Relevant bibliographies by topics / Projects Implementation

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Projects Implementation'

Author: Grafiati
Published: 10 September 2021
Last updated: 1 February 2022

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Journal articles on the topic "Projects Implementation"

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��������, Anna Yakovleva, �������, and R. Yaremchuk. "Project Networks in Innovation Projects Implementation." Russian Journal of Project Management 4, no. 3 (2015): 28–38. http://dx.doi.org/10.12737/14069.

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The problems of creation of project network for innovation projects implementation are observed in the article. The authors study questions regarding the essence and peculiarities of the project networks, as well as approaches to innovation project activity in project networks organization. Special attention is paid to research of the �strong� ties role in both project and project network success and efficiency. Basing on the results the recommendations for project networks implementation are provided.
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Ahramakova, Nataliia, Svitlana Honcharova, and Andriy Honcharov. "Technology for the development and implementation of social projects: substantiation of the project proposal and documents." Development Management 18, no. 1 (2020): 11–24. http://dx.doi.org/10.21511/dm.18(1).2020.02.

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Ensuring a decent standard of living for citizens, especially vulnerable groups, requires qualitative changes in society. Social projects are a modern tool for making change. In this regard, it becomes relevant to study the applied aspect of their implementation – technology for the development and implementation of social projects. This study aims at exploring the nature and classification of social projects, as well as improving and further developing the technology for the development and implementation with justification of the project proposal and documentation using the Let’s Start Together project as an example. The object of research is the process of using technologies for the development and implementation of social projects in solving social problems of society. The subject is theoretical and practical recommendations on the technology for the development and implementation of social projects, based on the justification of the project proposal and documentation. The following methods were used: logical analysis – to clarify the essence of the concept of a social project; analysis and synthesis – to improve the classification of social projects; network planning – to formulate a technology implementation plan for the development and implementation of social projects. The paper explores the essence of a social project, proposes the classification of social projects and defines criteria for their evaluation. The sources of financing a social project are characterized; co-financing by various donors. A technology for the development and implementation of social projects is proposed. Considerable attention is paid to the first stage, namely the development of the project proposal and the documentation of a social project. The proposed technology was tested in the context of the social project Let’s Start Together.
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A.E., Mitenkova, and Mitenkova E.N. "The problem of model selection of the capital projects implementation." Ekologiya i stroitelstvo 2 (2015): 22–24. http://dx.doi.org/10.35688/2413-8452-2015-02-005.

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Nowadays many companies which plan to expand their business by construction of new facilities, face with the need in capital projects implementation and the choice of a contracting model. The author considers common used contracting models of capital projects: an EPC-contracts and an EPCM-contracts. In the article the authors give the definition of these two types of contracts. To a great extent the success of a capital project depends on the management of capital projects, including the process of capital project’s contracting. That is why, the author examines the advantages and disadvantages of each contracting models. Also the authors compare EPC-contracts and EPCM-contracts of capital project’s contracting in terms of sharing of risks between the participants of a capital project: a company-sponsor and a contractor, which is responsible for implementation a capital project. The authors consider such risks associated with the implementation of a capital project as a risk of non-completion a project on time, a risk of increasing a lump sum fixed price of a capital project, a risk of poor implementation of a capital project and a risk of financial responsibility in the case of debt. Comparative analysis of EPC-contracts and EPCM-contracts for capital projects showed that EPCM-contracts have more advantages, because they provide more freedom to a company-sponsor to monitor the implementation of capital projects, and allow to significantly reduce costs and increase return on equity, especially if a company-sponsor has a wide experience in implementation of capital projects.
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Parr, Anne, and Graeme Shanks. "A model of ERP project implementation." Journal of Information Technology 15, no. 4 (2000): 289–303. http://dx.doi.org/10.1177/026839620001500405.

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Problems with the implementation of ERP systems are well documented. Although companies spend millions on ERP packages and the implementation process, there is extensive evidence that they experience considerable problems, particularly during the actual implementation project. This paper presents a project phase model (PPM) of ERP implementation projects that is a synthesis of existing ERP implementation process models and focuses on the implementation project. Two case studies of ERP implementation within the same organization, one unsuccessful and a later successful one, are reported and analysed in order to determine which critical success factors (CSFs) are necessary within each phase of the PPM. The CSFs are drawn from an earlier stage of this research and from recent literature. The PPM is used as a ‘lens’ for understanding ERP implementation projects, by highlighting the differences between the two cases. We then offer an explanation for these differences, focusing particularly on the successful case. Firstly, the organizational learning that occurred during the unsuccessful project and the associated early appointment of an experienced ‘champion’ with clearly defined responsibilities were critical to the successful project. Secondly, organizations implementing ERP systems should partition large projects into several smaller, simpler projects identified here as ‘vanilla’ implementations. The PPM, together with associated CSFs, provides guidance for practitioners when planning ERP implementation projects and also provides researchers with a foundation for further empirical research.
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Malciene, Zita. "Implementation of educational projects in college studies." New Trends and Issues Proceedings on Humanities and Social Sciences 2, no. 1 (2017): 199–205. http://dx.doi.org/10.18844/prosoc.v2i11.1922.

