Journal articles: 'Project management support'

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Sauer, Stefan. "PROJECT MANAGEMENT BETWEEN PROJECT LEADERSHIP AND PROJECT SUPPORT." Journal of International Management Studies 18, no. 3 (2018): 53–62. http://dx.doi.org/10.18374/jims-18-3.5.

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Aleksieienko, Inna, Svitlana Leliuk, and Olga Poltinina. "Information and communication support of project management processes and enterprise value." Development Management 18, no. 3 (2020): 1–13. http://dx.doi.org/10.21511/dm.18(3).2020.01.

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The primary task for Ukrainian business at the present stage of it development is the development and implementation of effective mechanisms to improve the welfare of owners, which can be achieved through the management of investment projects. The realization of the outlined tasks depends on the investments that owners and investors are ready to invest in the development of business entities. The urgency of the issue of information and communication support of project management processes and the value of the enterprise is amplified in the context of the spread of information technology in all areas of enterprise activity. The place of information and communication support in the process of managing the value of the enterprise and projects is specified. Modeling of the business process of enterprise value management is carried out. The tools for improving the efficiency of enterprise project management taking into account project constraints are systematized. The expediency of using information and communication support of project and project management processes for the development and implementation of enterprise cost management strategy is proved. The study results allow combining the approaches to enterprise value and project management based on the use of modern information and communication software, which satisfies the requirements of modern times and modern market economy, oriented towards implementing the innovative instruments of business entities’ financial management.

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Sabden, Orazaly, Assel Kozhakhmetova, Aknur Zhidebekkyzy, and Sharbanu Turdalina. "The impact of organizational support on project efficiency: evidence from Kazakhstan." Problems and Perspectives in Management 18, no. 4 (2020): 203–12. http://dx.doi.org/10.21511/ppm.18(4).2020.18.

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Project managers from different areas struggle to find universal set of factors to achieve high project efficiency. However, the project efficiency assessment varies across industries, making it difficult to apply general concepts and guidelines in the specific project environment. The study’s main purpose is to assess the impact of organizational support on project efficiency in different areas and identify critical processes that increase it. The paper presents quantitative research results by using data from 261 project managers in the Republic of Kazakhstan during 2018–2019. The research sample consists of commercialization projects, scientific projects, social projects, and projects from the service industry. The research findings show the different quality levels of top management support and its high correlation with project efficiency. Furthermore, the study reveals the specific processes for each investigated type of project that highly correlate with project efficiency dimensions. Commercialization projects that intensively use the organizational support processes were the most efficient projects by showing the best result in cost overrun (15%) and the second resulted in schedule overrun (17%). These findings have theoretical and practical implications, supporting project managers in increasing their project efficiency by choosing the critical, proper project management tools and techniques.

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Kostalova, Jana, Libena Tetrevova, and Jan Svedik. "Support of Project Management Methods by Project Management Information System." Procedia - Social and Behavioral Sciences 210 (December 2015): 96–104. http://dx.doi.org/10.1016/j.sbspro.2015.11.333.

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Chukhraiy, N., and I. Novakivsky. "Consulting support of the project management development in conditions of society informatization." Economics, Entrepreneuship, Management 2, no. 1 (2015): 59–66. http://dx.doi.org/10.23939/eem2015.01.059.

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Dong, Jing Rong, and Yu Ke Chen. "Decision Support with Support Vector Machinesin R & D Project Termination Decision." Advanced Materials Research 403-408 (November 2011): 4098–102. http://dx.doi.org/10.4028/www.scientific.net/amr.403-408.4098.

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Research and development (R&D) project termination decision is an important and challenging task for organizations with R&D project management .Current research on R&D project management mainly focuses on project selection decisions. Very little research has been done on the termination decision of R&D projects .In this paper a support vector machines classifer for assisting managers in deciding whether to abandon an ongoing R&D project at various stages of R&D is presented. It has also shown by the modeling and pattern recognizing results in terms of termination decisions of fifty R&D projects that the method possesses reinforcement learning properties and universalized capabilities. With respect to modeling and termination decision of R&D project, which has the fact that the evaluation criteria are hardly ever determined by conventional approaches such as statistical analysis, the method is available.

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Levitt, Raymond E., and John C. Kunz. "Using artificial intelligence techniques to support project management." Artificial Intelligence for Engineering Design, Analysis and Manufacturing 1, no. 1 (1987): 3–24. http://dx.doi.org/10.1017/s0890060400000111.

