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Relevant bibliographies by topics / Project management triangle

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Academic literature on the topic 'Project management triangle'

Author: Grafiati

Published: 4 June 2021

Last updated: 3 February 2022

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Journal articles on the topic "Project management triangle"

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Bishop, John C., and E. Casey Madden. "Engineering Management and Project Triangle." Journal of Management in Engineering 10, no. 4 (1994): 24–27. http://dx.doi.org/10.1061/(asce)9742-597x(1994)10:4(24).

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Pollack, Julien, Jane Helm, and Daniel Adler. "What is the Iron Triangle, and how has it changed?" International Journal of Managing Projects in Business 11, no. 2 (2018): 527–47. http://dx.doi.org/10.1108/ijmpb-09-2017-0107.

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Purpose The Iron Triangle, also called the Triple Constraint, is a central concept to project management research and practice, representing the relationship between key performance criteria. However, there is disagreement about which criteria should be represented on the vertices of this triangle. The purpose of this paper is to explore which concepts are part of the Iron Triangle, and how these concepts have changed over time. Design/methodology/approach This paper explores 45 years of project management research, drawing on a database of 109,804 records from 1970 to 2015. Three corpora were

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Turner, Michelle. "Beyond the iron triangle: reflections of an early career academic." International Journal of Managing Projects in Business 9, no. 4 (2016): 892–902. http://dx.doi.org/10.1108/ijmpb-01-2016-0005.

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Purpose The Rethinking Project Management (RPM) research agenda has been influential in multiple domains. These include industry, education and research. In response to the call for papers for this special issue, the purpose of this paper is to consider RPM with a particular focus on the human side of project management. Design/methodology/approach Prior to joining academia, the author worked as a project manager for 15 years. This provided an opportunity for the author to consider the influence of RPM from three viewpoints: project practitioner; project educator; and researcher in project man

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Parker, David W., Nicholas Parsons, and Fitri Isharyanto. "Inclusion of strategic management theories to project management." International Journal of Managing Projects in Business 8, no. 3 (2015): 552–73. http://dx.doi.org/10.1108/ijmpb-11-2014-0079.

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Purpose – The purpose of this paper is to explore the benefits of integrating the theory of constraints (TOC), resources-based theory (RBT), resource advantage theory (RAT), with a structured project-based methodology e.g., Project Management Body of Knowledge. This paper describes each theory and explores what benefits a unified model would bring to project management. This paper represents the conceptual development of an integrated framework that will be tested in a range of project management scenarios in various industrial sectors. Design/methodology/approach – Extant literature is used t

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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 (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 lear

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Koops, Leonie, Ceciel van Loenhout, Marian Bosch-Rekveldt, Marcel Hertogh, and Hans Bakker. "Different perspectives of public project managers on project success." Engineering, Construction and Architectural Management 24, no. 6 (2017): 1294–318. http://dx.doi.org/10.1108/ecam-01-2015-0007.

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Purpose The authors argue that public project managers do not consider the iron triangle (cost, quality and schedule) primary important in measuring the success of their projects. To investigate which success criteria are important to public project managers, the authors interviewed 26 Dutch project managers who are employed by the government and who are responsible for managing infrastructural projects. The paper aims to discuss these issues. Design/methodology/approach In this research the Q-methodology is applied. Q-methodology helps to find for correlations between subjects across a sample

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Moya-Colorado, Agustín, Nina León-Bolaños, and José L. Yagüe-Blanco. "The Role of Donor Agencies in Promoting Standardized Project Management in the Spanish Development Non-Government Organizations." Sustainability 13, no. 3 (2021): 1490. http://dx.doi.org/10.3390/su13031490.

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Project management is an autonomous discipline that is applied to a huge diversity of activity sectors and that has evolved enormously over the last decades. International Development Cooperation has incorporated some of this discipline’s tools into its professional practice, but many gaps remain. This article analyzes donor agencies’ project management approaches in their funding mechanisms for projects implemented by non-governmental organizations. As case study, we look at the Spanish decentralized donor agencies (Spanish autonomous communities). The analysis uses the PM2 project management

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Cullen, Karessa, and David W. Parker. "Improving performance in project-based management: synthesizing strategic theories." International Journal of Productivity and Performance Management 64, no. 5 (2015): 608–24. http://dx.doi.org/10.1108/ijppm-02-2014-0031.

