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Journal articles on the topic 'Project phases'

Author: Grafiati

Published: 4 June 2021

Last updated: 25 July 2025

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1

Morey, Dr Anita, Tanvi Chile, Sejal Jadhav, and Seher Shah. "UMIT Project Management System." International Journal of Innovative Technology and Exploring Engineering 13, no. 8 (2024): 29–35. http://dx.doi.org/10.35940/ijitee.h9935.13080724.

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Usha Mittal Institute of Technology evaluates students' projects through multiple stages over various semesters. To manage all the project functionality and evaluation of these projects per student using an automated system, we proposed the UMIT Project Management System. Currently, UMIT handles all the project work manually. The UMIT has many phases of the projects. In the Third year semester-VI, there is Project I, which has two phases Project I-A and Project I-B. In the Final year semester-VII students have Project II with phases as Project II-A and Project II-B. Similarly, in Final Year se

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Tanvi, Chile. "UMIT Project Management System." International Journal of Innovative Technology and Exploring Engineering (IJITEE) 13, no. 8 (2024): 29–35. https://doi.org/10.35940/ijitee.H9935.13080724.

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<strong>Abstract:</strong> Usha Mittal Institute of Technology evaluates students' projects through multiple stages over various semesters. To manage all the project functionality and evaluation of these projects per student using an automated system, we proposed the UMIT Project Management System. Currently, UMIT handles all the project work manually. The UMIT has many phases of the projects. In the Third year semester-VI, there is Project I, which has two phases Project I-A and Project I-B. In the Final year semester-VII students have Project II with phases as Project II-A and Project II-B.

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McGowan Poole, Cynthia Denise. "IT outsourcing, knowledge transfer and project transition phases." VINE Journal of Information and Knowledge Management Systems 50, no. 2 (2019): 219–46. http://dx.doi.org/10.1108/vjikms-04-2019-0053.

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Purpose The purpose of this research was to uncover perceptions of information technology outsourcing (ITO) project leaders and project teams regarding knowledge transfer between client and vendor partners during opening and closing transition phases of ITO projects. Design/methodology/approach Qualitative methods and exploratory case study design were used. Purposeful sampling was used to identify ITO knowledge assets including project team members and organizational documents and artifacts that may provide information regarding the knowledge transfer processes during the transition phases of

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Muhizi, Derrick, and Eugenia Nkechi Irechukwu. "Project Life Cycle and Performance of Banana Xanthomonas Wilt Project in Rwanda." TECHNO REVIEW Journal of Technology and Management 4, no. 3 (2024): 44–52. http://dx.doi.org/10.31305/trjtm2024.v04.n03.005.

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Purpose: The study, titled "Investigating the Impact of Different Project Phases on the Overall Performance of Agriculture Projects in Rwanda," aims to analyze how distinct phases of project management influence the performance of agriculture projects. Specifically, it focuses on the ICT4BXW Project at the International Institute of Tropical Agriculture (IITA) to assess how various project phases, technology integration, and monitoring mechanisms affects the control of Banana Xanthomonas Wilt and overall project efficiency. Materials and Methods: A mixed-methods approach was adopted, incorpora

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JEPSEN, LISBETH BRØDE, and PERTTU DIETRICH. "TECHNOLOGY UNCERTAINTY AND PROJECT MANAGERS' INFORMATION SHARING — A COMPARATIVE CASE STUDY OF TWO NEW PRODUCT DEVELOPMENT PROJECTS." International Journal of Innovation and Technology Management 11, no. 02 (2014): 1450009. http://dx.doi.org/10.1142/s0219877014500096.