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Jovanovic, Petar, Vladeta Colic, Vojislav Djordjevic, and Ana Mitic. "Implementation of Project Management in Managing Organizational Projects." Management - Journal for theory and practice of management 17, no. 64 (2012): 69–76. http://dx.doi.org/10.7595/management.fon.2012.0017.

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Elbanna, Amany R. "Strategic Systems Implementation: Diffusion through Drift." Journal of Information Technology 23, no. 2 (2008): 89–96. http://dx.doi.org/10.1057/palgrave.jit.2000130.

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The adoption of Enterprise Resource Planning (ERP) systems follows various paths in organisations and achieves diverse results. The traditional models of diffusion of innovation applied in information systems are not sufficient to explain such variations in adoption. This study examines the process of drift in an ERP project to answer the questions of how and why drift tends to occur in such projects. It applies Actor Network Theory to interpret the data. This analytical lens reveals that a software implementation project's fate depends on each move it takes and each party involved in handling that move. Every handling of the project by different parties could present either a positive modality (that strengthens it and pushes it forward on its track) or a negative modality (that weakens its initial form and drags it onto a different direction). The study provides an alternative view of diffusion, and an explanation of drift in the ERP case that could be extended to other technological projects. It invites practitioners to monitor the various movements of their projects and to allow strategic drift in order to achieve a successful implementation.
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Janssens, Guy, Rob Kusters, and Fred Heemstra. "Sizing ERP Implementation Projects." International Journal of Enterprise Information Systems 4, no. 3 (2008): 25–47. http://dx.doi.org/10.4018/jeis.2008070103.

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Kolltveit, Bjørn Johs, Bjørn Hennestad, and Kjell Grønhaug. "IS projects and implementation." Baltic Journal of Management 2, no. 3 (2007): 235–50. http://dx.doi.org/10.1108/17465260710817465.

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Zorn, Renate, and Angelina Yau. "Best Laid Plans: Effective Implementation of Re-Engineering Recommendations." Healthcare Management Forum 11, no. 1 (1998): 40–42. http://dx.doi.org/10.1016/s0840-4704(10)61007-1.

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Continuing pressures on health care funding have led most hospitals to undertake re-engineering and restructuring projects to reduce operating expenses. Unfortunately, savings often turn out to be less than anticipated, as the projects falter in the implementation stage. As part of a two-year process improvement and expense reduction project, Toronto's St. Michael's Hospital developed an aggressive and comprehensive implementation process to ensure that it met its savings targets and maintained its financial viability. This article outlines the Hospital's implementation strategy and reviews the project's major challenges and key success factors.
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Dissertations / Theses on the topic "Projects Implementation"

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Shaboodien, Azher. "Project implementation profile tool applied to upgrading informal settlements programme projects." Master's thesis, Faculty of Engineering and the Built Environment, 2019. https://hdl.handle.net/11427/31787.

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Purpose: This research reviews the Project Implementation Profile (PIP) and explores its relevance to Upgrading Informal Settlements Programme (UISP) type projects in Cape Town. The research aims to: • Identify the most common PIP Critical Success Factors (CSF) for UISP projects, • Compare the common PIP Critical Success Factors (CSF) for UISP projects to the Construction Sector CSF • Evaluate if the PIP tool is applicable to UISP projects. • Determine if there any other critical success factors that need to be added to the CSF list that is critical to the UISP Project success Approach: A literature review was conducted to assist in identifying the common CSF in the Constructions Sector. A survey questionnaire was sent out to relevant UISP Project Managers. The survey questionnaire was based on the PIP questionnaire with additional questions regarding to the effectiveness of the PIP tool on UISP projects. The intent of the survey questionnaire is firstly to establish the common CSF for UISP projects and then evaluate the PIP effectiveness on UISP projects. Findings: Based on the research results, it was found that the high scoring CSF for UISP projects were Project Mission, Client Consultation, Technical Tasks, Monitoring and Feedback, Personal. When the high scoring CSF was compared to the Literature Based Construction Sector CSF, the following common CSF was established: Monitoring and Feedback, Client Consultation and Technical Tasks. Practical Implications: This research will give an indication of the high and low scoring CSF relevant to UISP projects, which project managers and Managers in the Human Settlements industry can use to evaluate their UISP or Breaking New Ground (BNG) housing projects. Furthermore, the PIP tool may be utilised more frequently as a project quality success assurance tool in the organisation. The PIP tool has been tested and verified in a number of different industries in previous studies but never in its application to UISP or BNG projects.
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Teixeira, Herberto. "VDC implementation in transport infrastructure projects." Thesis, Norges teknisk-naturvitenskapelige universitet, Institutt for industriell økonomi og teknologiledelse, 2014. http://urn.kb.se/resolve?urn=urn:nbn:no:ntnu:diva-25807.

