Relevant bibliographies by topics / Quantitative Project Management

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  1. Journal articles

Academic literature on the topic 'Quantitative Project Management'

Author: Grafiati
Published: 4 June 2021
Last updated: 12 February 2022

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Journal articles on the topic "Quantitative Project Management"

1

Rao, Uma Sudhakar, Srikanth Kestur, and Chinmay Pradhan. "Stochastic Optimization Modeling and Quantitative Project Management." IEEE Software 25, no. 3 (2008): 29–36. http://dx.doi.org/10.1109/ms.2008.77.

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2

Lewis, Bob. "Book Review: Quantitative Methods in Project Management." Project Management Journal 35, no. 4 (2004): 68. http://dx.doi.org/10.1177/875697280403500410.

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3

Titarenko, Boris, Sergey Titov, and Roman Titarenko. "Risk Management in Innovation Projects." Applied Mechanics and Materials 638-640 (September 2014): 2338–41. http://dx.doi.org/10.4028/www.scientific.net/amm.638-640.2338.

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The report deals with projects risk management approaches and methods. The methods are based upon the main provisions of the following standards: International Competence Baseline, published by International Project Management Association – IPMA and National Competence Baseline published by Russian Project Management Association – SOVNET. It is known two types of risk management methods: qualitative and quantitative. Qualitative methods deal with procedures that reduce the risk of risk situations and the quantitative methods allow to produce quantitative estimates of the proposed activities using SOVNET system methodology.
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4

Watema, Joash, and John Tulirinya. "Project Implementation, Risk Management Practices and Project Success." East African Journal of Business and Economics 3, no. 1 (2021): 36–50. http://dx.doi.org/10.37284/eajbe.3.1.296.

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The study aimed to establish the relationship between project implementation, risk management practices and project success for projects implemented by NGOs in Iganga Municipality. The study used a quantitative, correlational and cross-sectional survey design. The sample consisted of 117 respondents who included project managers, their assistants, and accountants of 45 projects implemented by NGOs in Iganga Municipality. Data was collected using a self-administered questionnaire and analysed using statistical packages for social scientists (SPSS). This study discusses project implementation and risk management practices as the issues involved in project success and or failure. The study concluded that project implementation and risk management practices were significant in improving project success. This study recommended that NGOs in Iganga Municipality need to put much emphasis on project implementation and risk management practices as a way of improving project success as their correlation is significant.
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Klein, Gary, and Ralf Müller. "Quantitative Research Submissions to Project Management Journal®." Project Management Journal 50, no. 3 (2019): 263–65. http://dx.doi.org/10.1177/8756972819840141.

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6

Ibrahim, Michael W., Awad Hanna, and Dave Kievet. "Quantitative Comparison of Project Performance between Project Delivery Systems." Journal of Management in Engineering 36, no. 6 (2020): 04020082. http://dx.doi.org/10.1061/(asce)me.1943-5479.0000837.

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7

Fiala, Petr. "New trends in project portfolio management." Trendy v podnikání 10, no. 3 (2021): 4–11. http://dx.doi.org/10.24132/jbt.2020.10.3.4_11.

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The use of project portfolio management is increasingly becoming a tool for promoting the strategy of the organization. Using sophisticated quantitative tools becomes a significant competitive advantage for project portfolio management. Project portfolio management is a dynamic multi-criteria decision-making problem under risk. The paper presents new approaches for analyzing the problem. A dynamic version of the Analytic Network Process (ANP) captures the network, multicriteria and dynamic structure of the problem. Multicriteria decision trees analyze risk of project portfolios. Possible projects are characterized by sets of inputs and outputs, where inputs are resources for project realization and outputs measure multiple criteria of goals of the organization. The Data Envelopment Analysis (DEA) is an appropriate approach to select efficient project portfolios.
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8

Poveda-Bautista, Rocio, Jose-Antonio Diego-Mas, and Diego Leon-Medina. "Measuring the Project Management Complexity: The Case of Information Technology Projects." Complexity 2018 (2018): 1–19. http://dx.doi.org/10.1155/2018/6058480.

