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Bozkurt, Candas. "Pommes: A Tool For Quantitative Project Management." Master's thesis, METU, 2005. http://etd.lib.metu.edu.tr/upload/12606030/index.pdf.
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Metric collection process and Project Management activities cannot be performed in an integrated fashion on most of the software projects. In software engineering world, there are Project Management Tools that has embedded project metrics and there are various Metric Collection Tools that collect specific metrics for satisfying requirements of different software life cycle phase activities (Configuration Management, Requirements Management, Application Development tools etc.). These tools however are not communicating with each other with any interface or any common database. This thesis focuses on the development of a tool to define, export, collect and use metrics for software project planning, tracking and oversight processes. To satisfy these objectives, POMMES with functionalities of Generic Metric Definition, Collection, Analysis, and Import, Update and Export of Project Metrics from 3rd Party Project Management Tools is developed and implemented in a software organization during this thesis work.
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Crespo, Luis Gaspar. "Project Manager Strategies to Improve the Delivery of Construction Projects." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/6194.
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The return on investment of construction organizations is at risk because construction managers fail to execute projects efficiently. The purpose of this single case study was to explore strategies that construction managers used to deliver projects efficiently. The selected population was 10 construction managers from a single construction organization operating in Panama. The conceptual framework for this study was the McKinsey 7S. Data were collected using semistructured interviews, observations, and a review of public documents. Collected data were compiled, disassembled, reassembled, interpreted, and then conclusions were reached, as noted in Yin's 5-step analysis. Themes that emerged from the study included project experience, communication, collaboration, and resource management. Construction managers noted that the review of needed project experience in alignment with the complexity of the project is a strategy to deliver projects efficiently. Leaders of construction organizations can increase strategic performance by implementing collaboration and leadership programs in accordance with the business objectives. By improving labor productivity, construction companies can complete construction projects faster and with lower construction costs. The findings of this study could contribute to positive social change by providing communication and collaboration strategies between construction organizations and local communities to source local staff and resources. Construction managers might benefit from the findings of this study by increasing their project management skills, an effect that could result in long-term employability.
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Andrén, Sebastian, and Mohamad Sahyouni. "Exploring the Impact of the Project Management Office on Project Performance, A Quantitative Study." Thesis, Blekinge Tekniska Högskola, Institutionen för industriell ekonomi, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-18487.
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Purpose - The purpose of this study is to explore the relationship between the establishment of a Project Management Office and project performance. Particularly, whether or not the establishment of a Project Management Office leads to enhanced project performance in project based organizations. Framework - The framework developed for the purpose of this study is made out of the different categories of Project Management Office services and functions on the one side and the different dimensions of project performance on the other. The model created tests the individual relationships between the constructs on each side. Methodology- The study employs a quantitative research design. Project Management Offices in organizations from across the globe and operating in a range of industries and industry segments are investigated. The data for the study is collected using an online questionnaire. Findings - The findings of this study lead to the belief that the establishment of a Project Management Office and the implementation of a certain set of its services and function will indeed lead to enhanced project performance Managerial Implications - Managers are made aware of the impact of the Project Management Office on project performance. Moreover, they are given guidelines as to what services and functions to adopt if there were only interested in seeing results on the project level. Limitations - The approach to exploring the subject in hand, the choice of participating organizations, the size of the sample tested, and the framework chosen for the evaluation of project performance are all seen as limitations for this study.
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Cullen, Christopher D. "The effectiveness of software project management practices a quantitative measurement." Thesis, Monterey, California. Naval Postgraduate School, 2011. http://hdl.handle.net/10945/5732.
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Approved for public release; distribution is unlimited.A tool that measures the effectiveness of software project management can be used to identify strengths and weaknesses, and guide improvement to practices in order to increase the chances of project success. The Software Project Management Effectiveness (PME) Metric is one such tool that has shown promise in this area of software engineering. To discover how promising the metric is, nine software practitioners participated in this research and assisted with measuring projects they recently worked on. A strong correlation between the PME metric and project success was identified. The software practitioners also provided feedback on the usefulness and applicability of the PME metric. Seventy-five percent of the software practitioners stated that they would use the metric on the next project they worked on. This research has found that the PME metric should be considered for use by project managers who continuously want to improve and deliver successful software projects.
