inner life of loose coupling mechanisms.

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Besner, Claude, and Brian Hobbs. "Contextualized Project Management Practice: A Cluster Analysis of Practices and Best Practices." Project Management Journal 44, no. 1 (February 2013): 17–34. http://dx.doi.org/10.1002/pmj.21291.

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NJUE, Nicasio. "INFLUENCE OF RISK MANAGEMENT PRACTICE ON PERFORMANCE OF MICRO SMALL ENTREPRENEURIAL PROJECTS IN NAIROBI CITY COUNTY, KENYA." Advances in Social Sciences Research Journal 8, no. 1 (February 2, 2021): 393–402. http://dx.doi.org/10.14738/assrj.81.9414.

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This study aimed at assessing the influence of risk management practice on the performance of Micro Small Entrepreneurial Projects in Nairobi County Kenya. Pragmatic paradigm guided the study. Correlational survey and cross-sectional survey designs were used. Target population was 350 consisting of 327 entrepreneurs and 23 project managers. Using Krejcie and Morgan table of sample determination, a sample of 186 was reached. Proportionate stratified random sampling was used to select 174 entrepreneurs and 12 project managers. Structured questionnaires and key informant interview guide were use in data collection. The split-half method was used to test the internal stability of the questionnaire and the resultant 0.730 (scale reliability) was tested using Cronbach's Coefficient Alpha method at the widely-accepted social science cut-off of at least α =0.70. Both descriptive and inferential statistics were used in the data analysis. Hypothesis was tested using F-test at 95% confidence interval. At 5% level of significance, the correlation coefficient between risk management practice and performance of Micro Small Entrepreneurial Projects was r=0.014 for p=0.047<0.05, R square=0.00. This implied that there is no significant relationship between risk management practice and performance of Micro Small Entrepreneurial Project and that risk management practice was a poor predictor of the performance of Micro Small Entrepreneurial Projects. Nonetheless, there is need to integrate risk management practice into the other practices of project management so as to safeguard performance of Micro Small Entrepreneurial Projects

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Grindel, Cecelia Gatson, Karen Peterson, Mary Kinneman, and Tracy L. Turner. "The Practice Environment Project." Journal of Nursing Administration 26, no. 5 (May 1996): 43–51. http://dx.doi.org/10.1097/00005110-199605000-00009.

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Rigassi, Juliana, and Carlos Roberto Campos. "Project management office in central banks: relationship between the practice of projects and economic stability." Revista IPecege 4, no. 3 (September 23, 2018): 49–64. http://dx.doi.org/10.22167/r.ipecege.2018.3.49.

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Projects are frequently used as a means to directly or indirectly achieving the goals of an organization’s strategic plan, and the Project Management Office [PMO] is responsible for standardizing the governance processes to achieve those objectives. When it comes to independent federal agencies, such as Central Banks, their strategic objectives have a relevant impact on economic stability and, consequently, on the lives of millions of people. In this study, the best practices of the PMOs of four Central Banks were examined. The question in the study addressed the manner in which the practice of projects can be used as a tool for achieving economic stability. Qualitative methods were used to examine the question by means of a structured questionnaire applied to project professionals of these institutions, and analysis of data available in case studies was also conducted. It was noted that Central Banks increasingly seek to improve the practices of their Project Management Offices, becoming a center of reference for best practices in PMOs obtaining relevant recognition, either for the maturity of their projects, receiving the title of best PMOs in the country, or even being nominated for PMO of the year on a global level (Project Management Award), the highest award in the project management category.

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Bialaszewski, Dennis. "Best-Practice of Reducing Risk through a Culture of Total Quality Management." International Journal of Risk and Contingency Management 3, no. 3 (July 2014): 55–63. http://dx.doi.org/10.4018/ijrcm.2014070104.

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There have been many projects that have not met expectations or have completely failed. Yet, these projects that have not reached a desired outcome may have undergone extensive planning. However, the planning for these failed projects may have omitted some critical concepts. These projects may have employed technical tools such as Gant Charts or current project management software while neglecting the use of appropriate project management tools or neglected incorporating Total Quality Management (TQM) concepts. The purpose of this paper is to demonstrate, through practitioner reflection with an example, how the risk of failure may be reduced through the employment of TQM principles. The 14 points for TQM are reviewed and related to the project management processes.

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Shelley, Arthur W. "Project management and leadership education facilitated as projects." International Journal of Managing Projects in Business 8, no. 3 (June 1, 2015): 478–90. http://dx.doi.org/10.1108/ijmpb-09-2014-0059.