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Complex projects require specific project management (PM) competences development. However, while no complex projects have standards that are recognized to guide their management, complex projects do not have guides to deal with their complexity. To lead complex projects to success, this complexity must be measured quantitatively and, in our opinion, project management complexity assessment should be based on existing PM standards. In this work, the main project complexity assessment approaches based on PM standards are analyzed, observing that International Project Management Association (IPMA) approach is the closest to a tool that can be used as a complexity quantitative measurement system. On the other hand, several authors have shown that the inherent complexity of specific kind of projects must be measured in a particular way. The main objective of this research is to propose a project management complexity assessment tool for IT projects, providing a Complexity Index that measures the impact that complexity factors inherent to IT projects have under a specific complexity scenario. The tool combines the use of complexity factors defined by IPMA approach and the use of complexity factors found in the literature to manage inherent complexity of IT projects. All these factors were validated by expert survey and the tool was applied to a study case.
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9

A. Makarova, Ekaterina, and Anna Sokolova. "Foresight evaluation: lessons from project management." Foresight 16, no. 1 (2014): 75–91. http://dx.doi.org/10.1108/fs-03-2012-0017.

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Purpose – The aim of this paper is to identify ways for improvement of the foresight evaluation framework on the basis of analysis and systematisation of accumulated experience in the field of project management. Design/methodology/approach – The paper is based on a detailed literature review devoted to an evaluation of foresight and traditional projects. The approaches to project evaluation in the field of project management were investigated, and the main steps of traditional project evaluation process were determined. The most commonly applied steps of foresight evaluation were identified by the analysis of recent foresight evaluation projects. The comparison of evaluation frameworks for foresight projects and traditional projects allows to provide recommendations for foresight evaluation framework improvement. Findings – The paper identifies several lessons for foresight evaluation from project management. The elements which can enrich foresight evaluation framework are the following: the development of an evaluation model; the extensive use of quantitative methods; the elaboration of evaluation scales; the inclusion of economic indicators into evaluation; and the provision of more openness and transparency for evaluation results. Originality/value – Given the importance of foresight evaluation procedures and the lack of a commonly applied methodological approach, the value of this paper consists in identifying a foresight evaluation framework and enriching it with elements of project management.
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10

Mahmoud al-Mukahal, Amer Abdullatef. "Risk Management of Construction Projects." Engineering Management Research 9, no. 1 (2020): 15. http://dx.doi.org/10.5539/emr.v9n1p15.

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This study aims to Analyzing the nature of Construction Projects, Analyzing the Nature of Construction Projects Risk, and Analyzing The mechanism of Risk Management. This Study adopted The Quantitative Method. The Summary Concluded From The Study Lies in the Theoretical Study of construction Project`s Risk. The Construction Project Contains Many Risk Which Related to Different Factors: 
 
 Legal, Organizational, Technical, Zoning, Financial, Social and Political Factors. The Process of Management of Construction Projects includes: 
 
 Planning of Risk Management, Risk Identification By (Checklist Analysis, Questionnaire, Personal Interview, Brainstorming Technique, Delphi Technique), Risk Analysis By Qualitative Analysis By (Probability and Impact Assessment, Cause and Effect Diagram, Probability and Impact Matrix) and Quantitative Analysis By (Probability Distributions, interviews , Sensitivity Analysis, Fault tree, Events tree, Munte Carlo Simulation), Planning the Response to Risk By (Strategies for Response to Negative Risk , and Strategies to Positive Risks), and Risk Control and Cheek. Depending on The Conclusions, The Study Recommends the Following:
 
 
 Process of Assessing The Efficiency of Construction Companies. 
 Use Qualitative Analysis and Quantitative Analysis in The Process of diagnosis, and Categorization of Risk in the Process of Risk Management.
 Studying Types of Contracts of Construction Projects. 
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