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Cabral, John Stephen. "Project Risk Management Strategies for IT Project Managers." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3663.
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Utilizing information technology (IT) to enable new organizational capabilities to achieve near-term objectives and long-term sustainability is a top priority for many business leaders seeking to maintain or increase market share. However, organizational leaders face significant challenges to their strategy execution because the percentage of challenged IT projects has remained relatively static for decades. The purpose of this qualitative case study was to explore risk management strategies used by 7 purposely selected IT project managers (PMs) from a pharmaceutical company located in the northeastern United States who have effectively managed IT project performance by using risk management strategies, leading to the successful delivery of an IT project. The conceptual framework that guided the research was actor-network theory. The data collection included semistructured interviews and the collection of internal organizational risk registers and other project risk management documentation. An inductive content analysis followed the procedures outlined in Malterud's systematic text condensation strategy, yielding the following major strategies to increase IT project performance: performing knowledge management, promoting a positive risk culture, utilizing an existing risk management framework, and performing risk-related communication. The implications for positive social change include the potential to help IT PMs deliver the expected business value on time and within budget, which, in turn, may enable pharmaceutical companies to improve the quality of life of afflicted individuals and populations in need of safe, economical, and innovative therapies.
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Tresselt, Christian H. "The management of complexity in project management : a qualitative and quantitative case study of certified project managers in Germany." Thesis, University of Gloucestershire, 2015. http://eprints.glos.ac.uk/2924/.
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With the increased globalization and expansion of the markets worldwide, companies have to struggle with increased competition. Therefore, organisations have begun to offer advantages such as a personalisation of products to potential customers. Market conditions and legal policies can make it challenging to predict whether those ad-vantages can be realized. Project managers are often in the position of having to fulfil these requirements; in continuously changing influencing factors that make tasks diffi-cult to manage. These circumstances create complexity. Frequently, managers are una-ware that complexity has created problems in a specific project. Often, the traditional standards of project management no longer provide a sufficient support to managers of complex projects. This research investigates how current standards of project management address com-plexity, and whether a supplement is necessary. Complexity strengtheners are investi-gated. One standard Project Management Institute (PMI) is selected as an example to analyze the influence of strengtheners on PM-processes. A funnel model is developed based on these research findings. This is aimed to help managers in their daily practice and support them in categorizing the complexity of their projects. Based on this model, managers should be able to recognize the actual strengtheners of complexity and which processes of their project are affected. Finally, a possible adaption of the standard is re-searched. A proposition for a new comprehensive guide is designed to support manag-ers carrying out complex projects. The key managerial implication of this research is the development of a five-step model for handling complexity in projects: forming, storming, norming, performing, and ad-journing. Furthermore, the intent of this thesis is to make a valid contribution to the management literature. For handling complexity the new funnel model should close the gap between the recognition of complexity in a project and underlying causes. The new five-step model thus provides project managers helpful guidelines for handling complex projects. This research applies a mixed method, consisting of a survey (quantitative method) and focus interviews (qualitative method) with experts of project management (PMI) in Germany. There are approximately 4.900 PMI certified project managers in Germany; more than 170 participated in the survey (3.6%). This is considered sufficient to provide reliable results for this research. Further, three focus interviews deepen the knowledge and validate the results of the survey: Complexity is an actual problem in project man-agement. Existing standards are sufficient for project management, but complexity can-not be standardized. This thesis proposes to help project managers to resolve project complexity by providing guidelines for navigating through complex projects.
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Lin, Chun-ming, and 連振明. "Managerial use of quantitative techniques in building project management: contractors perspectives." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2000. http://hub.hku.hk/bib/B31251602.