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Research has focused primarily on either intra-organizational information sharing (between actors within an organization) or inter-organizational information sharing (between organizations). This paper explores both intra- and inter-organizational information sharing and the role of technology uncertainty during various phases of new product development (NPD) projects. In this study, we compare two longitudinal NPD sub-projects that differ in uncertainty within the same large NPD project, in which the data source is the complete email exchange between a project manager and various actors (cons

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Al‐Reshaid, Khaled, Nabil Kartam, Narendra Tewari, and Haya Al‐Bader. "A project control process in pre‐construction phases." Engineering, Construction and Architectural Management 12, no. 4 (2005): 351–72. http://dx.doi.org/10.1108/09699980510608811.

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PurposeIt is a well‐known fact that the construction industry always passes through two distinctive problems during the construction stage: slippages of project‐schedules, i.e. time‐frame, and overruns of project‐costs, i.e. budget. However, limited literature is available to solve or dilute these two problems before they even occur. It is strongly believed that the bulk of the two mentioned problems can be mitigated to a great extent, if not eliminated, provided that proper attention is paid to the pre‐construction phases of projects. Normally projects are implemented through traditionally ol

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Fähndrich, Ursula. "Terminology project management." Terminology 11, no. 2 (2005): 225–60. http://dx.doi.org/10.1075/term.11.2.02fah.

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This article deals systematically with the author’s practical experience of organising and carrying out terminology projects and attempts to relate them to project management theory. It is intended to serve as a guide of sorts for terminologists confronted with the task of managing a terminology project. The first section defines what terminology projects are, what sets them apart from other types of project, what forms they can take and how these forms are prioritised within the project portfolio, as well as proposing a possible model to describe the various phases of a project. Separate sect

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South, Andrew, Kent Eriksson, and Raymond Levitt. "How Infrastructure Public–Private Partnership Projects Change Over Project Development Phases." Project Management Journal 49, no. 4 (2018): 62–80. http://dx.doi.org/10.1177/8756972818781712.

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This research adds to work on the development of infrastructure public–private partnership projects (P3s), which is a rapidly growing mode of infrastructure service delivery. Infrastructure P3 projects typically have a long life cycle, but little is understood about the nature of the changes that such a project goes through over the phases of its life cycle. This article contributes to project research as it studies the changes that an infrastructure P3 project goes through over its life cycle and suggests how those changes can be governed over the life cycle of the project. The research is em

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Eckes-Kondak, Maria, and Jacek Dajda. "THE IT PROJECT LIFECYCLE IN R&D: AN ADAPTIVE APPROACH TO PROJECT MANAGEMENT." Scientific Papers of Silesian University of Technology Organization and Management Series 2025, no. 216 (2025): 71–91. https://doi.org/10.29119/1641-3466.2025.216.5.

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Purpose: This article examines a structured framework for the IT research and development (R&D) project lifecycle, focusing on critical phases of effective project management and success. Design/methodology/approach: This study examines project cycle management (PCM), project management institute (PMI), and PRINCE2 methodologies through a detailed literature review and comparative analysis of these frameworks about a project in the IT R&D sector. The focus is on adapting the life cycle to the specifics of an IT R&D project, taking into account classic and agile methods, and analyzi

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Kovtun, Tetiana. "LIFE CYCLE AND PRODUCTS OF THE ECOLOGICAL SYSTEM PROJECT." Management of Development of Complex Systems, no. 44 (November 30, 2020): 27–33. http://dx.doi.org/10.32347/2412-9933.2020.44.27-33.

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The article explores the specific features of the life cycle and products of the ecological system project in terms of the circular model of the economy, which allows to achieve the goals of sustainable development. The differences between product life cycles (marketing, functional and logistics) in linear and circular economy are determined. The characteristic of the life cycle of the project of ecological system which has differences from the project of a life cycle of the logistic system project, substantiated by features of ecological orientation of this type of projects is given. It is pr

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Munye Dagnew, Elias. "Evaluating the Programs and Procedures of Project Planning and Management: the Case of Ethiopia Red Cross Society." International Journal of World Policy and Development Studies, no. 67 (October 19, 2020): 97–104. http://dx.doi.org/10.32861/ijwpds.67.97.104.