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Purpose – The purpose of this paper is to explore benefits and issues of integrating the theory of constraints (TOC), resource-based view (RBV) and resource-dependence theory (RDT) with conventional project-based management frameworks. Design/methodology/approach – Extant literature is used to develop a conceptual framework of an integrated model that will be tested for applied robustness. The model has been applied to published projects to identify its strengths and weaknesses. Findings – The work shows important implications for improved success of projects from the use of TOC, RBV and RDT.

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Fergnani, Alessandro. "Futures Triangle 2.0: integrating the Futures Triangle with Scenario Planning." foresight 22, no. 2 (2019): 178–88. http://dx.doi.org/10.1108/fs-10-2019-0092.

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Purpose The purpose of this paper is to introduce the Futures Triangle 2.0, a methodological advancement of the Futures Triangle method (Inayatullah, 2008), which better integrates the original method with Scenario Planning by visually representing scenarios against the three dimensions of the Triangle, i.e. pulls, pushes and weights. Design/methodology/approach The paper explains the theoretical rationale behind the creation of the method, outlines the steps required to use it in a futures workshop or in a futures research project with a step-by-step procedure and reports a case study of its

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Adlane, Hamza, Rajaa Seghiri, Mahjoub Aouane, Nabyl Berrid, and Abdelaziz Chaouch. "The Project Management Triangle Assessment in Aeronautical Industries, Morocco: Focus on Eco-Logistics." Management Systems in Production Engineering 29, no. 2 (2021): 132–38. http://dx.doi.org/10.2478/mspe-2021-0017.

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Abstract The purpose of this paper is to study the management systems of quality, cost, and deadlines during the environment friendly transition process. Some 102 companies operating in the aeronautics industry in Morocco were surveyed during the period of May 2019 to December 2019. The results showed that about nearly 80% to 96% of the companies confirmed having effective systems for monitoring and improving quality, cost management, and respect for deadlines. But, unfortunately, below 80% of these companies are respecting the environment. The environment is considered as a constraint, and it

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Dissertations / Theses on the topic "Project management triangle"

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Halámka, Michal. "Aplikační podpora projektového managementu investiční výstavby elektráren." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2016. http://www.nusl.cz/ntk/nusl-241553.

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The master’s thesis deals with project management issues with a focus on the specifics of the construction of new and modernisation of old fossil-fuel and nuclear power plants belonging to ČEZ, a.s. It summarizes the project management methodology and standards and integrates them into a unified information system, thus creating a sound platform that supports all company projects in all stages of their individual life cycles. This thesis analyses the current status of the application support and proposes extensions to the information system, which significantly increase its value.

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Maunus, Hanna, and Engøy Ann-Magritt Lindemark. "Risk Managements påverkan för utfallet av ERP-projekt." Thesis, Högskolan i Gävle, Akademin för utbildning och ekonomi, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:hig:diva-16052.

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Titel: Risk Managements påverkan för utfallet av ERP-projekt Författare: Ann-Magritt Lindemark Engøy och Hanna Maunus Handledare: Pär Vilhelmson Examinator: Sarah Philipson Kurs: Examensarbete företagsekonomi C, 15.0 hp Nyckelord: ERP-projekt, Projekt Management, Risk Management, risker i ERP-projekt, lyckade projekt, misslyckade projekt, The Iron Triangle. Syfte: Att undersöka vilka risker som är mest förekommande vid implementeringen av ERP-system och hur risk management kan reducera dessa. Metod: Kvalitativ metod, hermeneutik, fallstudier, semistrukturerade intervjuer, välgrundad teori. Re

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Lindström, Malin, and Matilda Näsman. "Looking Beyond Constraints of Agile Project Success : A Case Study on Swedish Agile Project Success." Thesis, Umeå universitet, Företagsekonomi, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-122248.

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Today, organisations are increasingly using project-based activities, as projects can aid organisations to deal with unique and complicated assignments, as well as achieving strategic and operational goals. Two extensive project management methodologies exist, those being Traditional Project Management and Agile Project Management. Agile methods trademark change, adaptability, and flexibility, and are today used across industries and business, as the characteristics of the methodology make it suitable in today’s dynamic business environment. Even though projects are increasingly being used, it

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CHITAS, NIKOLAOS. "How can Earned Value Management and Lean help to maintain the ex-ante agreed shape of the ‘project management triangle’ in the construction industry?" Thesis, KTH, Tillämpad maskinteknik (KTH Södertälje), 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-152212.