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Purpose – The purpose of this paper is to share the experiences and reflections of delivering postgraduate project management (PM) education by structuring the courses as projects with milestones and incorporating the “language of projects” into the course lexicon. Design/methodology/approach – An action research approach was taken to use learner reflections to assess the effectiveness of interactive learning environment and project management language to stimulate richer learning experiences. Findings – Participating students apply the principles of learning to their own practice as they learn to incorporate theories and reflect on their impact for their projects, within their own contexts. They report this to be an effective approach as it reinforces their learning and highlights practical outcomes. Success of this approach is attributed to integrating principles from a wide range of interdependent disciplines including action learning, leadership, project management, reflective practice, sense-making, stakeholder engagement, problem-based learning and knowledge management. Reflecting on the impacts of soft skills in their own projects enhances learning outcomes and develops their professional capabilities. Research limitations/implications – The new teaching approach and extended model have evolved through adaptations over three successive semesters with moderate student numbers. Feedback has been through subjective self-assessment by participating students. Further evaluation will build a more robust assessment of the effectiveness of the approach and model. Practical implications – Structuring postgraduate project management education as a project can be adopted by other educators to enhance the learning outcomes. Social implications – Enhanced project management capabilities will reduce failure and costs. Originality/value – A new approach to learning is proposed and a new model, “Iron Triangle Plus” is presented, that together enhance learning for project leadership education and applied as a more effective way to lead projects.

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Reed, April H., and Mark Angolia. "Risk Management Usage and Impact on Information Systems Project Success." International Journal of Information Technology Project Management 9, no. 2 (April 2018): 1–19. http://dx.doi.org/10.4018/ijitpm.2018040101.

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This article explores the usage of risk management practices on virtual Information Systems projects to address the growing industry practice of geographically separated teams. A survey of 557 virtual-project managers assessed usage of risk management practices and association with successful outcomes. The Theory of Reasoned Action is used to model attitudes and behavior. Correlation analysis indicated a strong relationship between risk management and successful outcomes, irrespective of success measured by budget, functionality, or schedule. Findings indicated that while the highest levels of risk management usage were characteristic of project success for virtual projects, many well-trained project managers are short-cutting use of all three core practices. While risk assessment and risk control are typically performed, only 52% of participants completed the final step of developing a risk management plan. This may not only lead to sub-optimal project outcomes, but also renders the first two actions an inefficient use of resources.

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Xie, Hai. "Differences of the Project Management and Program Management." Advanced Materials Research 1030-1032 (September 2014): 2547–50. http://dx.doi.org/10.4028/www.scientific.net/amr.1030-1032.2547.

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Program management is the process of managing several related projects, often with the intention of improving an organization's performance. In practice and in its aims it is often closely related to systems engineering and industrial engineering. The Program Manager has oversight of the purpose and status of all projects in a Program and can use this oversight to support project-level activity to ensure the overall program goals are likely to be met, possibly by providing a decision-making capacity that cannot be achieved at project level or by providing the Project Manager with a program perspective when required, or as a sounding board for ideas and approaches to solving project issues that have program impacts. Typically in a program there is a need to identify and manage cross-project dependencies and often the PMO (Program or Project Management Office) may not have sufficient insight of the risk, issues, requirements, design or solution to be able to usefully manage these. The Program manager may be well placed to provide this insight by actively seeking out such information from the Project Managers although in large and/or complex projects, a specific role may be required. However this insight arises, the Program Manager needs this in order to be comfortable that the overall program goals are achievable.

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Firmenich, Jennifer. "Customisable framework for project risk management." Construction Innovation 17, no. 1 (January 3, 2017): 68–89. http://dx.doi.org/10.1108/ci-04-2015-0022.

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Purpose The purpose of this paper is to emphasise on the need for efficient and effective project risk management practices and to support project managers in increasing the cost certainty of projects by proposing a new framework for project risk management. Design/methodology/approach The author adopts a “constructivist” methodology, drawing on practices common in construction management sciences and new institutional economics. Findings The author presents a holistic and customisable project risk management framework that is grounded in both practice and academia. The framework is holistic because, amongst others, all steps of the typical risk management process are addressed. The framework is customisable, because it allows for alternative ways of implementing the project risk management steps depending on the project-specific circumstances. Research limitations/implications The framework does not address the potential unwillingness of the project players to set up a project risk management process, at all. The proposed framework has not yet been tested empirically. Future research will seek to validate the framework. Originality/value The framework is designed to account for the difficult circumstances of a complex construction project. It is intended to support decision makers in customising a practical yet comprehensive project risk management concept to the characteristics of the unique project. Although many other project risk management concepts are designed based on the assumption that actors are perfectly rational and informed, this framework’s design is based on the opposite assumption. The framework is dynamic and should adapt over time.

