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Journal articles on the topic 'Project planning'

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Published: 4 June 2021
Last updated: 5 March 2023

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1

Amohamed, Ahmed. "Project Planning as Initial Step for Successful Project." Lecture Notes on Software Engineering 3, no. 3 (2015): 234–37. http://dx.doi.org/10.7763/lnse.2015.v3.197.

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2

KUCHTA, Dorota. "RESEARCH PROJECT PLANNING METHODS." Scientific Journal of the Military University of Land Forces 162, no. 4 (October 1, 2011): 332–41. http://dx.doi.org/10.5604/01.3001.0002.3282.

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Classic project planning methods are summed up. It is shown that they are not suited for research projects and it is justified that a research project should be planned in a different way from the other ones. A review of methods from the literature is conducted – of the methods dedicated to research projects, but also of the methods dedicated to other types of projects biased by a high uncertainty and changeability degree. It is indicated how the latter might be applied to research projects. Further research directions are shown, which will allow one to work out planning methods for research projects adapted to their specificity. Attention is drawn to the fact that various types of research projects exist, while each type may potentially require a different planning method. The requirements set to research project plans by such institutions as the European Commission, the National Centre of Research and Development and the National Centre of Science are mentioned, and it is pointed out that these requirements should be changed in order to optimise the expenditure of financial resources earmarked for research.
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3

Cimitile, A., and G. Visaggio. "Managing Software Projects by Structured Project Planning." International Journal of Software Engineering and Knowledge Engineering 07, no. 04 (December 1997): 553–84. http://dx.doi.org/10.1142/s0218194097000308.

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This study is based on the Structured Process Model formalism previously proposed by the same authors, and describes some techniques for scheduling an execution plan which conforms to the chosen process but adapts to all the potential changes in the value of specific variables of the project. The executive plan is generated by means of Incremental Refinements. Each increment is the consequence of one or more decisions taken by the manager. All the contingencies which can occur during the execution of the project are classified in a finite number of types of events which form the basis for the definition of all the transition laws between the possible states of the process. Naturally, the manager's decisions, and therefore the composition of the increment, take into account the changes in the value of the variables of the process and of the process model itself. In addition, the study proposes the handling of fuzzy activities, by means of which the problems of recycles and reprocessing are solved. These activities also provide a better management of the execution times of the project.
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Khan, Shahwali, Najmul Saher, and Mohammad Sohail Yunis. "Project Planning, Project Success and Project Risk." Global Social Sciences Review IV, no. I (March 30, 2019): 219–25. http://dx.doi.org/10.31703/gssr.2019(iv-i).29.

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We are investigating the relation of project planning with project success and introduce project risk as a moderator. We examines how different dimensions (organizational, people, technical and technology, project management, economic and stakeholder) of project risk determine this relationship. A survey is carried out from information technology professionals from 20 registered firms in Khyber Pakhtunkhwa Information Technology Board (KPITB). We find that overall project risk has significant moderation impact on the relation of project planning with project success. Information technology (IT) professionals of KPITB plan risk related project management. Technical, technological and economic aspects are detailed and insights on how other risk factors affect project success in IT sector include in the study. Our research highlights the significance of planning in the presence of risk.
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Latimer, Hugh. "Project Planning and Macro Planning." IDS Bulletin 10, no. 1 (May 22, 2009): 7–10. http://dx.doi.org/10.1111/j.1759-5436.1978.mp10001002.x.

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6

Gunaga, Prajna Ganesh, and Geena George. "Planning, Scheduling and Cost Estimation Of Villa Project Using Microsoft Project." International Journal for Research in Applied Science and Engineering Technology 10, no. 9 (September 30, 2022): 1779–92. http://dx.doi.org/10.22214/ijraset.2022.46885.

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Abstract: Many construction projects experience schedule and expense overruns which results in poor planning, scheduling, and execution, which causes number of problems such as delays in the provision of facilities, development, a decline in construction quality, and an increase in project cost. A little thought reveals that the amount of time needed to accomplish the job is inversely related to the availability of labor. When the number of workers is raised, the project's completion time is shortened; conversely, when the number of workers is reduced, the project's completion time is lengthened. The present study deals with the manpower, planning, scheduling and resource optimization of “Construction of a Villa Project at Chaitanya Sharan, Bengaluru”, a two storied (G+2) building of 26 units whose construction is complete at Gunjur, Bengaluru, Karnataka. This study uses Microsoft Project 2013 to schedule various building activities, allocating resources, and level those resources in order to examine project management strategies. In essence, it relates to finding a solution to the project's excessive resource allocation. This project illustrates how resource levelling may be accomplished with Microsoft Project and what impact it might have on overall project duration.
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Kuchhal, Utsav, Aditya Bhardwaj, Shivangi Goel, and Ajay Tiwari. "PLANNING POKER." International journal of multidisciplinary advanced scientific research and innovation 1, no. 10 (December 29, 2021): 374–82. http://dx.doi.org/10.53633/ijmasri.2021.1.10.020.