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The central purpose of the study is to evaluate the programs, project planning and management in Ethiopian Red Cross society and its comparison with procedures of project planning and management system. The study found that Ethiopian Red Cross society has been working on a lot of community development projects in Ethiopia for several decades. Most projects were principally emphasized on disaster and risk reduction. Different organizations use diverse project procedures to achieve the anticipated objectives. This also true for the Ethiopian Red Cross society projects. The Ethiopian Red Cross so

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Shafahi, Ali, and Ali Haghani. "Project selection and scheduling for phase-able projects with interdependencies among phases." Automation in Construction 93 (September 2018): 47–62. http://dx.doi.org/10.1016/j.autcon.2018.05.008.

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Larsen, Jesper Kranker, Thomas Ditlev Brunoe, Søren Munch Lindhard, and Kim Noergaard Jensen. "Project Management and Scheduling through National Project Management Phases in Government Construction Agencies." International Journal of Information Technology Project Management 8, no. 1 (2017): 1–16. http://dx.doi.org/10.4018/ijitpm.2017010101.

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Effective project coordination and management of time and cost scheduling in public funded construction projects receive a considerable focus from academics, politicians, and the construction industry itself with opposing points of view. The study objective is therefore to investigate the process of time and cost scheduling during the different project stages, and their relationships between critical factors affecting project schedules. Applied data collection was based on semi-structured interviews and a questionnaire survey with publicly agency employed project managers and property managers

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Moslemi, Arman, and Eghbal Shakeri. "Providing A Model for Reducing the Time of Construction Phases." Current World Environment 10, Special-Issue1 (2015): 237–42. http://dx.doi.org/10.12944/cwe.10.special-issue1.31.

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In construction projects, each type of delay in implementation and lack of exploitation of them is the precise instance of wasting the resources. The most important resource which is wasted in this regard is the element of time which is the most valuable capital of nations in today’s fast-paced world. Sometimes, the profit resulting from early completion of the project may tempt the employers and project owners to reduce the time of project. Some other times, macro policies may urge a project to be exploited earlier than its due date. After introducing the time reduction techniques briefly in

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Mositeer, Solaiman Al. "Project Management Phases in Charity Based Organizations." IOSR Journal of Business and Management 19, no. 03 (2017): 82–86. http://dx.doi.org/10.9790/487x-1903018286.

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Weinkauf, Katharina, and Martin Hoegl. "Team leadership activities in different project phases." Team Performance Management: An International Journal 8, no. 7/8 (2002): 171–82. http://dx.doi.org/10.1108/13527590210452095.

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RICCI, MICHAEL A., PETER W. CALLAS, and WILLIAM L. MONTGOMERY. "The Vermont Telemedicine Project: Initial Implementation Phases." Telemedicine Journal 3, no. 3 (1997): 197–205. http://dx.doi.org/10.1089/tmj.1.1997.3.197.

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Nunes, Marco, and António Abreu. "Applying Social Network Analysis to Identify Project Critical Success Factors." Sustainability 12, no. 4 (2020): 1503. http://dx.doi.org/10.3390/su12041503.

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A key challenge in project management is to understand to which extent the dynamic interactions between the different project people—through formal and informal networks of collaboration that temporarily emerge across a project´s lifecycle—throughout all the phases of a project lifecycle, influence a project’s outcome. This challenge has been a growing concern to organizations that deliver projects, due their huge impact in economic, environmental, and social sustainability. In this work, a heuristic two-part model, supported with three scientific fields—project management, risk management, an

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Hussien, Jamal, Mansoor Abdullateef Abdulgabber, Hasan Kahtan, and Riza Sulaiman. "THE SUCCESS OF ENTERPRISE SYSTEM PROJECTS: FROM A KNOWLEDGE TRANSFER PERSPECTIVE." Journal of Information System and Technology Management 6, no. 22 (2021): 128–47. http://dx.doi.org/10.35631/jistm.622011.