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AbstractThis paper develops a philosophy for the use of Artificial Intelligence (AI) techniques as aids in engineering project management.First, we propose that traditional domain-independent, ‘means–and’ planners, may be valuable aids for planning detailed subtasks on projects, but that domain-specific planning tools are needed for work package or executive level project planning. Next, we propose that hybrid computer systems, using knowledge processing techniques in conjunction with procedural techniques such as decision analysis and network-based scheduling, can provide valuable new kinds of decision support for project objective-setting and project control, respectively. Finally we suggest that knowledge-based interactive graphics, developed for providing graphical explanations and user control in advanced knowledge processing environments, can provide powerful new kinds of decision support for project management.The first claim is supported by a review and analysis of previous work in the area of automated AI planning techniques. Our experience with PLATFORM I, II and III, a series of prototype AI-leveraged project management systems built using the IntelliCorp Knowledge Engineering Environment (KEE™), provides the justification for the latter two claims.

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Ali, Mudassar, Li Zhang, Zhenduo Zhang, et al. "Can Leaders’ Humility Enhance Project Management Effectiveness? Interactive Effect of Top Management Support." Sustainability 13, no. 17 (2021): 9526. http://dx.doi.org/10.3390/su13179526.

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This paper aims to explore the effect of humble leadership on project management effectiveness by integrating the mediating role of employee creativity. Top management support moderates the direct (humble leadership and project management effectiveness) and indirect relationships through employee creativity. Time-lagged data were obtained from 332 persons working in a matrix organization on sustainable information technology projects. The results show that humble leadership enhances project management effectiveness by mediating and moderating processes. This study provides a solution to an underlying research question that has gone unanswered in prior studies. What are the strategies proposed for humble leadership in fostering the effectiveness of project management?

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Widforss, Gunnar, and Malin Rosqvist. "The Project Office as Project Management Support in Complex Environments." Procedia Computer Science 64 (2015): 764–70. http://dx.doi.org/10.1016/j.procs.2015.08.626.

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Pascu, Radu Vasile, Radu Adrian Ciora, Lucian Lobonţ, and Carmen Mihaela Simion. "Developing A Decision Support System For Project Management In Universities." Balkan Region Conference on Engineering and Business Education 1, no. 1 (2014): 469–72. http://dx.doi.org/10.2478/cplbu-2014-0078.

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AbstractDecision making is a complex and continuous process of correlation and harmonization of the project objectives with the organizational goals and all kinds of the resources available for projects carried out in universities (regardless of their source of funding). At an academic institution that can run simultaneously a large number of projects, using a Decision Support System (DSS) contributes to increase both transparency of decision and reaction rate of the decision makers. This paper presents a very useful DSS: POMADESUS – PrOject MAnagement DEcision SUport System. This DSS can be used to increase the efficiency of the Projects Implementation Unit from the University. POMADESUS is also a useful tool for all personnel involved in the implementation and the management of the projects.

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Masekela, Belinda, and Rita Nienaber. "A Change Management Framework to Support Software Project Management." International Journal of Knowledge Society Research 1, no. 4 (2010): 54–68. http://dx.doi.org/10.4018/jksr.2010100105.

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In today’s global marketplace, organizations are continually faced with the need to change their structures and processes to attain a competitive advantage. Implementation of new technology and information management systems results in inevitable changes in organizational procedures impacting on the people involved. Resistance to change may impact on this process and contribute to failure of this system. Managing change in an effective and efficient manner may negate this impact. This paper compiles a set of guidelines to support change which involves the incorporation of technology in an organization. These guidelines were mapped to a model, the GIC (Guidelines Implementing Change) model comprising all identified factors. These guidelines are utilized to guide the implementation of a new system, while simultaneously evaluating the success of these set guidelines. This research is cross disciplinary, affecting the areas of organizational behaviour, software project management, and human factors.

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Rahikkala, Jurka, Ville Leppänen, Jukka Ruohonen, and Johannes Holvitie. "Top management support in software cost estimation." International Journal of Managing Projects in Business 8, no. 3 (2015): 513–32. http://dx.doi.org/10.1108/ijmpb-11-2014-0076.

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Purpose – A cost estimate is considered to have a high impact on software project success. Because of this, different methodologies for creating an accurate estimate have been studied over decades. Many methodologies produce accurate results, when used properly. However, software projects still suffer from inaccurate estimates. The disparity may result from organisational hindrances. This paper focuses on top management support (TMS) for software cost estimation (SCE). The purpose of this paper is to identify current practices and attitudes of top management involvement in SCE, and to analyse the relationship between these two and project success. Design/methodology/approach – A list of 16 TMS practices for SCE has been developed. A survey was conducted to capture the frequency of use and the experienced importance of support practices. Data has been collected from 114 software professionals in Finland. Correlations between the frequency of use, attitudes and project success were analysed. Findings – Top management invests a significant amount of attention in SCE. The extent of use and experienced importance do not correlate strongly with each other or project success. Research limitations/implications – The results may lack generalisability. Researchers are encouraged to validate the results with further studies. Practical implications – Software professionals invite senior managers to participate in SCE. A list of practices for participating is provided. Originality/value – This paper suggests a list of 16 TMS practices for SCE. The paper also reports on the extent of use and experienced importance of practices, and the correlations between these two and project success.