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Estimating and Planning is very important for the success of any project, it is the key factor to its successful conclusion. In software project management there has been a shift from traditional plan management to agile project management. Agile project management has been viewed as the new big change in the software industry. The Project Management Institute (PMI) was founded in 1969 and offers industry-leading certifications for project management professionals. PMI, which was traditionally best known for its traditional project management certifications, has just recently started offering an agile alternative. It can certainly be said that Planning poker is becoming the new standard for software development projects. The concept of it has been around for some time, and although knowledge and usage are increasing. Understanding when to use it and which success factors to consider is important to achieve success. Terminologies: ● User - a user participating in Poker Planning. ● Group - A group of users participating in Poker Planning. ● Poker board - a Dashboard where users would be playing the game. ● Ticket - A Ticket is a JIRA issue. Keywords: PokerPlanner, Agile, Software Development, JIRA, Web Applications
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8

Blair, Gerard M. "Planning a project." Engineering Management Journal 3, no. 1 (1993): 15. http://dx.doi.org/10.1049/em:19930006.

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9

Urazova, N. G., N. V. Kotelnikov, and A. V. Martynyuk. "Infrastructure project planning." IOP Conference Series: Materials Science and Engineering 880 (July 10, 2020): 012105. http://dx.doi.org/10.1088/1757-899x/880/1/012105.

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10

Blagbrough, Andrew. "Design Project Planning." Electronics Education 1996, no. 3 (1996): 14. http://dx.doi.org/10.1049/ee.1996.0071.

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Cîrţînă, Liviu Marius, Daniela Cîrţînă, and Liliana Luca. "Quality Management in Projects - Quality Planning." Applied Mechanics and Materials 657 (October 2014): 891–95. http://dx.doi.org/10.4028/www.scientific.net/amm.657.891.

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The project is defined as an ensemble coordinated by some activities accomplished in order to reach a well determined purpose, namely the project defines a process. Quality management in projects includes the processes necessary for providing the fact that the project satisfies the necessities it had been accomplished for. The quality planning function must remain present throughout the project life cycle. The settlement of the main (strategic) objective of the project and of the lower objectives together with the establishment of the methods by means of which these objectives are reached represent the quality planning in projects. After fixing quality strategic objective of the project it pass to the first major process of quality management in projects and namely to the quality of the planning projects.
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12

Irfan, Muhammad, Sanam Zaib Khan, Nasruddin Hassan, Mazlan Hassan, Muhammad Habib, Salma Khan, and Hadi Hassan Khan. "Role of Project Planning and Project Manager Competencies on Public Sector Project Success." Sustainability 13, no. 3 (January 29, 2021): 1421. http://dx.doi.org/10.3390/su13031421.

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Even though the world has progressed exponentially, the core reasons for the failure of many public sector projects remain the same, i.e., the poor planning and competency of a project manager. Therefore, it becomes essential even in the contemporary world to assess and evaluate a model that determines the effect of planning and the project manager’s competency on the success of public sector projects. Moreover, the present study aims to assess the role of project planning and the project manager’s competency in project success in the context of project management methodology defined by the Project Management Institute. In the current survey-based study, a sample of 260 project engineers, from the public sector organizations operating in Balochistan, that were engaged in projects was taken in order to understand the relationship between the constructs. Quantitative data were collected to address the proposed hypotheses using the partial least squares structural equation modeling technique. It was inferred from the findings that planning and competency have a significant positive impact on the success of public sector projects. Among the two, it was determined that planning for public sector projects has a greater role in the success of projects. Therefore, it is concluded based on the results of the study that in future, due consideration should be given to planning and the abilities of a project manager.
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13

Hulme, David. "Projects, politics and professionals: Alternative approaches for project identification and project planning." Agricultural Systems 47, no. 2 (January 1995): 211–33. http://dx.doi.org/10.1016/0308-521x(94)p4412-u.