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We have certainly already arrived in a knowledge-based world economy, where knowledge transfer is a crucial factor in global business competition. In the era of knowledge-based management, the way we use knowledge determines the success or failure of business systems. This paper revises the project phases of enterprise systems (ES), which have been divided into three phases (pre-implementation, during implementation, and post-implementation), by expanding the relationship between the Knowledge Transfer (KT) and Project Management Process Groups (PMPG) in each phase to improve the success of ES

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Lindkvist, Carmel M., Adrian Hafeld, and Tore B. Haugen. "Interfacing between FM and project phases through digital processes and collaborative practices." IOP Conference Series: Earth and Environmental Science 1101, no. 6 (2022): 062010. http://dx.doi.org/10.1088/1755-1315/1101/6/062010.

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Abstract Challenges and opportunities of creating value through information delivery from renovation projects to Facility Management is an ongoing issue for the built environment. Eight interviews were conducted with FM, project management and construction management involved in renovation projects to examine this issue closely. The finding support existing work from new project delivery in the need for ongoing coordination of information flows between projects and FM. However, there is less understanding on how this information is integrated into FM practices and the role of FM in project pro

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Regmi, Suraj, Arjun Kandel, Sagar Shiwakoti, and Mahendra Raj Dhital. "RISK MANAGEMENT OF HIGH VOLTAGE TRANSMISSION LINE PROJECT: A CASE STUDY OF ADB FUNDED PROJECTS IN NEPAL." International Journal of Engineering Applied Sciences and Technology 6, no. 10 (2022): 94–105. http://dx.doi.org/10.33564/ijeast.2022.v06i10.011.

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The paper analyzes the risk management process of transmission line installation projects. Risk mapping of each project is suggested for better risk management. The methodology suggested is based on the analysis of four major risk factors in the project and division of project into six phases. Then a Questionnaire survey based analysis is done in which risk impact and risk frequency for all 41 risks under six phases identified from Literature review are presented in11 point Juster’s probability scale with values ranging between 0 and 1.The risk score is calculated accordingly for each risk by

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Gurgun, Asli Pelin, Ye Zhang, and Ali Touran. "SCHEDULE CONTINGENCY ANALYSIS FOR TRANSIT PROJECTS USING A SIMULATION APPROACH." Journal of Civil Engineering and Management 19, no. 4 (2013): 465–75. http://dx.doi.org/10.3846/13923730.2013.768542.

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This paper presents a probabilistic method to establish schedule contingency levels based on percent completion of the project. The objective is providing a distribution for contingency for various percent completion levels which allows the project owner/manager to choose the schedule contingency at their comfort level. The proposed method is applied on real data from a number of US transit projects and actual schedule overruns for different phases of the project development (preliminary engineering, final design and construction) are analyzed. These values are used to establish the required c

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Soudain, Laurence Lecoeuvre, Philippe Deshayes, and Henrikki Tikkanen. "Positioning of the Stakeholders in the Interaction Project Management-Project Marketing: A Case of a Coconstructed Industrial Project." Project Management Journal 40, no. 3 (2009): 34–46. http://dx.doi.org/10.1002/pmj.20120.

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Based on a business-to-business (B-to-B) case within the automotive industry, this study proposes logics (constructivist and determinist, respectively) of protagonists and highlights the complexity of their dynamics during the successive project's phases. The concept of milieu will emphasize the complex business in which project marketing takes place; notably, it allows better identification of relevant relationships. Our article focuses on this concept of milieu with regard to the interactions between project marketing and project management actors during project phases. In particular, this a

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Lech, Przemyslaw. "Managing knowledge in IT projects: a framework for enterprise system implementation." Journal of Knowledge Management 18, no. 3 (2014): 551–73. http://dx.doi.org/10.1108/jkm-01-2014-0006.