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Perkins, David, Kam Jugdev, and Gita Mathur. "Characteristics of Project Management Assets and Project Management Process Outcomes." International Journal of Information Technology Project Management 9, no. 1 (2018): 59–77. http://dx.doi.org/10.4018/ijitpm.2018010104.

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The resource-based view of the firm from strategic management literature is applied to examine project management as a source of competitive advantage. In this view, assets contribute to competitive advantage if they add economic value, are rare, are difficult to imitate, and have organizational support. This research examines project management assets and project management process outcomes in a cross-industry study that attempts to replicate findings from a prior study, using the same survey tool with a larger sample. Exploratory factor analysis extracted four factors that comprised characteristics of project management assets that are valuable, rare, and inimitable, three factors that comprised of organizational support for project management assets, and two factors that comprised of project management process outcomes. The extracted factors mostly replicated the findings from the prior study; differences emerged in the factors that comprised of project management assets.

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Shea, Andy, Dina Berkeley, Robert de Hoog, and Patrick Humphreys. "Software Development Project Management: Process and Support." Journal of the Operational Research Society 44, no. 2 (1993): 203. http://dx.doi.org/10.2307/2584374.

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Bulger, Dan, and Harold Hunt. "The forest management decision support system project." Forestry Chronicle 67, no. 6 (1991): 622–28. http://dx.doi.org/10.5558/tfc67622-6.

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The focus of a decision support system is much different from Management Information Systems (MIS) and data-based "decision support systems". Decision support systems, as defined by the authors, focus on decisions and decision makers, and on information. Technology is treated as a tool and data as the raw material. In many traditional systems the focus is on the technology, and the data is the "information", while decision makers are, to some extent, externalized.The purpose of the Forest Management Decision Support System (FMDSS) project is to develop a set of software tools for creating forest management decision support systems. This set of tools will be used to implement a prototype forest management decision support system for the Plonski forest, near Kirkland Lake, Ontario.There are three critical ingredients in building the FMDSS, these are: (1) knowledge of the decision making process, (2) knowledge of the forest, and (3) the functionality of underlying support technology. The growing maturity of the underlying technology provides a tremendous opportunity to develop decision support tools. However, a significant obstacle to building FMDSS has been the diffuse nature of knowledge about forest management decision making processes, and about the forest ecosystem itself. Often this knowledge is spread widely among foresters, technicians, policy makers, and scientists, or is in a form that is not easily amenable to the decision support process. This has created a heavy burden on the project team to gather and collate the knowledge so that it could be incorporated into the function and design of the system. It will be difficult to gauge the success of this exercise until users obtain the software and begin to experiment with its use.

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Shea, Andy. "Software Development Project Management: Process and Support." Journal of the Operational Research Society 44, no. 2 (1993): 203–4. http://dx.doi.org/10.1057/jors.1993.38.

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Hombach, R. H. "Software Development Project Management: Process and Support." European Journal of Information Systems 1, no. 3 (1991): 219–20. http://dx.doi.org/10.1057/ejis.1991.41.

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Donzelli, P. "Decision support system for software project management." IEEE Software 23, no. 4 (2006): 67–75. http://dx.doi.org/10.1109/ms.2006.90.

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Jüngen, F. J., and W. Kowalczyk. "An intelligent interactive project management support system." European Journal of Operational Research 84, no. 1 (1995): 60–81. http://dx.doi.org/10.1016/0377-2217(94)00318-7.

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Russell, Alan, and Nicola Chevallier. "Representing a project's physical view in support of project management functions." Canadian Journal of Civil Engineering 25, no. 4 (1998): 705–17. http://dx.doi.org/10.1139/l97-122.

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In performing project management functions such as scheduling and project control, construction professionals base much of their reasoning on the physical characteristics and context of the work. And yet this project view is missing in virtually all management systems commonly used in construction, which focus almost exclusively on the process or activity view of a project. It is believed that the facility to provide the physical view of a project is both central and a priority to the development of computer-integrated project management systems in order to successfully imitate and support the thought processes of construction personnel. This paper describes several of the design considerations and features of a parametric modelling module capable of providing such a view. Two of a broad range of applications supported by this module, automatic draft plan and schedule generation and productivity analysis, are briefly described in order to demonstrate the value added by integrating the process and physical views of a projectKey words: computer-integration, physical component breakdown structure, parametric modelling

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Petro, Yacoub, Udechukwu Ojiako, Terry Williams, and Alasdair Marshall. "Organizational ambidexterity: using project portfolio management to support project-level ambidexterity." Production Planning & Control 31, no. 4 (2019): 287–307. http://dx.doi.org/10.1080/09537287.2019.1630683.