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14

SHARMA, ABHISHEK, and K. K. PATHAK. "MANPOWER PLANNING, SCHEDULING AND TRACKING OF A CONSTRUCTION PROJECT USING MICROSOFT PROJECT SOFTWARE." JOURNAL OF TODAY'S IDEAS - TOMORROW'S TECHNOLOGIES 3, no. 2 (December 2, 2015): 161–69. http://dx.doi.org/10.15415/jotitt.2015.32011.

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15

Mityakova, O. I., and A. V. Chernenko. "Tools for planning research and development projects." Economy in the industry 11, no. 1 (July 12, 2018): 29–36. http://dx.doi.org/10.17073/2072-1633-2018-1-29-36.

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. Realization of R&D projects is one of the factors of the enterprise’s competitiveness. Under the policy of import substitution in the domestic market, enterprises should pay great attention to planning R&D projects, assessing possible risks and minimizing development costs. A detailed development plan for R&D allows you to achieve the main criteria for the effectiveness of the R&D project: cost, timing, quality. To increase the efficiency of planning R&D projects, it was proposed to introduce new aspects of planning. The first aspect is the formation of the project portfolio, and not the consideration of each project separately, regardless of other projects. The second aspect is the development and implementation of its own automated project management system for research and development projects for the implementation of projects within the established budget and timeframe, prompt receipt of reporting information on projects, transparency of each work performed and the workload of each department at the current time and in the future. The article considers the process of making a decision on the implementation of the project, proposed a project prioritization factor to avoid outages and overload of personnel, and consider the concept of «control points». Process of decision-making has a several stages. Stages include the assessing of project efficiency, determining the priority according to target of project realization, analysis of the current load on projects, determining the level of necessary resource, also assessing the usage of resources including new projects. For project planning to considered several scenarios also, to analyses and define the shortcomings of the planning systems. Should to make some additional aspects for each project in apart, also as a whole for project portfolio.
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16

Egorov, G. G., and E. Y. Dubovikova. "Project planning in modern education." Proceedings of the Voronezh State University of Engineering Technologies 84, no. 1 (February 17, 2022): 356–64. http://dx.doi.org/10.20914/2310-1202-2022-1-356-364.

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The conducted research is devoted to the analysis of the process of formation of the qualification level of specialists in the field of economic relations, based on the specialized skills of preparation and work with projects. Based on the analyzed sources, the authors analyze the design process of any nature (socio-economic, physical, technical, technological, etc.), as a result of which the material, consumer (functional), social, and other properties of the system change. The purpose of the work is to carry out a scientific analysis of student project activities and the design process itself. The object of study was the organizational forms of ensuring the activities of future specialists in the formation of practical, economic-dependent, skills of future specialists based on project activities. The work used generally accepted methods of research, description, critical analysis, approbation, expert-analytical review, engineering analysis focused on the economic performance of future projects. The result of the study is an analysis of the use, both in the classroom format and with the help of immersive technologies, of the project management method PRINCE2 (PRojests IN Controlled Environments) based on the principles of continuity, practical experience, distribution of roles, phased management, crisis intervention in the project, focusing on the final result and adaptation to the external environment. These criteria are of particular relevance to the economic forms of project justification, organization of implementation, quality control, planning, risk analysis, and progress. According to the results of the research, it is possible to note the stages of implementation of effective, from the standpoint of economic feasibility, projects: launch, initiation, project management, management of stages, results, boundaries and completion of the initiative. The above is an integral part of the training of future specialized specialists in various areas of training.
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17

BROVKOVA, Olena. "Financial planning of investment project implementation." Economics. Finances. Law 2, no. - (March 3, 2022): 12–16. http://dx.doi.org/10.37634/efp.2022.2.2.

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The paper considers the main problems and features of financial planning of the investment project. This topic is relevant because the efficiency of the use of invested funds dictates the need to form an investment policy based on the development of effective investment projects. The paper analyzes the classifications of investment projects, the project cycle, which has the stages of project formulation, project preparation, project examination, project implementation, evaluation of results. The basic schemes of financing of investment projects are offered. In the context of economic globalization, investment policy is subject to quite strict requirements, as it should be a management tool that not only responds to changes, but, given the existing characteristics of investment attractiveness of the country, regions and industries, working to improve them, combines solving the problems of the investment sphere with the achievement of long-term goals of socio-economic development. These conditions, as well as the task of efficient use of invested funds dictate the need for investment policy based on the development of effective investment projects. The purpose of the work is to identify the impact of investment activities on the satisfaction of various economic interests in the formation and use of financial, material and other resources, ensuring income growth for both business owners and members of the workforce. Sources such as scientific papers, various Internet sources, materials from profile and periodicals were used for effective research. A systematic approach, generalization methods, dialectical analysis and synthesis were also used. In international practice, the enterprise development plan is presented in the form of a specially designed business plan, which, in essence, is a structured description of the enterprise development project. If the project is related to attracting investment, it is called “investment project”. Of course, any new project of the enterprise is to some extent associated with attracting new investment. In the most general sense, the project is a specially designed proposal to change the activities of the enterprise, with a specific purpose.
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18