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Purpose – The purpose of this study is to explore the knowledge management (KM) perspective of information technology (IT) projects based on enterprise system (ES) implementations. The study determined what knowledge is needed in each of the project phases (what for, from what sources), how this knowledge is transformed during the project (what knowledge activities are performed concerning this knowledge) and what knowledge-related artifacts are created. A KM framework for ES projects is formulated based upon the results. Design/methodology/approach – The research has a qualitative exploratory

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Adamantiadou, Dorothea S., and Loukas Tsironis. "Leveraging Artificial Intelligence in Project Management: A Systematic Review of Applications, Challenges, and Future Directions." Computers 14, no. 2 (2025): 66. https://doi.org/10.3390/computers14020066.

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This article presents a systematic literature review exploring the integration of Artificial Intelligence (AI) methodologies in project management (PM). Key applications include cost estimation, duration forecasting, and risk assessment, which are critical factors for project success. This review synthesizes findings from 97 peer-reviewed studies published between 2011 and 2024, using the PRISMA methodology to ensure rigor and transparency. AI techniques such as machine learning, deep learning, and hybrid models have exhibited their potential to enhance PM techniques across projects’ phases, i

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Sobieraj, Janusz, and Dominik Metelski. "Project Risk in the Context of Construction Schedules—Combined Monte Carlo Simulation and Time at Risk (TaR) Approach: Insights from the Fort Bema Housing Estate Complex." Applied Sciences 12, no. 3 (2022): 1044. http://dx.doi.org/10.3390/app12031044.

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In this article, we present our own construction process model consisting of 16 stages and eight phases, which is particularly applicable to large investment projects. In the context of each project phase, we examine how the appropriate way of scheduling construction processes affects the problem of the risk of prolonging individual phases and the whole project, as well as of not meeting deadlines (which is one of the main problems faced by management practitioners in the construction industry). There are many methods for assessing risk in this context, but they tend to be overly complex and r

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Rekonen, Satu, and Tua A. Björklund. "Adapting to the changing needs of managing innovative projects." European Journal of Innovation Management 19, no. 1 (2016): 111–32. http://dx.doi.org/10.1108/ejim-10-2014-0103.

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Purpose – The purpose of this paper is to explore the changes in managerial activities and challenges at different phases of innovative projects. Design/methodology/approach – Six NPD project managers were interviewed in three different project phases in a qualitative, longitudinal design. The resulting 18 semi-structured face-to-face interviews were content analyzed and categorized according to thematic similarity. Findings – Altogether 19 categories describing managerial concerns in managing innovative projects were recognized. Task-oriented, rather than people-oriented, approaches were domi

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Poell, Rob F., and Ferd J. Van der Krogt. "Project‐based learning in organizations: towards a methodology for learning in groups." Journal of Workplace Learning 15, no. 5 (2003): 217–28. http://dx.doi.org/10.1108/13665620310483912.

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This article introduces a methodology for employees in organizations to set up and carry out their own group learning projects. It is argued that employees can use project‐based learning to make their everyday learning more systematic at times, without necessarily formalizing it. The article emphasizes the specific characteristics that distinguish learning projects from other projects: a focus on the learner rather than the leader, on execution rather than planning, on continuation rather than output, on diversity rather than optimal‐solution thinking. Three phases in the creation of a learnin

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Wang, Dedong, Peng Wang, and Yanjun Liu. "The Emergence Process of Construction Project Resilience: A Social Network Analysis Approach." Buildings 12, no. 6 (2022): 822. http://dx.doi.org/10.3390/buildings12060822.

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For construction projects, resilience is the process of resisting and recovering from adversity. With the global economic and social environment constantly changing, improving the resilience of construction projects has become a research hotspot in the field of project management. On the basis of social capital theory, this study constructs a construction project organization resilience evaluation system from two dimensions of bonding and bridging social capitals. Then, a new theoretical framework is proposed: the network dynamic evaluation model of project resilience based on the resource con

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Abdelhameed, Wael, and Esam M. H. Ismaeil. "BIM Use to Support the Technical Tasks in Construction Projects: A Case Study." Buildings 14, no. 6 (2024): 1534. http://dx.doi.org/10.3390/buildings14061534.