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Lin, Chun-ming. "Managerial use of quantitative techniques in building project management : contractors perspectives /." Hong Kong : University of Hong Kong, 2000. http://sunzi.lib.hku.hk/hkuto/record.jsp?B25949275.
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Adams, Russell John. "Quantitative Modelling Methods for the Incorporation of Uncertainty into Construction Project Estimates." Thesis, Link to the online version, 2007. http://hdl.handle.net/10019/952.
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Alomar, Derbas Jarrah. "Quality management." CSUSB ScholarWorks, 2001. https://scholarworks.lib.csusb.edu/etd-project/1741.
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Barnes, Joan. "Strategic Alignment of Information Technology Projects and Project Success." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3974.
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Alignment of information technology (IT) projects remains a concern for business executives and negatively impacts IT investments through failed projects. Drawing from the theory of systems thinking and the concept of holism, the purpose of this correlational study was to provide executive leaders with information about influences associated with the independent variables of project alignment and performance outputs, and the dependent variable, project success rates. Accordingly, the research question addressed the relationship between the 2-predictor variables and the outcome variable. Data collection involved a nonprobability, purposive sample of 49 credentialed project managers from Arizona who completed an online survey. Results from multiple linear regression analysis indicated statistically significant relationships between the predictor variables (F (2, 46) = 111.08, p < .001). The regression model predicted 82% of the variation resulted from the independent variables. The study's findings provide corporate leaders with a better understanding of project alignment, performance outputs, and project success rates from the operations perspective of project management professionals who contribute to the organization's competitive advantage through the implementation of strategic IT projects. The positive social change implications of this study include increased organization benefits, such as substantiated IT investments and higher profits. Increased project success rates substantiate IT investments through improved customer satisfaction and financial performance. Improved financial performance leads to higher profits, which leads to higher wages. Higher wages contributes positively to society-at-large through an enhanced quality of life.
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Cates, Grant. "IMPROVING PROJECT MANAGEMENT WITH SIMULATION AND COMPLETION DISTRIBUTI." Doctoral diss., University of Central Florida, 2004. http://digital.library.ucf.edu/cdm/ref/collection/ETD/id/3255.
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Despite the critical importance of project completion timeliness, management practices in place today remain inadequate for addressing the persistent problem of project completion tardiness. Uncertainty has been identified as a contributing factor in late projects. This uncertainty resides in activity duration estimates, unplanned upsetting events, and the potential unavailability of critical resources. This research developed a comprehensive simulation based methodology for conducting quantitative project completion-time risk assessments. The methodology enables project stakeholders to visualize uncertainty or risk, i.e. the likelihood of their project completing late and the magnitude of the lateness, by providing them with a completion time distribution function of their projects. Discrete event simulation is used to determine a project's completion distribution function. The project simulation is populated with both deterministic and stochastic elements. Deterministic inputs include planned activities and resource requirements. Stochastic inputs include activity duration growth distributions, probabilities for unplanned upsetting events, and other dynamic constraints upon project activities. Stochastic inputs are based upon past data from similar projects. The time for an entity to complete the simulation network, subject to both the deterministic and stochastic factors, represents the time to complete the project. Multiple replications of the simulation are run to create the completion distribution function. The methodology was demonstrated to be effective for the on-going project to assemble the International Space Station. Approximately $500 million per month is being spent on this project, which is scheduled to complete by 2010. Project stakeholders participated in determining and managing completion distribution functions. The first result was improved project completion risk awareness. Secondly, mitigation options were analyzed to improve project completion performance and reduce total project cost.Ph.D.
Department of Industrial Engineering and Management Systems
Engineering and Computer Science
Industrial Engineering and Management Systems
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Hamersly, William James. "Business Governance Best Practices of Virtual Project Teams." ScholarWorks, 2015. https://scholarworks.waldenu.edu/dissertations/238.