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Due to the accusation that construction industry have low efficiency levels, relatively poor profit margins, and problems with quality when compared with other manufacturing industries, Virtual Design and Construction (VDC) methodology, which has been mostly developed by the Centre for Integrated Facility Engineering (CIFE) at Stanford University, is seen as a potential tool to overcome such problems.VDC aims to provide effective means of adequately integrate multidisciplinary information required for the project design, planning and construction phases. The contribution of such tolls in construction projects may have different performances and implementations according to the project type and therefore the challenges faced by the project manager as well.By adopting VDC, it may bring to firms benefits regarding project coordination, integration and decision making, planning, review and communication processes during the design and construction life cycle.Full implementation and application of VDC and proper practice is yet to be achieved in Architecture, Engineering and Construction (AEC) industry. The challenges regarding transport infrastructure projects still persist and seem to be bigger when compared to building projects. Some uncertainty remains however within the industry towards VDC and therefore impediments which firms have been facing are assessed in order to allow VDC applicability in their business models.
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Bidgood, Sinead, and Andrea Meles. "A Hybrid Project Management Approach: Bridging Theory and Practice in ERP Implementation Projects." Thesis, Umeå universitet, Företagsekonomi, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-144299.

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The use of efficient information systems and technology has not only become a source of competitive advantage, but also a threshold criterion for organizational survival. In response, many organizations are utilizing Enterprise Resource Planning (ERP) systems (Baykasoglu and Gölcük, 2017, p. 256). ERP systems are software packages that integrate, centralize and automate a company’s information and commercial operations, regardless of the company’s size, diversity or geographical dispersion (Parr & Shanks, 2000, p. 1). This thesis explores the use of hybrid project management approaches in the context of ERP implementation projects. Hybrid project management approach (PM) involves the blending of traditional and agile project management practices and principles. Although the use of a hybrid PM approach has appeared in research and seems to be utilized in practice, minimal empirical findings have been confirmed due to the infancy of the research topic. Emerging literature emphasizes the importance of context making the point that no single PM approach can be suggested as a “universal best practice” (Highsmith, 2009, p. 23; Leybourne, 2009, p. 524). The ongoing debate between academics and practitioners involves the choice of the PM approach that would lead to maximizing project benefits and achieving project success. Hybrid approaches are becoming increasingly popular as a way of answering the common paradox between flexibility (agile approaches) and structure (traditional approaches). The study was guided by the following research question: How are traditional and agile project management approaches blended in ERP implementation projects and what are the associated impacts? There is very limited research investigating the use of a hybrid project management approach for this type of projects. This study aimed to contribute to the research field, providing new insight to drive future research and useful implications for practitioners. Specifically, this study provides insight on how a hybrid approach is employed in practice, which principles and practices are used throughout the project lifecycle, the critical success factors, benefits, and challenges. Additionally, the factors that should be considered when determining the project management approach for ERP implementation projects are investigated. The findings were supported by the development of a framework and suggestions for future research.   Six in-depth semi-structured interviews with industry experts were conducted to gain insight on their opinions and experience in this specific context. Secondary data was collected, utilizing company documents and websites to support the findings. Following the exploratory purpose of this research and the underlying research question, the qualitative data analysis deployed a combination of a template approach and inspired grounded theory as an analytical tool. The data analysis approach utilized the development of themes a priori from the literature review, however the codes were generated directly through analyzing the collected primary data. Answering the research question, the study’s findings were reflected in a model, which also draws conclusions about how the various themes are related. In this framework, the critical success factors, such as the project team, project manager, and project planning, were considered important for using a hybrid project management approach, irrespective if the project management approach is more predominantly traditional, agile or an even combination. An assessment criterion is provided, to determine the best suited project management approach, including client, project manager and team, project specific, and external factors. The most important and used traditional and agile practices were then identified throughout the implementation phases. Finally, the benefits and challenges of using a hybrid PM approach for ERP implementation projects were outlined.
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Kollnitz, Gunnar. "Implementation of Network Components for Game Projects." Thesis, Luleå tekniska universitet, Datavetenskap, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:ltu:diva-70167.

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Online multiplayer is the focus of gameplay for a majority of games released in this day and age, and at the core of multiplayer lies the network code. This means that bad networking code can be ruinous for an entire game. A Sweet Studio is a small game studio that both works as a consultant in the industry as well as develop their own games. But with limited time and money to spend on their own projects, it can be difficult to develop new games. The purpose of this paper is to cover how a multiplayer base can be developed in Unity, iterated on, and how to build it for reusability in a way best, that implementing it in new projects is as simple as possible. The end result is a library with broad functionality and a simple layout.<br>I majoriteten av datorspel som släpps nuförtiden, är flerspelar gameplay ett av de största fokusen, och i kärnan av den funktionen finns nätverkskoden. Detta betyder att dålig nätverkskod kan förstöra upplevelsen helt och hållet. A Sweet Studio är en mindre spelstudio som både gör konsultarbete inom industrin, och utvecklar sina egna spel. Men med begränsad tid och begränsade pengar att spendera på sina egna projekt, kan det bli tufft att skapa nya spel. Mening med den här rapporten är att gå över hur en flerspelarbas kan utvecklas i Unity, itereras över och hur den bäst byggs för återanvändning, så att det lätt går att implementeras i nya projekt. Slutresultatet är ett bibliotek med bred funktionalitet och en simpel layout.
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Pise, Madhulika. "Leed Documentation Process: Implementation Barriers for School Projects." Thesis, Virginia Tech, 2006. http://hdl.handle.net/10919/32002.