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BIM use has proved to be inevitable in construction project phases, starting from the project initiation phase and ending with the project closeout phase. Through the use of 4D/5D/6D models in processes of the construction project such as scheduling, bills of quantities (BoQs), and environmental analysis, BIM provides massive assistance to all project participants. In addition, BIM has been utilized in facility management through the use of 7D models. These well-established benefits positively impact construction project variables: cost, time, and quality. Despite these invaluable contribution

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Lakusic, Stjepan. "Use of artificial intelligence for estimating cost of integral bridges." Journal of the Croatian Association of Civil Engineers 73, no. 03 (2021): 265–73. http://dx.doi.org/10.14256/jce.2831.2019.

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Estimation of costs is important in every phase of realisation of construction projects. However, the influence of cost estimation is the highest in early phases as it is then that the decision about accepting the job or withdrawing from the project is made. The quantity of data available in initial phases of the project is smaller compared to subsequent phases, which affects accuracy of cost estimation in such early phases. A research making use of artificial intelligence to estimate construction costs of integral road bridges is presented in the paper. The estimation model is prepared by mea

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GUÐMUNDSDÓTTİR, Svanborg María, Ligita ZAİLSKAİTĖ-JAKŠTĖ, and Inga MİNELGAİTE. "Deviation(s) in Project Life Cycle: Case of Construction Industry." International Journal of Economics Politics Humanities and Social Sciences 5, no. 3 (2022): 75–85. https://doi.org/10.5281/zenodo.6991722.

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Projects in the construction industry frequently demonstrates substantial deviation across the project life cycle. Construction projects, according to this study’s interview analysis in Iceland, frequently suffer from inadequate project management, lack of scope, poor labor use, clients with insufficient finances, and excessive client intervention. Additionally, wider societal factors such as COVID-2019 can negatively impact deviation and undermine project success. The purpose of this study is to identify the factors, that impact deviation in project management and the phases through whi

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Kim, Ji-Na, Gwang-Ho Han, Won-Jin Cho, and Seung-Han Noh. "Reconstruction Project Phases and Housing Price in Seoul." Konkuk Research Institute of Real Estate and Urban Studies 13, no. 1 (2020): 85–104. http://dx.doi.org/10.22423/kreus.2020.13.1.85.

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Mahmoudi, Sara, Hooman Kashanian, and Mehdi Ghasemi Farsad. "Agility in Project Management Phases by Scrum Method." International Journal of Computer Applications Technology and Research 6, no. 9 (2017): 417–21. http://dx.doi.org/10.7753/ijcatr0609.1001.

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Smiljic, Sanja, Tor Helge Aas, and Anne-Laure Mention. "Coopetitive tensions across project phases: A paradox perspective." Industrial Marketing Management 105 (August 2022): 388–403. http://dx.doi.org/10.1016/j.indmarman.2022.06.017.

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Heywood, Chris, and Jim Smith. "Integrating stakeholders during community FM's early project phases." Facilities 24, no. 7/8 (2006): 300–313. http://dx.doi.org/10.1108/02632770610666152.

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Guimaraes, Tor, and Ketan Paranjape. "Testing success factors for manufacturing BPR project phases." International Journal of Advanced Manufacturing Technology 68, no. 9-12 (2013): 1937–47. http://dx.doi.org/10.1007/s00170-013-4809-0.

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Brandon, Bransford, and Tor Guimaraes. "Increasing Bank BPR Benefits by Managing Project Phases." Knowledge and Process Management 23, no. 2 (2016): 136–46. http://dx.doi.org/10.1002/kpm.1508.