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Stagnaro, Chet, and Chris Piotrowski. "Shared Leadership In IT Project Management: A Practice Survey." International Journal of Management & Information Systems (IJMIS) 17, no. 4 (September 29, 2013): 223. http://dx.doi.org/10.19030/ijmis.v17i4.8098.

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In the management field today, shared leadership (SL) is considered a form of distributed leadership, conceptualized largely as working or functioning within a team framework. Yet, there seems to be sparse research on the application of shared leadership principles in the IT field, particularly project management practices. To address this void in the literature, the current study was designed to determine the actual usage and assess the views of managerial-level practitioners toward SL. To that end, a 12-item Likert-type instrument was developed that reflected attitudes, intent, and actual usage. An E-mail response form was forwarded to a target sample of 250 IT project managers in the U.S. Of these, 102 responded with completed survey data. The independent variables in this study were gender, years in IT practice, and industry certification. These project managers expressed overwhelmingly positive attitudes and confirmed wide usage of SL in work-based projects. No significant differences, based on gender, years of experience, and certification were noted. Overall, these findings support the efficacy of the SL model and team-based leadership styles.

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Pasian, Beverly. "Editorial." Project Management Research and Practice 3 (November 14, 2016): 5198. http://dx.doi.org/10.5130/pmrp.v3i0.5198.

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Conversations about projects and project management are changing. Project Management researchers and practitioners are no longer only focused on the processes and practices, but increasingly looking for ‘some truths’ of project management (Morris, 2016) – truth that can be as likely found when considering values as much as knowledge. And what is considered to be so valuable that a new journal is needed to reveal those truths? Quite simply…a better world where humanity’s problems are alleviated through shared and publicly available innovative projects, and socially responsible project management research and practice. And what is PMRP’s role in this quest? To provide a forum where informed dialogue can occur with project management researchers, practitioners and other stakeholders.

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Copertari, Luis. "Visualising project management dimensions." Journal of Project, Program & Portfolio Management 3, no. 1 (September 23, 2012): 1. http://dx.doi.org/10.5130/pppm.v3i1.2321.

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It is easier to decide upon which projects to include in a portfolio if a comprehensive human–computer interface is provided. Two alternative displays were designed according to best practice from the literature and tested according to a simple mathematical optimisation model and the average error from testing subjects and the “optimal” solution to decide which one performs better.

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Blomquist, Tomas, Markus Hällgren, Andreas Nilsson, and Anders Söderholm. "Project-as-Practice: In Search of Project Management Research that Matters." Project Management Journal 41, no. 1 (March 2010): 5–16. http://dx.doi.org/10.1002/pmj.20141.

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Säisä, Marika Eve Katariina, Katariina Tiura, and Rita Matikainen. "Agile Project Management in University-Industry Collaboration Projects." International Journal of Information Technology Project Management 10, no. 2 (April 2019): 8–15. http://dx.doi.org/10.4018/ijitpm.2019040102.

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Both disciplinary and interdisciplinary knowledge is needed in order for a student to succeed as a professional after graduation. Interdisciplinary knowledge, such as project management skills are important in working life regardless the competence area. In order for a student to gain competences relevant for working life, both traditional and agile project management frameworks should be a part of their studies – in theory and in practice. In this article, a case study is presented on the integration of an agile project management framework into university-industry collaboration projects. First, the methodologies used in theFIRMA are introduced. Thereafter, the activities and the roles of theFIRMA are described and an externally funded R&D project is presented. Finally, the experiences of past and current activities are discussed, and future development thoughts are presented.

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Elbanna, Amany. "Rethinking IS project boundaries in practice: A multiple-projects perspective." Journal of Strategic Information Systems 19, no. 1 (March 2010): 39–51. http://dx.doi.org/10.1016/j.jsis.2010.02.005.

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Pataki, Béla, Zoltán Sebestyén, and Katalin Pádár. "Examining Corresponding Project Management and Change Management Roles in Practice." International Journal of Business and Globalisation 22, no. 1 (2019): 1. http://dx.doi.org/10.1504/ijbg.2019.10009409.

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Journal articles on the topic 'Project management practice'

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