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Jitpaiboon, Thawatchai, Sheila M. Smith, and Qiannong Gu. "Critical Success Factors Affecting Project Performance: An Analysis of Tools, Practices, and Managerial Support." Project Management Journal 50, no. 3 (2019): 271–87. http://dx.doi.org/10.1177/8756972819833545.

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This study examines success factors for a team project. The influence of three success factors—(1) project management tools, (2) project management best practices, and (3) managerial support on the performance of individuals, teams, and projects was measured. We surveyed 121 business students with team project experience. Exploratory factor analysis confirms that success factors (project management tools, project management best practices, and managerial support) in a project tend to respond more to individual team members’ performance compared to team performance and project performance. Our findings indicate that project management tools, project management best practices, and support are equally important to success during project implementation. We also find that harmonious relationships among team members lead to extrinsic motivation within project teams and enhance team and project performance. However, most of the time, the system—not the individual—causes a project to fail. Therefore, this study suggests that project managers make a clear plan and agenda by utilizing project management tools.

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TAHRI, Houda. "Designing a Project Management Integrated System." Information Management and Business Review 7, no. 6 (2015): 6–10. http://dx.doi.org/10.22610/imbr.v7i6.1177.

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The assurance of a good project tracking from the analysis of his opportunity until its realization is the basic condition for its success. This tracking requires making available, the project manager or PMO, of a variety of tools that support the managerial activity and optimize the time available to management. The purpose of this study is to define a project management system that integrates twelve management functionalities (planning, project portfolio management, Content Management, collaboration platform, issues management, deliverables management, resource management, Change management, Configuration management, Workflow Management, Electronic document management and Satisfaction surveys). Thus, final system will integrate, in addition to the key features found in existing project management software, five additional functionalities and a specific additional module of portfolio management to support multi-criteria analysis projects and maturity assessment of project management.

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Mesihovic, Samir, Johan Malmqvist, and Peter Pikosz. "Product data management system-based support for engineering project management." Journal of Engineering Design 15, no. 4 (2004): 389–403. http://dx.doi.org/10.1080/09544820410001697190.

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Hietajärvi, Anna-Maija, Kirsi Aaltonen, and Harri Haapasalo. "Opportunity management in large projects: a case study of an infrastructure alliance project." Construction Innovation 17, no. 3 (2017): 340–62. http://dx.doi.org/10.1108/ci-10-2016-0051.

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Purpose This study aims to explore how to identify and manage opportunities successfully in a large multi-organizational infrastructure project. Large projects struggle with exploiting and capturing opportunities because of the lack of practices that support active and continuous opportunity management over the project lifecycle in inter-organizational project networks. Design/methodology/approach This study provides empirical evidence of a successful opportunity management process based on an investigation of an infrastructure alliance project. The adopted research approach is an inductive case study. Findings By analyzing an infrastructure alliance project, this paper identifies key activities of opportunity management and furthermore, discusses the enablers of active and continuous opportunity management. Practical implications This study supports practitioners by providing knowledge about the possibilities and activities that could be deployed during the project lifecycle to improve opportunity management process and about the enablers – factors that facilitate alliance partners’ capabilities to manage opportunities. Originality/value There is limited empirical research on the practices of opportunity management that support continuous, active opportunity management in inter-organizational project contexts, although multidisciplinary project networks have possibilities for taking advantage of opportunities that emerge over the project lifecycle.

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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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Sinha, Akanksha, Kelly C. Strong, Mehmet E. Ozbek, and Jennifer Shane. "A Decision Support Framework for Assessing the Contextual Factors for Complex Highway Projects." Transportation Research Record: Journal of the Transportation Research Board 2672, no. 26 (2018): 77–87. http://dx.doi.org/10.1177/0361198118774162.

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Traditional strategies for highway projects during the 1950s and 1960s focused on three dimensions of project management: cost, schedule, and technical (scope). Recently, with the focus shifting towards reconstruction/rehabilitation projects, project management strategies have shifted to include other project management dimensions. The Second Strategic Highway Research Program (SHRP2) project R-10 examined the best practices for managing complex renewal projects. The primary outcome of the study was a recommendation to utilize a five-dimensional project management planning (5DPM) model that added context and financing as two new dimensions to the traditional dimensions of cost, schedule, and technical. Pilot testing of the 5DPM implementation suggested that the most complicated dimension to assess during the project management planning phase for a complex project is the context dimension. Currently there is no efficient, structured process for evaluating the context dimension on complex projects within the 5DPM framework. Given this, the objective of this study is to develop a decision support framework which can be used by different transportation agencies when assessing contextual factors and assigning complexity rating scores. The framework uses a structured analytical process as opposed to the more subjective scoring used during the 5DPM workshops. As a major part of its methodology, this research uses a multiple-criteria decision-making tool called analytical hierarchy process in developing the framework. The paper presents two implementation examples which demonstrate the feasibility of the developed framework for a rebuild project and an expansion project.