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Johnsson, Julia, and Anna Olin. "Styrning i vägprojekt: Med fokus på förutsättningar och risker : En kvalitativ flerfallsstudie inom Trafikverket." Thesis, Linnéuniversitetet, Institutionen för ekonomistyrning och logistik (ELO), 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-96648.

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Bakgrund och problem: Projekt präglas vanligtvis av en otillräcklig måluppfyllelse, exempelvis gällande tid, kostnad och kvalitet. Detta går även att finna vid anläggnings- och infrastrukturprojekt, vilka dessutom är betydande för samhällets möjligheter för kommunikation och transport. Att infrastrukturprojekt, vilka bedrivs av den offentliga verksamheten Trafikverket, inte uppnår sina mål resulterar i förseningar och att skattepengar inte nyttjas maximalt. Detta tyder även på att projekten är svårstyrda utifrån de föränderliga förutsättningar och risker som präglar projekttypen, vilket gör de

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Seing, Jonathan, and Matilda Wiklund. "Att lokalisera och åtgärda brister i agila projekt : En undersökning med hjälp av kritiska faktorer samt dimensionerna i projekttriangeln." Thesis, Mittuniversitetet, Avdelningen för informationssystem och -teknologi, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:miun:diva-33743.

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To only follow agile methodologies for agile software development isn't enough to lead to success in agile projects. The dimensions time, cost and scope in the project management triangle are fundamental requirements to succeed in a project. Within projects there exists many other critical success factors and attributes that affect the result of the project. Those are called critical success factors and combined with a project management triangle they are used in this study as a tool for project improvement in research to find potential improvements for agile project in organizations. This res

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Žďárská, Zuzana. "Stategické rozhodování o investičním projektu." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2010. http://www.nusl.cz/ntk/nusl-222405.

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Diplomová práce "Strategické rozhodování o investičním projektu Kasárna Slatina" je zaměřena na využití metod rozhodovací analýzy při řešení rozhodovacího problému v rámci revitalizace armádního brownfield Kasárna Slatina. V teoretické části je vysvětlena základní terminologie, metody a postupy, které se vztahují k problematice řešeného rozhodovacího problému. V praktické části je řešeno závažné strategické rozhodnutí spojené s otázkou rozvoje konkrétní brněnské lokality. Na základě použitých postupů je v souladu s rozhodovací metodikou navrženo optimální rozhodnutí.

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van, Wyngaard Charles Jurie. "Effective management of the triple constraint in project management through polarity management technique : a refreshed perspective." Thesis, 2012. http://hdl.handle.net/10210/4819.

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M. Ing.<br>Projects are generally undertaken because they are part of the plans to advance organisations to new levels of performance and to operationalise business strategies. Projects are however constrained by conflicting demands and competing priorities within the project environment. Project success is a topic of much debate, but it is generally agreed that successful projects meet the strategic objectives and higher purpose of the endeavour. The processes and methods of project management provide the structure, focus, flexibility and control to help guide significant project investments

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Books on the topic "Project management triangle"

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Anambra State (Nigeria). Judicial Commission of Inquiry into Nnewi Main Market crisis and Nkwo Nnewi Triangle, Nnewi. Government white paper on the report of Judicial Commission of Inquiry into Nnewi Main Market crisis and Nkwo Nnewi Triangle, Nnewi. Govt. of Anambra State of Nigeria, 1998.

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Wright, Andrew, and Therese Lawlor-Wright. Project Success and Quality: Balancing the Iron Triangle. Taylor & Francis Group, 2018.

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Book chapters on the topic "Project management triangle"

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Kloss, Rüdiger. "Adding Value to Project Management – The Magic Triangle Meets the “Cultural” Iceberg." In Wirtschaft – Organisation – Personal. Springer Fachmedien Wiesbaden, 2018. http://dx.doi.org/10.1007/978-3-658-23521-5_11.

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El-Maaty, Ahmed Abu, Ahmed Yousry Akal, and Saad A. El-Hamrawy. "The Iron Triangle of Projects Management: Quality, Schedule and Cost of Road Infrastructure Projects in Egypt." In Sustainable Civil Infrastructures. Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-61645-2_1.

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Ha’apio, Michael Otoara, Walter Leal Filho, and Morgan Wairiu. "A ‘Cost Barrier’ Perspective to Adaptation on a Coral Triangle Initiative (CTI) and Mangrove Rehabilitation Projects (MRP) in Solomon Islands." In Climate Change Management. Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-64599-5_18.