Weerasinghe, Gamini, Karthik Soundararajan, and Janaka Ruwanpura. "LEED–PDRI Framework for Pre-project Planning of Sustainable Building Projects." Journal of Green Building 2, no. 3 (August 1, 2007): 123–43. http://dx.doi.org/10.3992/jgb.2.3.123.

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Green buildings help in sustainability, in terms of achieving energy efficiency and minimizing the utilization of natural resources. Additional benefits include long-term sustainable building management and maintenance. There is, therefore, compelling motivation for the building of sustainable projects. This inspiration has led to the development of the leadership in energy and environmental design (LEED) rating systems and projects by the United States Green Building Council and the Canadian Green Building Council. Proper building project management (BPM) of such projects is warranted. Pre-project planning is a crucial part of BPM that ensures delivery and performance of construction projects. Pre-project planning is defined as the process that encompasses all the tasks between project initiation and detailed design. There is a positive relationship between comprehensive pre-project planning and enhanced project performance. Given the motivation for environmentally sustainable projects and proper management of constructing such projects, diligent pre-project planning for such projects is required. This paper investigates the use of the LEED rating system in pre-project planning of sustainable construction projects by developing a matrix that combines the LEED and the Project Definition Rating Index (PDRI) developed by the Construction Industry Institute. The conceptual matrix and its application to a case study demonstrates that the value of linking pre-project planning with LEED to improve the decision making process during planning and designing of building projects to improve sustainability.
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19

Štiková, H. "  Project costs planning in the conditions of uncertainty." Agricultural Economics (Zemědělská ekonomika) 58, No. 2 (March 5, 2012): 72–84. http://dx.doi.org/10.17221/7/2011-agricecon.

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The fuzzy approach to the project network analysis of the project planning and control is commonly oriented on the fuzzy critical path setting and the project duration monitoring. In the article, this approach is improved by the addition of the project costs perspective to the standard time aspect. The relations for the fuzzy quantity of the total project costs and for its membership function are derived. The example demonstrates the application of the theoretical relations and shows how the enhanced fuzzy approach can be used when different project variants are to be compared. The example also reveals how the fuzzy approach with the project costs monitoring brings new information for the project planning and management and for the risk management.  
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20

Kosztyán, Zsolt Tibor, and Judit Kiss. "MATRIX-BASED PROJECT PLANNING METHODS." Problems of Management in the 21st Century 1, no. 1 (May 10, 2011): 67–85. http://dx.doi.org/10.33225/pmc/11.01.67.

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Network planning methods for project planning and scheduling have been applied for more than fifty years including CPM, PDM, PERT and GERT (Fondahl, 1961; Fulkerson, 1962; Kelley & Walker, 1959; PMI, 2006; Pritsker, 1966), which can be widely applied to project planning fromareas as diverse as construction and R&D. However, these network planning methods are not very appropriate in cases where IT, innovation or product development are involved. There are some shortcomings when using network planning methods for scheduling these kinds of projects, because these methods cannot handle the importance of the task realizations. They cannot solve the problem, when some tasks have to be left out from the project because of the constraints, or when the completion order of tasks can be different. In this paper new matrix-based project planning methods are introduced which illustrate how all possible solutions can be determined in two steps based on the Project Expert Matrix. Firstly those tasks are selected, which have to be or can be realized during the project. Afterwards the dependencies (the sequence of the chosen tasks) are determined taking the project constraints into account. The possible solutions can be ranked and the most probable solution can be chosen which can be realized within the given constraints. This method can be a useful tool for project managers as a part of an expert system. Key words: matrix-based project planning method, Project Expert Graph, Project Expert Matrix, Stochastic Network Planning Method.
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21

Rahah Ismail and Kadir Arifin. "FACTORS INFLUENCING PROJECT PLANNING FOR PHYSICAL PROJECTS IN SABAH." International Journal of Industrial Management 15, no. 1 (November 30, 2022): 56–67. http://dx.doi.org/10.15282/ijim.15.1.2022.9000.