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The Center for High Performance Learning Environments (CHPLE) at Virginia Tech aims to provide guidance on various issues associated with high performance learning environments, using information gained through the various studies undertaken at the College of Architecture and Urban Studies. One such study is presented in this thesis. Leadership in Energy and Environmental Design (LEED), an environmental rating system for buildings, introduced in 1998, is still in the process of development. The USGBC conducted research and introduced various LEED manuals for different building types. For each building type, in order to achieve environmental credits under LEED, evidence must be provided in terms of various documents. The process of collecting and submitting these documents is perceived to be difficult and this study tries to find the barriers to the documentation process as required during LEED certification. Currently, while documenting the credits under LEED, the design team must assume many important responsibilities. Hence this research sought participation from this group of professionals, who are proactive in promoting LEED and also have experience in school design. To understand the design professionals perception about LEED, a semi-structured interview method was adopted to obtain data for this study. Out of a total of 175 invitations, 15 agreed to participate. A questionnaire was developed and the participants were asked to respond. All interviews were recorded, providing the main source of data. IRB approval was obtained prior to the interviews and all the prescribed ethical concerns were addressed during the interviews. The responses to the questionnaire, were categorized as, 1.Barriers for documentation and2.Recommendations from participants for improving the LEED documentation process. The identified barriers were sequenced to understand the interrelationships between different barriers. The recommendations are interpretations and derivations of the participant recommendations. These recommendations could be adopted by the USGBC to improve the process of documentation in LEED. This study may also initiate other studies to help further understand the opinions of school authorities and other project members with respect to LEED documentation.<br>Master of Science
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Plotnikova, Svetlana. "Applying PRINCE2 project management disciplines to address key risks in ERP System Implementation Projects." Thesis, Stellenbosch : University of Stellenbosch, 2007. http://hdl.handle.net/10019.1/3474.

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Thesis (MAcc (Accountancy))--University of Stellenbosch, 2007.<br>The successful implementation of an Enterprise Resource Planning (ERP) System can help an organisation to redefine its business processes and enhance its competitive advantage. An ERP System Implementation is a transformation project, which changes the way an organisation thinks and acts about its business. An ERP System implementation is also a complex endeavour, and as such, it requires rigorous risk management. The understanding and management of risks relevant to ERP System Implementation Projects are critical in order to ensure that the project delivers on its objectives within the specified budget and timelines, and eventually realises the envisaged business benefits. The purpose of this study is to discuss how key risks relevant to ERP System Implementation Projects could be addressed by applying project management disciplines derived from the PRINCE2 (PRojects IN Controlled Environment) project management methodology. This methodology was developed by the Office of Government Commerce in the United Kingdom. This study also provides a framework that could be applied at the outset and during an ERP System Implementation Project by business management, to understand the risks (“what could go wrong?”) and project management disciplines that should be applied to address these risks (“what must go right?”). This framework was derived by: • Identifying key risks relevant to ERP System Implementation Projects; • Mapping these key risks onto SAP Implementation phases to highlight where these risks could materialise in the SAP Implementation process; • Then mapping these key risks across PRINCE2 project management processes and SAP Implementation phases by creating the SAP Implementation Key Risks Map; and finally • Providing a detailed description of how to apply PRINCE2 project management disciplines to address each risk in the SAP Implementation Key Risks Map.
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Lungu, Able Benson. "Reviewing risk management tools for construction projects and the implementation of project management strategies." Master's thesis, Faculty of Engineering and the Built Environment, 2019. http://hdl.handle.net/11427/31284.