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Abu-Taieh, Evon M. O., Asim Abdel Rahman El Sheikh, and Jeihan Abu Tayeh. "Relay Race Methodology (RRM)." In Simulation and Modeling. IGI Global, 2008. http://dx.doi.org/10.4018/978-1-59904-198-8.ch005.

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This chapter introduces a suggested system development life cycle “relay race methodology” (RRM). The RRM is based on the philosophy of relay race, where each runner in the race must hand off the baton within a certain zone, usually marked by triangles on the track race. This chapter is comprised of nine sections. First, it shows the relationship between software and wicked problems. Then the chapter explains the motivation for analysis and design for simulation system projects. Furthermore, the chapter gives an overview of the reasons behind simulation project failures. Next, the chapter shows the sources for simulation inaccuracies and the project management issues in simulation. Subsequently, the chapter explains the proposed RRM life cycle. Consequently, the chapter presents the advantages and disadvantages of the proposed RRM life cycle, while relating the RRM to the risk factors. Finally, the chapter compares RRM to different life cycles.

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"parameters, efforts can be made to improve odour reducing processes within their limitations. Better odour reducing efficiency can be obtained by appropriate management of the process, and energy costs may be reduced by discriminative venting of process operations contributing with high concentrations of odorous compounds. However, attention must be paid to the sampling procedures in processes involving high temperatures and high degrees of humidity. Measurements indicate that such conditions may influence on ED values to some extent. REFFERENCES (1) DRAVNIEKS, A. and PROKOP, W.H. (1973). Source emission odour measurement by a dynamic forced choice triangle olfactometer. Air Poll. Control Assoc. Paper, 73-276. (2) PETTIT, C.G. (1959). 20 years of sewage sludge burning at Barberton, Ohio. J. San. Eng. Div. Amer. Soc. Civil Engr. 85SA6, 17. (3) LABOON, J.F. (1961). Construction and operation of the Pittsburgh project. J. Water. Poll. Control Fed. 33, 758." In Odour Prevention and Control of Organic Sludge and Livestock Farming. CRC Press, 1986. http://dx.doi.org/10.1201/9781482286311-35.

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Conference papers on the topic "Project management triangle"

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Sarwanto, P. "“PIRAMIDA TINGGI, A State of the Art to Fulfill Obligation of Forestry Permit on Watershed Rehabilitation at PT Pertamina Hulu Mahakam”." In Digital Technical Conference. Indonesian Petroleum Association, 2020. http://dx.doi.org/10.29118/ipa20-g-263.

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Among other obligations imposed under the forestry permit, watershed rehabilitation planting is perceived by the upstream oil and gas sector as the most complex challenge to conquer. Despite its poor track in fulfilling timeline and required result, there are also other challenges to consider, for instance lack of critical location, weather, fire, land tenure, community habit and capability, and cost optimization. In attempt to respond these challenges, an innovation in management system is constructed at PT Pertamina Hulu Mahakam, embracing and tailoring all related challenges, difficulties,

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Sarwanto, P. "“PIRAMIDA TINGGI, A State of the Art to Fulfill Obligation of Forestry Permit on Watershed Rehabilitation at PT Pertamina Hulu Mahakam”." In Digital Technical Conference. Indonesian Petroleum Association, 2020. http://dx.doi.org/10.29118/ipa20-o-263.

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Among other obligations imposed under the forestry permit, watershed rehabilitation planting is perceived by the upstream oil and gas sector as the most complex challenge to conquer. Despite its poor track in fulfilling timeline and required result, there are also other challenges to consider, for instance lack of critical location, weather, fire, land tenure, community habit and capability, and cost optimization. In attempt to respond these challenges, an innovation in management system is constructed at PT Pertamina Hulu Mahakam, embracing and tailoring all related challenges, difficulties,

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Reports on the topic "Project management triangle"

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Lawrence, Sara, Michael Q. Hogan, and Elizabeth Brown. Planning for an Innovation District: Questions for Practitioners to Consider. RTI Press, 2019. http://dx.doi.org/10.3768/rtipress.2018.op.0059.1902.

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Innovation districts are physical spaces that serve to strengthen the foundations and institutions of an innovation ecosystem. The design, implementation, and management of formalized innovation districts is a new practice area. Research draws upon the experience of concentrated areas of innovation that occurred organically, such as Boston’s Route 128, as well as intentional projects to bring together innovators in large science and technology parks, such as North Carolina’s Research Triangle Park. Existing research focuses on how to define and design innovation districts and evaluate their im

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