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In the context of the public sector, projects are implemented to fulfil the government's social responsibility to ensure more balanced growth with equity in a developing country. Even though the country has entered the 12th Malaysia Plan (12MP), there are still inefficiencies in the financial and physical performance of public projects due to the weaknesses at the project planning stage. This study examines the influence of human/personnel, project management, technical, and organisational factors on project planning for physical projects in Sabah. This study utilised a quantitative method using a questionnaire and the respondents involved 273 officers from the Management and Professional group (Grades 41- 54) at the Federal Government and Sabah State Government levels. Data were analysed using descriptive analysis. The study found that the factors influencing project planning are at a very agreeable level of 4.08 mean (81.50%) which explains that these four factors greatly influence the planning of a project. The organisational factor is the most dominant factor, with the highest mean of 4.35 (86.8%). Therefore, it can be concluded that the top management of the Ministry/Agency needs to enhance support and commitment to the project team where this support can give a positive signal to the parties involved with the project.
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Shields, Linda, and Alison Twycross. "Planning a research project." Paediatric Nursing 16, no. 3 (April 2004): 24. http://dx.doi.org/10.7748/paed.16.3.24.s21.

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Shields, Linda, and Alison Twycross. "Planning a research project." Paediatric Care 16, no. 3 (April 2004): 24. http://dx.doi.org/10.7748/paed2004.04.16.3.24.c905.

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24

Zwikael, Ofer. "Making Project Planning Meaningful." Academy of Management Proceedings 2016, no. 1 (January 2016): 11749. http://dx.doi.org/10.5465/ambpp.2016.11749abstract.

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P .B, Sudha, Venkatraj D, Sreenivas M, and Vidhya K. "Project Planning & Scheduling." Emperor Journal of Applied Scientific Research 2, no. 4 (October 15, 2020): 16–20. http://dx.doi.org/10.35337/ejasr.2020.v02i04.003.

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Sudha, P. B., D. Venkatraj, M. Sreenivas, and K. Vidhya. "Project Planning & Scheduling." Emperor Journal of Applied Scientific Research 2, no. 7 (December 1, 2020): 1–6. http://dx.doi.org/10.35337/ejasr.2020.v02i07.001.

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Gelling, Leslie, and Hilary Engward. "Planning a research project." Nursing Standard 29, no. 28 (March 11, 2015): 44–48. http://dx.doi.org/10.7748/ns.29.28.44.e8834.

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Rickinson, Mark. "Planning your research project." Set: Research Information for Teachers, no. 1 (May 1, 2006): 35–39. http://dx.doi.org/10.18296/set.0600.

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Leifer, Dina. "Staff planning project begins." Nursing Standard 11, no. 35 (May 21, 1997): 8. http://dx.doi.org/10.7748/ns.11.35.8.s15.

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30

Wilson, David N., and Mark J. Sifer. "Structured planning–project views." Software Engineering Journal 3, no. 4 (1988): 134. http://dx.doi.org/10.1049/sej.1988.0016.

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31

Morreale, Richard. "Project planning and control." Data Processing 27, no. 3 (April 1985): 19–21. http://dx.doi.org/10.1016/0011-684x(85)90302-8.

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32

Mukherjee, Saral, and G. Raghuram. "Enercon India: Project Planning." Vikalpa: The Journal for Decision Makers 32, no. 1 (January 2007): 105–22. http://dx.doi.org/10.1177/0256090920070108.

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Mukherjee, Saral, and G. Raghuram. "Enercon India: Project Planning." Vikalpa: The Journal for Decision Makers 32, no. 3 (July 2007): 123–48. http://dx.doi.org/10.1177/0256090920070309.

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34

Hall, Susan M., and David M. B. Hall. "Planning a research project." Current Paediatrics 4, no. 3 (September 1994): 146–48. http://dx.doi.org/10.1016/0957-5839(94)90039-6.

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Telford, Katherine, and Neil Marlow. "Planning a research project." Current Paediatrics 14, no. 6 (November 2004): 475–81. http://dx.doi.org/10.1016/j.cupe.2004.07.011.

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36

Polianskii, Аndrey, and Darya Chukalova. "Software product management: planning tool integration." MATEC Web of Conferences 311 (2020): 02011. http://dx.doi.org/10.1051/matecconf/202031102011.

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The article discusses the problems of using software for project management and calculating the complexity of design work on the example of planning projects for the production of software products. Approaches to using project management standards and the project subject area to form a work breakdown structure, calculating the complexity of individual work packages and the project as a whole are investigated, requirements for integration software are formulated.
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Gokhale, Hina, and ML Bhatia. "A project planning and monitoring system for research projects." International Journal of Project Management 15, no. 3 (June 1997): 159–63. http://dx.doi.org/10.1016/s0263-7863(96)00043-9.