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Morrison, J., and C. Brown. "Project management effectiveness as a construct: A conceptual study." South African Journal of Business Management 35, no. 4 (2004): 73–94. http://dx.doi.org/10.4102/sajbm.v35i4.670.

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Project management has grown from being mainly a tool for large single projects, to being used by organizations for running multiple smaller projects on an ongoing basis. Since this trend has caused scholarly attention to expand from studying the project itself, to focusing on the organization’s project management capability, the absence of a coherent proposition of effective project management becomes evident. This study addresses and conceptually explores this shortcoming by blending success concepts in project management with the theory of organizational effectiveness, to propose a framework of project management effectiveness. The result is a multi-dimensional construct that has substantial support from the project management success literature and that compares well with the open systems thinking of organizational effectiveness. A selected group of project management experts gave strong support to the list of variables established to define the domain of such a construct.

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Wanjira, Kellen, and Dr Christine Ngari. "DETERMINANTS OF SUCCESSFUL PROJECT MANAGEMENT PRACTICES ON PERFORMANCE OF ROADS PROJECTS AT KENYA NATIONAL HIGHWAYS AUTHORITY." Journal of Entrepreneurship and Project Management 3, no. 1 (2018): 1–25. http://dx.doi.org/10.47941/jepm.251.

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Purpose: The study aims at investigating the determinants of successful project management practices on performance of roads projects at Kenya National Highways Authority. This study was limited to four variables, which include project monitoring, management support, Project team, and Project funding.Methodology: The study employed a descriptive research design. The target population included the top project management team of KeNHA, Monitoring Officers of KeNHA, Project Engineers (PEs), financial officers and auditors, Consultants and Contractors in the entire structure of KeNHA totaling to 174. The study employed stratified random sampling technique to acquire a sample size of 87. The study collected both quantitative and qualitative data through the use of a organized survey of questionnaire. Data was presented in the form of frequency distribution tables, graphs and pie charts that facilitates description and explanation of the study findings. Results: The study findings revealed that project monitoring, management support, Project team competency and Project funding influence performance of roads projects at KeNHA. The results of findings indicates that a unit increase in project monitoring, management support Project team competency and Project funding leads to 0.873, 0.581, 0.713 and 0.289 increase in performance of roads projects at KeNHA respectively. The study concluded that Project Funds greatly influence road Project Completion. Recommendations: The study recommends that management should provide the necessary provision to the practical and operating workers in the development of road project operations for real and practical success of objectives. Highly qualified and experienced management support with a relevant experience and technical skills should be hired to implement road projects. This will enable the Kenya government get value for their money, achieve on-time projects completion and save huge costs.

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Bastos, Erick Casagrande, Monalessa Perini Barcellos, and Ricardo de Almeida Falbo. "Using Semantic Documentation to Support Software Project Management." Journal on Data Semantics 7, no. 2 (2018): 107–32. http://dx.doi.org/10.1007/s13740-018-0089-z.

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Banaszak, Zbigniew A., and Marek B. Zaremba. "Project-Driven Management Support for Web-Enabled Manufacturing." IFAC Proceedings Volumes 37, no. 4 (2004): 15–20. http://dx.doi.org/10.1016/s1474-6670(17)36091-3.

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Piskarev, A., and N. Zarikovskaya. "Intelligent system of planning support and project management." Journal of Physics: Conference Series 1488 (March 2020): 012029. http://dx.doi.org/10.1088/1742-6596/1488/1/012029.

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Amtoft, Mette. "Storytelling as a support tool for project management." International Journal of Project Management 12, no. 4 (1994): 230–33. http://dx.doi.org/10.1016/0263-7863(94)90047-7.

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Filgueira de Melo Moura, Tâmara Patrícia. "Critical success factors for project management support information systems: SEBRAE/RN Case." REBRAE 9, no. 1 (2016): 8. http://dx.doi.org/10.7213/rebrae.09.001.ao01.