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Alkan, Ilker Baki, and Hasan Basri Basaga. "Augmented reality technologies in construction project assembly phases." Automation in Construction 156 (December 2023): 105107. http://dx.doi.org/10.1016/j.autcon.2023.105107.

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Nauman, Shazia, and M. Abid Ullah. "The Project Knowledge Management Success over the Project's Lifecycle." International Journal of Information Technology Project Management 6, no. 1 (2015): 76–85. http://dx.doi.org/10.4018/ijitpm.2015010105.

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The current research aims to investigate the relationship knowledge management (KM) practices play in the success of project knowledge management over the project life cycle i.e. at the beginning of the project, during the project and after the project. Results demonstrate that among the three phases of the project, KM practices during the project phase have a greater impact on the success of project knowledge management. This research has implications for HR and project professionals as our findings indicate that the training of project members, evaluations by external consultants, regular me

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Dieterich, K., D. Spath, and P. Ohlhausen. "The Collaborative Iron Triangle: A New Tool for Supporting a Project-Culture-Aware Management in Interorganizational R&D Projects." Proceedings of the Design Society 2 (May 2022): 141–50. http://dx.doi.org/10.1017/pds.2022.15.

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AbstractSince project managers still face problems in managing interorganizational R&D projects, it is a promising approach to manage these projects project-culturally-aware. However, an important prerequisite for a project-culture-aware management is that the involved individual organizations pursue a collaborative strategy. Therefore, our article provides a conceptual approach including a new tool, the Collaborative Iron Triangle, which supports both project sponsors and managers in different phases of the collaboration process to pursue a collaborative strategy in interorganizational R&

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Økland, Andreas, Nils O. E. Olsson, and Marte Venstad. "Sustainability in Railway Investments, a Study of Early-Phase Analyses and Perceptions." Sustainability 13, no. 2 (2021): 790. http://dx.doi.org/10.3390/su13020790.

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This article presents a study of sustainability in railway investment projects. The purpose of the study was to analyse how sustainability is interpreted and evaluated in the early phases of major public investment projects. These phases are characterized by potentially very influential decisions being made prior to when precise, detailed knowledge is available. The research uses a mix of qualitative and quantitative information sources and three datasets; 12 interviews, document analyses for 10 railway projects, and a case study. The qualitative data are from semi-structured interviews, while

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Grander, Gustavo, Luciano Ferreira Da Da Silva, Ernesto Del Rosário Santibañez Gonzalez, and Renato Penha. "Framework for Structuring Big Data Projects." Electronics 11, no. 21 (2022): 3540. http://dx.doi.org/10.3390/electronics11213540.

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This article aims to present a framework for structuring Big Data projects. The methodological procedures were divided into two phases: in-depth interview and focus group. The first phase embraces 12 in-depth individual interviews. In the second phase, three sessions of interviews with focus groups were applied. Both phases had as research subjects professionals with experience in Big Data projects. The analysis process was based on categorization through theory-driven and data-driven codes. Based on our analysis, it was possible to present a definition of a Big Data project and explore the be

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Umugwaneza, Alice Jeanne Marie, Sammy Nyabera, and Gitahi Njenja. "Project Implementation Phases and Performance of Agricultural Projects in Rwanda A Case of N2Africa Project/ CIAT in Kamonyi District." Journal of Advance Research in Business Management and Accounting (ISSN: 2456-3544) 7, no. 11 (2021): 14–23. http://dx.doi.org/10.53555/nnbma.v7i11.1064.

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Tserng, H. Ping, Cheng-Mo Chou, and Yun-Tsui Chang. "The Key Strategies to Implement Circular Economy in Building Projects—A Case Study of Taiwan." Sustainability 13, no. 2 (2021): 754. http://dx.doi.org/10.3390/su13020754.