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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 (February 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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Hübner, Felix, Rebekka Volk, Anna Kühlen, and Frank Schultmann. "Review of project planning methods for deconstruction projects of buildings." Built Environment Project and Asset Management 7, no. 2 (May 11, 2017): 212–26. http://dx.doi.org/10.1108/bepam-11-2016-0075.

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Purpose The purpose of this paper is to provide a comprehensive overview of literature and methods that can be used for deconstruction project planning of buildings. Furthermore, shortcomings of the identified planning methods are presented and research gaps are identified. Design/methodology/approach Requirements to consider for the planning of deconstruction projects are defined, to help in the classification of planning methods. With the help of these requirements, in a detailed literature review strategic and operational planning methods for deconstruction projects are investigated and discussed. Requirements which are not met by any of the identified planning methods can be interpreted as research and/or documentation gaps. Findings On the one hand, the literature review shows that recent approaches deal with planning methods for deterministic time and resource scheduling. Furthermore, project costs can be well planned by several methods. On the other hand, the literature review reveals that recent approaches mostly do not consider risks and uncertainties, environmental hazards or specific safety issues. A major shortcoming is that applied planning methods can only calculate up to a specific level of detail, e.g. with a limited number of activities, due to a very high computational effort in solving such project planning problems exactly. Originality/value To the authors’ knowledge, this is the first study that provides an overview of literature and methods for the deconstruction project planning of buildings and it is also the first study that unveils research gaps for future research. Furthermore, the classified planning methods assist in identifying suitable methods for the planning of future deconstruction projects.
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Jünge, Gabriele Hofinger, Erlend Alfnes, Kristina Kjersem, and Bjorn Andersen. "Lean project planning and control: empirical investigation of ETO projects." International Journal of Managing Projects in Business 12, no. 4 (December 2, 2019): 1120–45. http://dx.doi.org/10.1108/ijmpb-08-2018-0170.

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PurposeThe purpose of this paper is to empirically investigate an effective project management practice focusing on planning and control. By doing so, it contributes to the debate on rethinking traditional project management practices and accentuates the need for adjustments based on the project context.Design/methodology/approachThis paper extends the project management theory by proposing a lean project planning (LPP) and control framework, developed and tested in collaboration with ten engineer-to-order (ETO) companies. By following a design science research approach, elements from lean thinking and current project planning and control practices are combined into a maturity model (MM).FindingsETO project characteristics are identified, and their implications for planning and control are discussed. Nine enablers that transform current project planning and control approaches into a lean approach are defined, allowing the analysis of the underlying complexity of planning and controlling ETO projects and thus facilitating the determination of the actions required to improve project performance.Research limitations/implicationsOnce fully embedded in an organization, the presented MM can provide a safe framework for self-criticism and can be used to conduct self-assessments without the need for an external facilitator. Thus, this paper is of particular interest to practicing project managers who aim to implement LPP and control.Originality/valueTo the authors’ best knowledge, this paper is the first to empirically examine the journey toward LPP and control from a MM perspective. This research attempts to describe the enablers of LPP and control.
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41

AL Jarrah, Mufleh, Baker Jarah, and Ikhlas Altarawneh. "Toward successful project implementation: Integration between project management processes and project risk management." Problems and Perspectives in Management 20, no. 3 (September 6, 2022): 258–73. http://dx.doi.org/10.21511/ppm.20(3).2022.21.

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This study aims to identify the primary aspects contributing to the project’s successful implementation by considering project risk management as a mediating component. The paper uses the survey methodology to examine the impact of project management processes (project start-up, planning, execution, monitoring and control, and closing the project) on successful project implementation by the arts of project risk management as a mediating variable. The study population consists of project managers employed by the Jordan Engineers Association, Jordan Construction Contractors Association, and King Abdullah Design and Development Bureau in Jordan, with a sample size of 96 project managers. A questionnaire was divided into three categories. The primary data were analyzed using the Partial Least Squares (3.3.3) software. The result shows that the arts of project risk management mediate the impact of project start-up, planning, execution, monitoring and control, closing, and management processes on successful project implementation. The findings recommend that integrated project management processes with project risk management could enhance the chances of successful project implementation for Jordanian project managers.
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KUCHTA, Dorota. "REALISTIC PLANNING OF RESEARCH AND DEVELOPMENT PROJECTS." Business, Management and Education 17, no. 2 (December 31, 2019): 309–26. http://dx.doi.org/10.3846/bme.2019.11213.