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The current economic climate is driving the work of companies in the execution of projects that need to be managed and monitored periodically. Historically term goals, cost and quality are thermometers to measure success or failure of companies. For better project management, systems are needed that give support from the structure to the budget of each project, as well as its monitoring throughout the execution. The result of the components mentioned above reflect the overall results of the institution. Therefore, this study investigated through case study methodology, critical success factors for information systems that support project management in Sebrae/RN, and sought, through the project managers, to raise factors that influence decisions in search of improving the performance of the organization studied. Thus, a quantitative and qualitative research was applied. The results showed the critical success factors that hinder optimal performance of information systems from the structuring to the execution and monitoring of projects.

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Loss, Leandro. "Concept Maps as a Tool for Supporting Knowledge Management in Collaborative Research Projects." Journal of Information & Knowledge Management 08, no. 03 (2009): 201–11. http://dx.doi.org/10.1142/s0219649209002336.

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The successful writing and management of collaborative research projects requires a common understanding of the project's objectives by all partners involved. It also requires a clear vision of the project inputs and outputs. This paper presents two case-studies where concept maps were used as a knowledge management tool in order to support both project life-cycle management and project proposal writing. Concept maps were drawn in both cases in order to describe the main activities executed in the project work packages (WPs) and to show how the WPs were linked to each other.

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Khalifeh, Amin, Peter Farrell, and Malek Al-edenat. "The impact of project sustainability management (PSM) on project success." Journal of Management Development 39, no. 4 (2019): 453–74. http://dx.doi.org/10.1108/jmd-02-2019-0045.

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Purpose The purpose of this paper is to answer the research question: “does the incorporation of sustainability as a new school of thought in project management support project success?” The authors carried out a systematic literature review (SLR) on relevant empirical studies before 2018 to answer this question. Design/methodology/approach The authors carried out an SLR by selecting, extracting, analysing and critically appraising relevant literature that met pre-specified criteria by using transparent, well-organised and replicable steps. The main sources are publications in peer-reviewed journals regardless of their impact factor because the topic of incorporating sustainability in project management practices is restrained by a lack of research. Findings Based on the analysis, it seems that incorporating sustainability into project management may support project success. However, more evidence is required to support this finding as there are too few relevant empirical studies in the literature. Research limitations/implications Therefore, considering sustainability as a new school of thought in project management is premature, and there are recommendations for further research at the end of this study. There are several limitations to the studies chosen, which may have significantly affected results, and thus may affect outcomes in this study. Originality/value Project success needs to be the main endeavour when incorporating sustainability into project management, and it should be a key criterion when considering sustainability as a new school of thought in managing projects. The most challenging elements of project success that need to be addressed are cost and time. This study contributes to a better understanding of the impact of PSM on project success. It facilitates decision making in considering sustainability as a new school of thought in project management. Furthermore, it defines a need for more research work in this potential paradigm shift in managing projects.

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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 (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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Rakes, Terry R., and Lori S. Franz. "Decision support models for project planning." Omega 13, no. 1 (1985): 73–74. http://dx.doi.org/10.1016/0305-0483(85)90084-2.

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Huemann, Martina, Claudia Ringhofer, and Anne Keegan. "Who Supports Project Careers? Leveraging the Compensatory Roles of Line Managers." Project Management Journal 50, no. 4 (2019): 476–86. http://dx.doi.org/10.1177/8756972819857895.

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This exploratory research examines who supports what aspects of career development on projects. Our main finding is that, although project professionals receive support from formal and informal sources, a compensatory mechanism is at play. When support does not come from direct line managers, project professionals are compelled to initiate informal practices, including mentoring, buddy systems, and communities of practice. Practical implications arise for organizations regarding how to ensure sufficient mechanisms are in place to compensate for lack of line management career support and to allow project professionals to access the development opportunities they need by supporting their self-initiated efforts.

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Mitrović, Zorica M., Marko M. Mihić, and Vladimir V. Obradović. "Analysis of software solutions for project management support in project-oriented organisations." Tehnika 69, no. 3 (2014): 521–28. http://dx.doi.org/10.5937/tehnika1403521m.

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Šubrt, T. "Multiple criteria network models for project management." Agricultural Economics (Zemědělská ekonomika) 50, No. 2 (2012): 71–76. http://dx.doi.org/10.17221/5169-agricecon.

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The aim of the paper is to present one possibility of how to model and solve a&nbsp;resource oriented critical path problem. As a&nbsp;starting point, a&nbsp;single criteria model for critical path finding is shortly mentioned. Lately, more criteria functions for this model are defined. If any project task uses more resources for its completion, its duration usually depends on only one of them &ndash; other resources are not fully used. In here defined multiple criteria approach, these dependencies are not assumed. Each criteria function is derived from a&nbsp;theoretical task duration based on a&nbsp;number of units of only one resource and on its importance. Using either linear programming model with aggregated criteria function or simple Excel calculation with Microsoft Project software support, a&nbsp;so-called compromise critical path can be found. On this path, some resources are overallocated and some are underallocated but the total sum of all underallocations and all overallocations is minimized. All resources are used as effectively as possible and the project is as short as possible too.