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Purpose - The research reviewed risk management tools for construction projects and the implementation of project management strategies, in which prominence is found in the use of the integrated use of value management and risk management adapted from the Integrated Approach for Soft Value Management. The study was based on a school construction project which was used as a case study at which the researcher’s role is that of ‘Project Manager’. The project status before the study was that it was almost 100% behind schedule and experienced a wide variety of problems ranging from constant site shut-downs due to community protests, contract scope changes, poor quality workmanship and material related setbacks. The study, through literature review, considered some of the methods currently used in the built environment to mitigate unforeseen problems to construction projects and ascertained the extent to which these tools and techniques for risk management on construction projects were used. The idea behind this was to review, document and package the application of a project management strategy that would be suitably effective for resolving the problems faced on the project site. Design – The research design used in this study was the ‘Case study design’ and ‘Experimental design’ in which the ‘Action-research’ approach and ‘Embedded survey within a case study’ were employed on the construction project site, managed by the researcher in his capacity as Project Manager. This was done by organising role-players as participants in focus group workshops facilitated by the researcher where the participants interacted with the researcher and amongst themselves in an effort to identify and find possible problems affecting the project. The researcher introduced stimulating action to project management processes based on the information sourced from the literature review and data obtained from focus group workshops where the outcomes were observed, recorded, analysed and conclusions drawn. Results – The investigation results revealed that the applied management strategies in form of the approach adapted from the integrated use of value and risk management provided a conclusion that the approach was an effective and preferable technique to use in comparison with the commonly used contingencies and float for risk management on construction projects. The above processes also confirmed its relevance as an appropriate technique for risk management of most unforeseen problems which have an effect on the three constraints of time, cost and quality. A further analysis of literature reviewed, which was also supported by other studies previously undertaken, concluded that most professionals in the construction sector such as Quantity Surveyors, Construction Managers, Project Managers and Architects were aware of Value Management but rarely applied it on projects for risk management purposes. Practical Implications – Developing a standard model for the implementation of measures to deal or manage unplanned problems on a project is a challenge as most projects do not have a set model to deal with unforeseen project problems which compels the reliance on contingencies and float. However, any envisaged model must be supported by a quality control system which allows for easy implementation of interventions. The prototype step model conceptualised by the researcher is intended to enable project functionaries and project managers through its unique and easy steps to navigate through any problem which may be encountered on a project. This is regardless of the project phase in which such challenges manifest as there is no preferred model capable of resolving much more than one setback at any given time in comparison with the strategy recommended by this study, which may also be applicable to other sites where similar dynamics exist. Limitations – The study was conducted in a confined environment which required to be confirmed through longitudinal research which is broader and based on many different projects hence the results could not be generalised but only limited to the current project and further research was recommended. The single case study design was also a limitation as the results were not broad enough and were also subjective for generalisation to other project sites. Conclusion – This project management strategy in which the integrated value management approach was used has the potential of being employed as an intervention technique for unforeseen problems related to construction projects provided the processes derived from further research are documented and packaged into a process to be used as a standard model. The project management strategy has the potential to mitigate problems related to time, cost and quality only during the three phases of the project which are, initiation, planning, and implementation and excludes the closing phase to enhance project value. In iii essence, when the project cost and time are effectively managed and reduced, with enhanced quality, the result is an improved project with significant prospects of success.
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Miterev, Maksim, and Ruxandra Nedelcu. "The Nature of the Relationship between Project Complexity and Project Delay : Case study of ERP system implementation projects." Thesis, Umeå universitet, Handelshögskolan vid Umeå universitet (USBE), 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-51701.

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In the context of a growing social complexification, projects have evolved in the pastdecades from simple endeavours to complex and uncertain undertakings. Consequently,project complexity has emerged as an important research direction, and recently severalproject complexity frameworks have been suggested. However, little research has beendone in this area and there has been no study on the relationship of project complexity,in its holistic sense, and the risk of delay. Therefore, the study investigates the intricaterelationship between project complexity and project delay. The research is conducted inthe context of Enterprise Resource Planning system (ERP) implementation projects,which are inherently complex and often record delays. The study has a qualitative nature and adopts an inductive approach. Nine ERPimplementationprojects have been studied in order to answer the research question.Several sources of evidence (semi-structured interviews and questionnaires) have beenutilized to ensure the credibility of the research findings through triangulation. The study contributes to the research field by verifying and augmenting the existingframeworks on reasons for project delay, complexity categories and their interplay. Itwas identified that complexity in a holistic sense represents a necessary condition forproject delay. Moreover, the study showed that although ERP projects are oftenconsidered to be technically complex, their complexity stems mainly from ‘subjective’(or perceived) and ‘uncertainty’ complexity dimensions. Finally, the conceptual modelof Eden et al. (2005) was modified to reflect the findings of the study.
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Kazhibekova, Ainel, and Vildana Jusufovic. "Critical Success Factors in the Implementation of International Development Projects in Kazakhstan." Thesis, Umeå University, Umeå School of Business, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-31659.

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<p>International aids, which target socio-development in developing and/or underdeveloped countries, are generally undertaken through projects. These projects, which are named as international development projects (IDPs), are financed mainly by multilateral and bilateral development agencies. However, management of these projects, which have less tangible objectives and deliverables, differ drastically from traditional industrial-commercial project types, that have more tangible objectives and deliverables. Moreover, the intensive investments on IDPs have not yielded the expected progress yet. Therefore, ensuring a successful IDP management through the satisfaction of factors that are critical for project success becomes crucial for both sponsoring bodies and receiving countries. Nevertheless, the current literature provides only a limited number of studies, such as studies conducted by Diallo and Thuiller (2004; 2005), Do and Tun (2008), on this subject area. Then, this study following previous studies by Diallo and Thuiller (2004; 2005), Do and Tun (2008), aims to contribute to this gap in the literature through investigating critical success factors (CSFs) for implementation phase of international development projects (IDPs) in Kazakhstan. Not only the applicability of Do and Tun’s (2008) CSFs for IDP implementation phase to IDPs being implemented in Kazakhstan are tested but also a new set of CSFs is generated for the implementation phase of IDPs being implemented in Kazakhstan.</p>
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Melebari, Mazen. "Exploring strategy translation in projects." Thesis, University of Manchester, 2016. https://www.research.manchester.ac.uk/portal/en/theses/exploring-strategy-translation-in-projects(59c7aa90-27b5-4050-bdf7-2ff5e05da9f4).html.