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The steady increase in project failure rates is leaving businesses searching for better integration techniques to virtualize their project environments. Through virtualization, organizations may have positive impacts on communities across geographical boundaries and resource constraints. The focus of this phenomenological study was to explore, via the experiences of successful project management practitioners, best practice strategies for integrating virtual project teams through data analysis. The conceptual framework included von Bertalanffy's general systems theory, decomposition model of business process and project management frameworks, and the recomposition approach. Twenty-two senior project managers with more than 5 years of experience managing virtual project environments participated in semistructured telephone interviews. The van Kaam process employing normalization and bracketing approaches in data analysis resulted in the emergence of 10 thematic categories. The 10 themes culminated in the identification of strategies for implementing best practices relevant to the integration of successful virtual project teams. The major themes pertained to 3 broad areas: (a) structure that accommodates skills and technology for virtual team success, (b) governance leading to efficient virtual project team management, and (c) collaboration practices across diverse environments. Findings may help leaders improve project management leadership practices involved in adopting a virtual project management framework for business infrastructure. Suggestions for future research include additional attention to virtualization problems with respect to the transferability of the systems theory models.
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Doherty, Michael J. "Using Organizational, Coordination, and Contingency Theories to Examine Project Manager Insights on Agile and Traditional Success Factors for Information Technology Projects." ScholarWorks, 2011. https://scholarworks.waldenu.edu/dissertations/944.
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Two dominant research views addressing disappointing success rates for information technology (IT) projects suggest project success may depend on the presence of a large number of critical success factors or advocate for agile project management as an alternative to traditional practice. However, after two decades of research, success rates remain low, and the role of critical success factors or project management approach remains unclear. The purpose of this study was to use views of experienced project managers to explore the contribution of success factors and management approach to project success. Applying organizational, coordination, and contingency theories, the research questions examined IT project manager perceptions about success factors, how those success factors interrelate, and the role of management approach in project success. A Q methodology mixed method design was used to analyze subjective insights of project managers about the important critical success factors for IT projects. Two critical success factors emerged as important: a sustained commitment from upper management to the project and clear, measurable project goals and objectives. Three composite factors also surfaced representing the importance of people-project interactions, user/client involvement, and traditional project management tasks. The analyses found no broad support for agile project management and could not confirm principles of organizational or coordination theories as critical for project success. However, a contingent relationship might exist between some critical success factors and merits further investigation. Helping the project management community understand IT project success factors could improve project execution and reduce failure rates leading to sizeable savings for project clients.
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Sargent, Walter H. "Strategies to Improve Project Management Maturity Processes." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/3003.
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Information technology organizations lose significant competitive value when business leaders fail to use project management maturity (PMM) processes that enhance market delivery, reduce costs, and increase profitability. Using a multiple-case study, the researcher explored strategies that project leaders have used to improve PMM processes and expanded upon Kerzner's PMM model, which comprises 5 PMM levels essential for achieving repeatable project success. The researcher selected 20 project leader participants in the Southeastern region of the United States using a purposeful snowball sampling technique. In depth interviews were combined with archival and document exploration using a multiple-case study design where different types of project offices were cross compared as the unit of analysis including governmental, corporate, nonprofit, and not-for-profit organizations. Thematic analysis and cross-case analysis revealed 6 major strategies to improve PMM processes: project leader development, customer focus, standard methodology development, interactive communication, establishing a project office organizational structure, and practicing continuous process improvement. The implications for positive social change include the potential to provide small businesses and marginally-resourced organizations, such as churches and charitable organizations, with a beneficial value that contributes to positive economic activity in the local communities they support. The results are important because they extend constrained resources and organizational buying power for deliverables required by the recipient of the altruistic act.
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McNealy, Trenese LaShay. "Knowledge Management Practice Strategies in Project-Based Organizations." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3804.