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CONRADI, REIDAR, MINH NGOC NGUYEN, ALF INGE WANG, and CHUNNIAN LIU. "PLANNING SUPPORT TO SOFTWARE PROCESS EVOLUTION." International Journal of Software Engineering and Knowledge Engineering 10, no. 01 (2000): 31–47. http://dx.doi.org/10.1142/s0218194000000043.

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The ability to handle changes is a characteristic feature of successful software projects. The problem addressed in this paper is what should be done in project planning and iterative replanning so that the project can react effectively to changes. Thus the work presents research results in software engineering, as well as transfer of methods in knowledge engineering to software engineering, applying the AI planning technique to software process modeling and software project management. Our method is based on inter-project experience and evolution patterns. We propose a new classification of software projects, identifying and characterizing ten software process evolution patterns and link them to different project profile. Based on the evolution patterns, we discuss the planning support for process evolution and propose several methods that are new or significantly extend existing work, e.g. cost estimation of process changes, evolution pattern analysis, and a coarse process model for the initial planning and the iterative replanning process. The preliminary results have shown that the study of evolution patterns, based on inter-project experience, can provide valuable guidance in software process understanding and improvement.

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Lagerev, D. G., and D. O. Varlamov. "Application uptask project management platform to support management decisions in I.T." Nauchno-tekhnicheskiy vestnik Bryanskogo gosudarstvennogo universiteta 3, no. 1 (2017): 86–91. http://dx.doi.org/10.22281/2413-9920-2017-03-01-86-91.

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Kisielnicki, Jerzy. "Project Management in Research and Development." Foundations of Management 6, no. 3 (2014): 57–70. http://dx.doi.org/10.1515/fman-2015-0018.

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Abstract Implementation of R&D projects determines whether the organization is changing and becoming fully competitive. R&D projects are the basis for innovation policy at the macro level - the state - and the micro level - the organization. Management of R&D projects requires not only high level of skills, but knowledge of highly developed tools to support the development of the organization. In managing this type of project, methods such as management competence, talent and knowledge, knowledge of modern information, and communication technology, stand out. In this study the following issues are presented: analysis of decision-making processes of R&D projects, basic modeling methodology of R&D projects, and analysis of communication systems in project management. The final part of the article presents the problems of commercialization of results obtained from R&D projects.

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Carvalho, Vaniele Guimaraes, Sanderson César Macêdo Barbalho, Gladston Luiz da Silva, and José Carlos de Toledo. "Benefits Management as a Path for Project Management Offices Contribute to Programs and Influence on Project Performance." Business and Management Studies 4, no. 1 (2018): 20. http://dx.doi.org/10.11114/bms.v4i1.2976.

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This paper analyses the relationships between the Project Management Offices (PMOs) functions and the results of performance indicators of product development projects, considering the triple constraint: time, cost, quality. A survey was conducted on a sample of 35 Brazilian manufacturing companies, which have a Product Development Process and a support of PMO for product projects. Although the survey´s results pointed out the presence of Project Management Offices on companies’ structure, it does not guarantee the success on project´s triple constraints, the benefits management was a PMO function correlated to cost performance. It suggests that if a company structure projects as programs, an effort to guarantee the focus on benefits rather than only on project’s results can drive good performance on costs.

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Li, Hong Min, and Yan Bing Deng. "Study on Project Risk Management System Based on Group Decision Support System." Applied Mechanics and Materials 256-259 (December 2012): 3089–93. http://dx.doi.org/10.4028/www.scientific.net/amm.256-259.3089.

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Project risks are generally perceived as events that influence adversely the achievement of project objectives, nowadays, risk management has become one of the key project management processes, and there are many complex evaluation and decision-making problems in risk management process. In order to improve the efficiency of decision maker group for risk management study, this paper applies Group Decision Support System (GDSS, a kind of group decision technique) into risk management of projects at the planning stage, and introduces a prototype GDSS entitled Interactive Risk Management System (IRMS) to help manager to make good decisions. Besides, this paper illustrates the main functions and working principles of each part of the proposed system, the working process of this system and the implementation method of each part are also discussed.

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Copic Pucihar, Klen, Matjaž Kljun, John Mariani, and Alan John Dix. "An empirical study of long-term personal project information management." Aslib Journal of Information Management 68, no. 4 (2016): 495–522. http://dx.doi.org/10.1108/ajim-02-2016-0022.