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Many management studies report poor implementation of organisational strategy into practice (Yukl and Lepsinger, 2007; Li et al., 2008) and the absence within the literature of the question of how to translate strategy into effective practice provides the encouragement for this study. There are suggestions that by adopting a project management approach, organisations can better implement their overall strategies, meaning that what they do is properly and totally aligned with their goals (Pellegrinelli and Bowman, 1994). However, recent studies have concluded that project management makes little contribution to the achievement of organisational objectives, and possibly causes failure in this respect (Young and Grant, 2014). That said, Young and Grant (2014) have not provided any detailed information on the reason for such failure. At the same time, some management studies have revealed a number of challenges that confront organisations when approaching strategy implementation. Given these observations, this study aims to explore how organisations in Saudi Arabia are practising project management. It does so by adopting a qualitative method, involving thirty (30) face-to-face semi-structured and unstructured interviews undertaken in two phases with five organisations from the banking, property development, and higher education sectors. Two exploratory case studies (IT and Construction) were used to investigate the translation challenges in respect of strategy and project management implementation. From these, the study has identified a number of challenges confronting the participating organisations, and shows these challenges to be inter-related. Furthermore, it arrives at an understanding of why these challenges arise by investigating how the practice has been translated in these organisations. The tools and materials which resulted as objects from the translation are used to establish common knowledge, but are insufficient to create a clear view of the strategy within the participating organisations. Three main challengers related directly to the translation of project management practice emerged, namely: change, individual influences, and the role of the objects. The study makes several recommendations to improve the translation concept so that strategy implementation and overall project management practice can be enhanced. Additionally, it makes recommendations for further research to continue the efforts in this field of enquiry.
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Books on the topic "Projects Implementation"

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A strategic-oriented implementation of projects. Project Management Institute, 2013.

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Muthusami, I. J. Implementation of education projects: An Ethiopian experience. University Editions, 1993.

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1941-, Davies Terry Cooke, ed. Right projects done right!: From business strategy to successful project implementation. Jossey-Bass, 2006.

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Nicholas, John M. Managing business and engineering projects: Concepts and implementation. Prentice Hall, 1990.

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Mercado, Cesar M. Guide to integrated project formulation, management, implementation, monitoring and evaluation, and reporting. Development Center for Asia Africa Pacific, 2008.

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World Bank. Involuntary resettlement: Planning and implementation in development projects. World Bank, 2004.

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Implementation of rural development programmes. Serials Publications, 2011.

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Dinsmore, Paul C. The right projects done right!: From business strategy to successful project implementation. Jossey-Bass, 2006.

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Projects monitoring and implementation in Nigeria: Rivers state experience. Odseme Publishers, 1995.

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Pakistan. Planning and Development Division. Projects Wing. Manual for development projects: Preparation, appraisal, approval, implementation, monitoring and evaluation. [s.n., 1991.

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Book chapters on the topic "Projects Implementation"

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Whiteley, David. "Projects, Programming and Implementation." In Introduction to Information Systems. Macmillan Education UK, 2004. http://dx.doi.org/10.1007/978-1-137-10325-3_23.

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Parsons, Patricia J. "Managing Implementation." In A Manager’s Guide to PR Projects. Routledge, 2017. http://dx.doi.org/10.4324/9781315103853-4.

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Agca, H. Selcuk, and Giancarlo Cotone. "Starting the Implementation." In Introduction to Process Plant Projects. CRC Press, 2018. http://dx.doi.org/10.1201/9780429466762-5.

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Gouveia, Clara, Carlos Moreira, David Rua, and João Peças Lopes. "Microgrid Demonstration Projects and Pilot Sites." In Microgrids Design and Implementation. Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-98687-6_15.

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Konstantin, Panos, and Margarete Konstantin. "Development and Implementation of Projects." In The Power Supply Industry. Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-72305-1_10.

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Kuzmin, Oleg, Volodymyr Zhezhukha, Nataliia Gorodyska, and Eleonora Benova. "Benefits from Engineering Projects Implementation." In Advances in Intelligent Networking and Collaborative Systems. Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-29035-1_42.

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Catalano, Thomas. "Project Plan Implementation." In Application of Project Management Principles to the Management of Pharmaceutical R&D Projects. Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-57527-4_6.

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Rosenfeld, Matthew “Canis.” "All Fingers and Thumbs: Multitouch Interface Design and Implementation." In iPhone Cool Projects. Apress, 2009. http://dx.doi.org/10.1007/978-1-4302-2358-0_4.

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Leslie, Jim, and Sergio Verdugo. "Catalyzing a Market for Joint Implementation Projects." In The Feasibility of Joint Implementation. Springer Netherlands, 1995. http://dx.doi.org/10.1007/978-94-015-8559-0_18.

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Kwok, Sylvia. "Implementation of Positive Education Projects in Hong Kong." In The Palgrave Handbook of Positive Education. Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-64537-3_27.