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Purpose – the purpose of the article is to propose a more flexible approach to the planning of research and development projects, especially for the needs of project calls. In those calls, financial means are often refused to projects with a high level of uncertainty. The proposal should support a positive assessment of the most pathbreaking projects and a flexible reaction to the failure or partial failure of such projects. Research methodology – In the proposal type 1 and type 2 fuzzy sets are applied. The proposal will is using case studies. Findings – the results will modify the way research and development project are planned and controlled. Research limitations – the proposal has not been verified in practice, for which many more case studies and cooperation with financing institutions would be necessary. Also, it does not use up all the modelling possibilities of uncertainty and dependencies between various uncertain elements of the project plan. Practical implications – the results might be used in the design of forms used by various financing institutions (e.g. European Commission or national research funding institutions) in project calls. Originality/Value – the proposal presents an entirely different way research and development projects should be planned and described. Type 2 fuzzy sets are used for the description, where various elements of the project plan (e.g. objectives, methods, tasks) are assigned a possibility degree (of attainment, of usage etc.)
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43

Fritz, W. "Using the project management tool microsoft project for planning and controlling software development projects." Annual Review in Automatic Programming 16 (January 1992): 35–40. http://dx.doi.org/10.1016/0066-4138(92)90006-b.

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44

AOAYAMA, Kazuhiro, Tsuyoshi KOGA, Takashi NIWA, and Wataru ATSUMI. "3213 Planning of Project Review in Project Management." Proceedings of Design & Systems Conference 2008.18 (2008): 506–11. http://dx.doi.org/10.1299/jsmedsd.2008.18.506.

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45

Güngör, Dilek Özdemir, and Sıtkı Gözlü. "Investigating the Relationship between Activities of Project Management Offices and Project Stakeholder Satisfaction." International Journal of Information Technology Project Management 8, no. 2 (April 2017): 34–49. http://dx.doi.org/10.4018/ijitpm.2017040103.

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Organizations need to execute a number of projects simultaneously in order to react market changes. Besides that, technological advancements enable large scale, complex projects feasible. Keeping all these projects under control and executing projects effectively is a serious problem for every organization. PMOs are appeared to be a solution for managing multi-project environments, but their contribution to organizations is tortuous. In this research, activity areas of PMOs are derived from existing works, and the relationships between PMO activity areas and stakeholder's satisfaction are investigated by applying PLS-SEM methodology. There are six activity areas defined, and named as “project procurement”, “knowledge management”, “project team management”, “communication”, “project planning & follow up”, and “development and maintenance of IT”. With the guidance of existing literature research model is developed. Results show that “project planning & follow up”, and “project procurement” activities have direct effect on “stakeholder satisfaction” at medium level. Besides that, “knowledge management” and “IT infrastructure” have indirect effect through “project planning & follow up”.
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46

Sahibzada, Shamim A., and Mir Annice Mahmood. "Why Most Development Projects Fail in Pakistan? A Plausible Explanation." Pakistan Development Review 31, no. 4II (December 1, 1992): 1111–22. http://dx.doi.org/10.30541/v31i4iipp.1111-1122.

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The need for effective .project planning in the farmework of macro planning has always been very strong in Pakistan as projects form the basis of development. Without the successful execution of projects, it is unlikely that development plans could be implemented effectively. In Pakistan an elaborate machinery for the planning of development projects exists but its prformance has been far from satisfactory. If one has to write the porject history of Pakistan, one wiII come across numerous examples of projects that have failed due to the ineffecient functioning of this machinery. Needless to say these failures have cost the economy billions of rupees, which in a capital-scarce economy like Pakistan, would have made a substantial difference towards economic development had this machinery operated efficiently. The objective of this paper is two fold: first to indentify shortcomings and weak links in the project planning system which are responsible for the failure of most projects. Failure here refers to the lack of implementation in time and within the project's planned budget estimates. And second, to suggest appropriate remedial policy measures. Experience has shown that the process of project planning and implementation in the country has suffered from inherent problems ranging from conceptual differences about the projects, hurriedly prepared feasibility studies deficient in proper technical and. economic underpinnings and the lack of basic information obtained through insufficient investigation and surveys to inadequate project monitoring and almost non-existent in-depth evaluation studies.
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ABBAS M. ABD. "RESOURCES SUAINABILITY PLANNING MODEL USING HIERARCHICAL APPROACH FOR CONSTRUCTION PROJECT." Diyala Journal of Engineering Sciences 5, no. 2 (December 1, 2012): 1–19. http://dx.doi.org/10.24237/djes.2012.05201.