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Purpose – Personal projects are any kind of projects whose management is left to an individual untrained in project management and is greatly influenced by this individual’s personal touch. This includes the majority of knowledge workers who daily manage information relating to several personal projects. The authors have conducted an in-depth qualitative investigation on information management of such projects and the tacit knowledge behind its processes that cannot be found in the organisational structures of current personal information management (PIM) tools (file managers, e-mail clients, web browsers). The purpose of this paper is to reveal and understand project information management practices in details and provide guidelines for personal project management tools. Design/methodology/approach – Semi-structured interviews similar to that in several other PIM exploratory studies were carried out focusing on project fragmentation, information overlap and project context recreation. In addition, the authors enhanced interviews with sketching approach not yet used to study PIM. Sketches were used for articulating things that were not easily expressed through words, they represented a time stamp of a project context in the projects’ lifetime, uncovered additional tacit knowledge behind project information management not mentioned during the interviews, and were also used to find what they have in common which might be used in prototype designing. Findings – The paper presents first personal project definition based on the conceptualisations derived from the study. The study revealed that the extensive information fragmentation in the file hierarchy (due to different organisational needs and ease of information access) poses a significant challenge to context recreation besides cross-tool fragmentation so far described in the literature. The study also reveals the division of project information into core and support and emphasises the importance of support information in relation to project goals. Other findings uncover the division of input/output information, project overlaps through information reuse, storytelling and visualising information relations, which could help with user modelling and enhancing project context recreation. Research limitations/implications – On of the limitations is the group of participants that cannot represent the ideally generalised knowledge worker as there are many different kinds of knowledge workers and they all have different information needs besides different management practices. However, participants of variety of different backgrounds were observed and the authors converged observations into points of project information management similarities across the spectrum of different professions. Nevertheless, its observations and conceptualisations should be repeatable. For one, some of the issues that emerged during this work have been to different extents discussed in other studies. Practical implications – The empirical findings are used to create guidelines for designing personal project information management tools: support the selective focus on information with the division into core and supportive information; visualise changes in project information space to support narratives for context recreation; overcome fragmentation in the file system with selective unification; visualising project’s information relationship to better understand the complexity of project information space; and support navigating in project information space on two axes: time and between projects (overlaps through information). Originality/value – The study presents a longitudinal insight into personal project information management. As such it provides a first formal definition of personal project from the information point of view. The method used in the study presented uses a new approach – sketching in which participants externalised and visualised personal information and projects they discussed. The insights derived from the study form design implications for personal project management tools for knowledge workers.

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Samáková, Jana, Dagmar Babčanová, Henrieta Hrablikchovanová, Jana Mesárošová, and Jana Šujanová. "Using the Communication Methods, Tools and Support During Management of Project Communication in Industrial Manufacturing Enterprises." Research Papers Faculty of Materials Science and Technology Slovak University of Technology 25, no. 41 (2017): 51–62. http://dx.doi.org/10.1515/rput-2017-0021.

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Abstract Effective communication is the most significant ability for project manager and successful project. However, during the management of projects communication, it is very often forgotten, often overlooked or taken for granted. In the management of projects, it is principally necessary to deal with communication during all project lifecycle. Within the project communication, it is very important to define the main methods, tools, support of communication and frequency of communication; these belong to the most important elements of the communication channel which is very often forgotten. Therefore, the main aim of the paper is to analyse the utilisation of the communication channel: communication methods, communication tools, communication frequency and to support project communication in industrial manufacturing enterprises in Slovakia. Based on the research, we can conclude that communication channel is not adequately elaborated in international methodologies and standards of project management as well as in industrial manufacturing enterprises. These facts are very negative, conclusion and it is therefore necessary to deal with the problem.

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Firmenich, Jennifer. "Customisable framework for project risk management." Construction Innovation 17, no. 1 (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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Erzaij, Kadhim Raheim, Wadhah A. Hatem, and Baydaa Hussain Maula. "Applying Intelligent Portfolio Management to the Evaluation of Stalled Construction Projects." Open Engineering 10, no. 1 (2020): 552–62. http://dx.doi.org/10.1515/eng-2020-0064.

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AbstractMuch research in the construction industry is based on the concept of a unique project; hence, such concepts (or philosophy) present the construction project as a unit of analysis for the entire completion process that is usually delivered independently. Most decision support tools in construction have been designed at the project level rather than for construction institutions that often implement many projects simultaneously. Typically, these projects have common objectives that create dependencies among them. Then, the success of one project depends on other projects and the existing interrelationships among them. Thus, construction institutions still need to deal with their projects from a portfolio perspective,which requires strategic management at a portfolio level. This paper employs resource management techniques to allocate resources to manage construction portfolios. A case study targeted strategic decision making about financing projects that have stalled. The final recommendation of this paper is to use development and planning software to serve and support strategic decisions in institutions with concurrent stalled projects.

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Journal articles on the topic 'Project management support'

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