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AbstractApplying the PERMA model, several positive education projects were launched in pre-primary, primary, high schools, and universities in Hong Kong. The projects were guided by a six-level implementation process described as learn it, live it, reflect it, conceptualize it, apply it and embed it. The pre-primary school project focused on the character strengths of creativity, bravery, hope, love, altruism, honesty, gratitude, and forgiveness. The whole school positive education project in primary schools aimed to enhance the wellbeing of teachers and students, and involved teacher trainings, parent workshops, student activities, and a positive education curriculum. The high school project emphasized promoting optimism, hope, and character strengths, aiming to decrease students’ anxiety. The university project aimed to nurture and enhance the development of students’ positive emotions, relationships, purpose, accomplishments, engagement, and health. The projects were effective in increasing the wellbeing and decreasing the mental health problems of students. Characteristics of the positive education projects and factors affecting effectiveness of the projects are discussed and suggestions for future direction of positive education in Hong Kong are proposed.
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Conference papers on the topic "Projects Implementation"

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Achitaev, Andrei A., Stanislav A. Eroshenko, Anastasia G. Rusina, Alexey A. Zhidkov, and Pavel N. Evseenkov. "Landfill Gas Generation Projects Implementation." In 2020 Ural Smart Energy Conference (USEC). IEEE, 2020. http://dx.doi.org/10.1109/usec50097.2020.9281152.

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Kakkar, Sandhya. "Implementation Aspects of Software Development Projects." In 2006 Annual IEEE India Conference. IEEE, 2006. http://dx.doi.org/10.1109/indcon.2006.302750.

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S, Sundararajan, and Madhavi T. Ch. "Last Planner Implementation in Building Projects." In 26th Annual Conference of the International Group for Lean Construction. International Group for Lean Construction, 2018. http://dx.doi.org/10.24928/2018/0528.

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Koenig, P. C., and W. L. Christensen. "Development and Implementation of Modern Work Breakdown Structures in Naval Construction: A Case Study." In Planning & Managing Shipbuilding, Conversion & Repair Projects. RINA, 1999. http://dx.doi.org/10.3940/rina.pm.1999.03.

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Vallee, Glenn E. "Implementation of Multi-Year Product Innovation Projects." In ASME 2014 International Mechanical Engineering Congress and Exposition. American Society of Mechanical Engineers, 2014. http://dx.doi.org/10.1115/imece2014-36443.

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A methodology and case study detailing the implementation of multi-year product innovation projects is presented. A product called the Waterboy, an inexpensive water purification system designed for under developed countries, was developed by three different groups of students over a span of two years. The initial concept was first developed by a six member entrepreneurial team composed of senior level business and engineering students enrolled in a one semester Product Innovation and Development course. This team was responsible assessing the market need, determining product requirements and developing a limited functionality prototype capable of demonstrating the intended product function. A second team consisting of two Mechanical Engineering students continued the project as their one semester Senior Capstone Design project and was charged with the task of developing a fully functional prototype capable of purifying contaminated water. A third student completed the project as a one semester senior level Design Projects course and was charged with the task of modifying the previous design to minimize cost, facilitate ease manufacture and reduced assembly and distribution costs. In the Fall of 2010, the entrepreneurial team conducted interviews with health professionals and performed research involving a number of world health and philanthropic organizations. They identified the need for an improved water purification device which could purify enough water for a family of four in a reasonable amount of time and at a cost which would make it accessible to people in underdeveloped countries who are at risk of dying from the consumption of contaminated drinking water. They developed a bicycle driven system which used an ultraviolet germicidal bulb to purify water. The team developed a prototype which demonstrated the basic function of the device which was estimated to cost about $80. The project was continued in the Fall of 2011 by the second team of Mechanical Engineering seniors who refined the purification system and function of the device while simplifying the design, resulting in an estimated cost of $49 per unit. The team built and tested a fully functional prototype which confirmed it was capable of reducing water borne bacteria by a factor of 1000. The project was then completed in the Fall of 2012 by a Senior Mechanical Engineering Student who further reduced the cost of the design and improved its portability in order to reduce distribution costs. A partnership with Goodwill Industries was formed to utilize their recycled materials and inexpensive labor force, which reduced the product cost about $24.
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Dludhlu, N. I., J. H. C. Pretorius, and C. J. van Wyngaard. "Risk evaluation in project management implementation: The case of infrastructural development projects." In 2017 IEEE International Conference on Industrial Engineering and Engineering Management (IEEM). IEEE, 2017. http://dx.doi.org/10.1109/ieem.2017.8290190.

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McFadden, P., and S. Yamauchi. "Applying Agile Methodologies to Marine Implementation Projects." In ICCAS 2011: International Conference on Computer Applications in Shipbuilding. RINA, 2011. http://dx.doi.org/10.3940/rina.iccas.2011.12.

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Stripling, Travis E., and Jochen Schneider. "Pipeline Project Implementation and Management Risk Analysis." In 2002 4th International Pipeline Conference. ASMEDC, 2002. http://dx.doi.org/10.1115/ipc2002-27051.

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There currently exist documented project implementation risk analysis and management processes that can be applied to pipeline projects [1]. The more macro type methodology of Reference [1] can be combined with the more detailed analysis presented in this paper to achieve better management of project cost and schedule, and presents an opportunity for the pipeline industry to reduce overall project cost and schedule overruns. Given the significant number of very large, prospective pipeline projects in the world today, many with challenging economic viabilities, effective risk analysis and management may very well make the marginal difference if a particular project proceeds or not.
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Al-Khateeb, Anwar. "POMP - Designing and Implementation of Power Optimization and Mobility Prediction Algorithms for Cellular Green Networks." In European Space Projects: Developments, Implementations and Impacts in a Changing World. SCITEPRESS - Science and Technology Publications, 2017. http://dx.doi.org/10.5220/0007902001090155.