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The building industry is blamed for consuming enormous natural resources and creating massive solid waste worldwide. In response to this, the concept of circular economy (CE) has gained much attention in the sector in recent years. Many pilot building projects that implemented CE concepts started to appear around the world, including Taiwan. However, compared with the pilot projects in the Netherlands, which are regarded as the pioneer ones by international society, many CE-related practices are not implemented in pilot cases in Taiwan. To assist future project stakeholders to recognize what t

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Yadav, Sarika. "Implementation of Metro Rail Project in Pune City." International Journal for Research in Applied Science and Engineering Technology 10, no. 3 (2022): 1891–96. http://dx.doi.org/10.22214/ijraset.2022.41008.

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Abstract: In India, around 26 metro rail projects are in various phases of planning, construction, and operation. A number of new metro rail phases are being planned and will be operational in the near future. Various studies have revealed delays in metro rail project planning and execution in India and around the world. This research will attempt to comprehend a wide range of subjects. There are numerous alternatives for dealing with problems or impediments that the metro rail corporation encounters when constructing metro rail projects. Variables that may impede project execution, such as go

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MCKILLOP, JEANIE, and A. L. BROWN. "LINKING PROJECT APPRAISAL AND DEVELOPMENT: THE PERFORMANCE OF EIA IN LARGE-SCALE MINING PROJECTS." Journal of Environmental Assessment Policy and Management 01, no. 04 (1999): 407–28. http://dx.doi.org/10.1142/s1464333299000326.

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The use of environmental impact assessment (EIA) to address the environmental and social impacts of mining is common. At Ok Tedi mine in Papua New Guinea, and Century mine in northern Australia, EIA failed to protect the biophysical and social environment of the mines. A detailed historical analysis was conducted to determine the chronology of the development of these projects, all internal and external decision making, and the reasons for this failure. This analysis showed that EIA was poorly timed and poorly integrated with the early phases of the mine developments. Environmental assessment

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Hess, Rosanna F. "Amish-Initiated Burn Care Project." Journal of Transcultural Nursing 28, no. 2 (2016): 212–19. http://dx.doi.org/10.1177/1043659615613417.

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Purpose: This case report describes the phases of an Amish Burn Care Project and the lessons learned throughout the process. Method: Data sources to construct the case report included participant observation, interviews, archival documents, and a focus group. Results: The narrative is organized into five phases of a participatory research approach: engagement, formalization, mobilization, maintenance, and expansion. Lessons Learned: Community-initiated research led to legitimate change, working together for change took time, team members grew in mutual trust and respect for each other, cultura

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Valkama, Pekka, Lasse Oulasvirta, and Ilari Karppi. "To Ally or Not? The Critical Factors of a New Alliance Model in Urban Infrastructure Projects." International Studies. Interdisciplinary Political and Cultural Journal 24, no. 2 (2019): 57–78. http://dx.doi.org/10.18778/1641-4233.24.05.

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The research explains the background of an alliance model which is a new collaborative project concept in urban infrastructure investments and reviews stakeholder views of applied alliances based on a case study analysing project experiences in the city of Tampere, Finland. The alliance model is considered a potential solution for some of the chronic productivity and other problems of the building industry and the classic difficulties in public-sector investment projects, but the model fits a purpose primarily only in publicly funded, technically challenging and sufficiently large projects. T

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Dunovic, Ivana Burcar, Kristijan Robert Prebanic, and Pavao Durrigl. "Method for Base Estimation of Construction Time for Linear Projects in Front-end Project Phases." Organization, Technology and Management in Construction: an International Journal 12, no. 2 (2020): 2312–26. http://dx.doi.org/10.2478/otmcj-2018-0026.

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AbstractEven though horizontally linear projects have low complexity schedules, they are still not successful in meeting planned time. The deadlines are mostly based on estimations done in front-end project development when limited data are available. Early time estimation models in literature rely on few variables and, almost in all cases, one of them is the estimated cost. Early cost estimations can significantly deviate from actual costs and thus lead to unreliable time estimation. Time estimation models based on neural network and other alternative methods require databases and software, w

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