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Within the early stages of construction project planning, resources restrictions are often neglected. Usually this leads to cost and schedule overruns. Moreover, the adoption of resources restricted project planning may lead to a complex optimization problem. Thus engineers should focus on resources-based project planning for more schedule efficiency. Nevertheless, the integration with traditional methods as the PERT (program evaluation and review technique) or the CPM (critical path method), can improve schedule reliability significantly in project failures due to insufficient resource allocation. Potential applications of resource-restricted project scheduling for construction project planning are revealed with some suggestions on the integration of this approach into traditional planning methods are made. For overlapping both, traditional planning methods as well as resource-based planning models, knowledge transferred from production planning to project planning by applying a hierarchical approach. Analyses of multi planning problems in construction projects are undertaken and the roles of the generalized resource-restricted project scheduling model and selected extensions within construction project planning are discussed
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Igwe, Nick Ngozi, and Anthony Obiora Ude. "Project Planning and Implementation in Niegria: Revisiting International Best Practices." European Scientific Journal, ESJ 14, no. 14 (May 31, 2018): 152. http://dx.doi.org/10.19044/esj.2018.v14n14p152.

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The existence of poor project planning and implementation culture is an anti-thesis to development. This is because the growth of any nation is essentially dependent on successful execution of critical development projectsand infrastructures. The purpose of thispaper is to explore the current issues around project planning and implementation in Nigeria’s public sector vis-à-vis international best practices. The methodology adopted was a documentary review of past and current literature which enhance critical and contextual analysis of project implementation and execution culture in the country. It was found that the three tiers of government have not really planned, implemented and executed projects with due diligence in accordance with global best practices. Thus there exists a widespread institutional mediocrity in project execution, deficiency of vision, and inadequate budgetary allocations leading to high cost of project financing and corruption in the long run. The paper recommends amongst other things the establishment of National Public Projects Implementation System (NPPIS),public projects governance institutional framework and project management offices (PMOs), in Ministries Departments and Agencies to support processes for better public projects delivery system.
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Kim, Joseph J., Christopher W. Goodwin, and Sunkuk Kim. "COMMUNICATION TURNS GREEN CONSTRUCTION PLANNING INTO REALITY." Journal of Green Building 12, no. 1 (January 2017): 168–86. http://dx.doi.org/10.3992/1552-6100.12.1.168.

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Green planning is critically important during the design phases of construction projects but continually gets less attention during construction. Project owners and planners need to understand how communication influences green implementation. To address a gap in the extant research, this paper presents the evaluation results on how sustainability awareness of field supervision personnel impacts the successful completion of school projects by proving that communicating sustainability goals with them is vital for decision-making during the construction stage of the project. This paper uses data collected from 162 new school construction projects to compare sustainability design goals with their successful incorporation into completed projects. Seventy-one project managers and inspectors were surveyed to assess their awareness of key high-performance sustainability requirements that were built into the designs. The responses from these two groups were compared to examine the positive or negative impacts. The analysis results show that early and continuous communication of sustainability design goals with field supervision personnel has a significant impact on whether those goals are realized when the project is turned over to the owner for occupancy. Successful implementation of sustainability goals not only provides economic benefits from fully exploiting life-cycle costs, but also holds the promise of providing a healthier working environment.
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Wyrozębski, Paweł, and Seweryn Spałek. "An Investigation of Planning Practices in Select Companies." Management and Production Engineering Review 5, no. 2 (June 1, 2014): 78–87. http://dx.doi.org/10.2478/mper-2014-0020.

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Abstract The aim of the article is to answer two research questions concerning the influence of organizational factors and shape of project portfolio on the content and scope, as well as on the stakeholders engagement in project planning. The research strategy included a questionnairebased method. The respondents were representatives of the chosen companies located in Poland, from varied types of industries. The key research finding is that most frequently addressed areas of project planning are those of the iron-triangle of project constraints. There is still lack of understanding for communication, risk and quality planning in projects, which is consonant with recent studies of maturity in project management areas. There are significant differences between industries in terms of areas of project planning. Power engineering seems to be more mature in terms of more frequent practices of planning the project schedule, resources and risk. The research showed a number of significant correlations between components of project planning and both organizational and project portfolio factors, which justifies the statement that those factors can be seen as determinants of project planning practices.
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