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Luskatova, Olga V., and Marina V. Roberts. "The Use of Project Financing Factory at Implementation of Infrastructure Projects in Russia." In Proceedings of the 2nd International Conference on Economy, Management and Entrepreneurship (ICOEME 2019). Atlantis Press, 2019. http://dx.doi.org/10.2991/icoeme-19.2019.10.

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Reports on the topic "Projects Implementation"

1

Watt, E., J. Sathaye, O. de Buen, et al. The institutional needs of joint implementation projects. Office of Scientific and Technical Information (OSTI), 1995. http://dx.doi.org/10.2172/179239.

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Wilczek, T. A. Pollution prevention in environmental restoration projects: communication, innovation, and implementation. Office of Scientific and Technical Information (OSTI), 1996. http://dx.doi.org/10.2172/399977.

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LEONARD, M. W., and G. A. HOFFERBER. Systems Engineering Implementation Plan for Single Shell Tanks (SST) Retrieval Projects. Office of Scientific and Technical Information (OSTI), 2000. http://dx.doi.org/10.2172/805455.

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TRUE, R. R. Implementation Plan for Tank Farm Transition Projects Suspect and Counterfeit Items. Office of Scientific and Technical Information (OSTI), 2000. http://dx.doi.org/10.2172/801879.

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Wilson, Clint, Jaclyn Mathis, Wesley Kramer, and Rachel Kizer. Implementation of polyurea applications for wastewater system corrosion-mitigation projects : final report on Project F15-AR04. Construction Engineering Research Laboratory (U.S.), 2017. http://dx.doi.org/10.21079/11681/22761.

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Van Horen, C., G. Simmonds, and G. Parker. Joint implementation initiatives in South Africa: A case study of two energy-efficiency projects. Office of Scientific and Technical Information (OSTI), 1998. http://dx.doi.org/10.2172/6484.

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Mabel, M., E. Watt, and J. Sathaye. Perspectives on the institutional needs of joint implementation projects for China, Egypt, India, Mexico, and Thailand. Office of Scientific and Technical Information (OSTI), 1995. http://dx.doi.org/10.2172/179238.

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Tiedemann, H. A., ed. Activities of the Oil Implementation Task Force; Contracts for field projects and supporting research on enhanced oil recovery, July--September 1990. Office of Scientific and Technical Information (OSTI), 1991. http://dx.doi.org/10.2172/5629320.

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Berkowitz, Jacob, and Danielle Szimanski. Documenting Engineering with Nature® implementation within the US Army Corps of Engineers Baltimore District – completed projects and opportunities for chronosequence analysis. Engineer Research and Development Center (U.S.), 2020. http://dx.doi.org/10.21079/11681/38141.

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Viguri, Sofía, Sandra López Tovar, Mariel Juárez Olvera, and Gloria Visconti. Analysis of External Climate Finance Access and Implementation: CIF, FCPF, GCF and GEF Projects and Programs by the Inter-American Development Bank. Inter-American Development Bank, 2021. http://dx.doi.org/10.18235/0003008.

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In response to the Paris Agreement and the Sustainable Development Goals (SDGs), the IDB Group Board of Governors endorsed the target of increasing climate-related financing in Latin America and the Caribbean (LAC) from 15% in 2015 to 30% of the IDB Groups combined total approvals by 2020. Currently, the IDB Group is on track to meet this commitment, as in 2018, it financed nearly US$5 billion in climate-change-related activities benefiting LAC, which accounted for 27% of total IDB Groups annual approvals. In 2019, the overall volume and proportion of climate finance in new IDBG approvals have increased to 29%. As the IDB continues to strive towards this goal by using its funds to ramp-up climate action, it also acknowledges that tackling climate change is an objective shared with the rest of the international community. For the past ten years, strategic partnerships have been forged with external sources of finance that are also looking to invest in low-carbon and climate-resilient development. Doing this has contributed to the Banks objective of mobilizing additional resources for climate action while also strengthening its position as a leading partner to accelerate climate innovation in many fields. From climate-smart technologies and resilient infrastructure to institutional reform and financial mechanisms, IDB's use of external sources of finance is helping countries in LAC advance toward meeting their international climate change commitments. This report collects a series of insights and lessons learned by the IDB in the preparation and implementation of projects with climate finance from four external sources: the Climate Investment Funds (CIF), the Forest Carbon Partnership Facility (FCPF), the Green Climate Fund (GCF) and the Global Environment Facility (GEF). It includes a systematic revision of their design and their progress on delivery, an assessment of broader impacts (scale-up, replication, and contributions to transformational change/paradigm shift), and a set of recommendations to optimize the access and use of these funds in future rounds of climate investment. The insights and lessons learned collected in this publication can inform the design of short and medium-term actions that support “green recovery” through the mobilization of investments that promote decarbonization.
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