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Companies globally have lost profit each year because of the lack of intra-organizational knowledge sharing. The purpose of this descriptive, multiple case study was to explore the knowledge management practice strategies that project management business leaders use to improve knowledge sharing in project-based organizations. Nine project management business leaders from 4 project-based organizations in metro Atlanta, Georgia completed individual Skype/phone semistructured interviews, and 5 project team members completed an in-person focus group discussion and an interview questionnaire. Knowledge management was the conceptual framework for this study, the basis for understanding the world around project management business leaders, and the implementation of knowledge management practice strategies for knowledge sharing. The individual interviews, focus group discussion, and interview questionnaire yielded the lived experiences of project management business leaders and the perceptions of project team members regarding knowledge sharing in their project-based organizations. The data were analyzed through data source triangulation and cross-case synthesis, which resulted in various themes such as communication, practices to overcome barriers, and a centralized resource center. The findings of this study may effect positive social change and the improvement of knowledge sharing by promoting the worth, dignity, and development of individuals, communities, organizations, cultures, or societies.
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Motil, Matthew M. "Project Duration, Budget, Individual Role, and Burnout Among Construction Managers." ScholarWorks, 2015. https://scholarworks.waldenu.edu/dissertations/759.
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Professionals who experience burnout are less productive and lead to decreases in both profitability and human resource (HR) capital. The purpose of this correlational study was to examine the relationship between construction project duration; project budget; an individual's role on a project; and Maslach's three dimensions of burnout, (a) professional efficacy, (b) emotional exhaustion, and (c) cynicism, for the target population of construction management team members working within the Midwestern United States. Using data from an online survey, a multiple linear regression analysis was used, along with a separate multiple linear regression model, to quantify the relationship of each dimension of the burnout syndrome with the independent variables. Results suggested that there was no statistically significant relationship between the independent variables and burnout, but statistical significance existed with project budget predicting the burnout dimension of cynicism F(2,136) = 6.395, p = 0.013, R2 = 0.05, suggesting that the larger the project budget, the more susceptible the individual to cynicism. Past research has found that increased levels of cynicism in project team members can lead to feelings of alienation and disengagement from the job role. The implications for positive social change include increased awareness of burnout within the construction context and potential modification of existing business practices and operating procedures to avoid employee burnout of project management team members. Business leaders expanding their understanding about predictors of burnout may lead to lower turnover and turnover intentions while increasing productivity and profitability of their organizations.
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Mizell, Carolyn. "QUANTITATIVE ASSESSMENT OF SOFTWARE DEVELOPMENT PROJECT MANAGEMENT ISSUES USING PROCESS SIMULATION WITH SYSTEM DYNAMICS ELEMENTS." Doctoral diss., University of Central Florida, 2006. http://digital.library.ucf.edu/cdm/ref/collection/ETD/id/4291.
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The complexity of software development projects makes estimation and management very difficult. There is a need for improved cost estimation methods and new models of lifecycle processes other than the common waterfall process. This work has developed a new simulation model of the spiral development lifecycle as well as an approach for using simulation for cost and schedule estimation. The goal is to provide a tool that can analyze the effects of a spiral development process as well as a tool that illustrates the difficulties management faces in forecasting budgets at the beginning of a project which may encourage more realistic approaches to budgetary planning. A new discrete event process model of the incremental spiral development lifecycle approach was developed in order to analyze the effects this development approach has on the estimation process as well as cost and schedule for a project. The input data for the key variables of size, productivity, and defect injection rates in the model was based on analysis of Software Engineering Laboratory data and provided for analysis of the effects of uncertainty in early project estimates. The benefits of combining a separate system dynamics model with a discrete event process models was demonstrated as was the effects of turnover on the cost and schedule for a project. This work includes a major case study of a cancelled NASA software development project that experienced cost and schedule problems throughout its history. Analysis was performed using stochastic simulation with derived probability distributions for key software development factors. A system dynamics model of human resource issues was also combined with the process model to more thoroughly analyze the effects of turnover on a project. This research has demonstrated the benefits of using a simulation model when estimating to allow for more realistic budget and schedule determination including an interval estimate to help focus on the uncertainty of early estimates.Ph.D.
Department of Industrial Engineering and Management Systems
Engineering and Computer Science
Industrial Engineering and Management Systems
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Hooper, Linda A. "Exploration of the Project Management Practitioner's Emotional Intelligence Competencies." ScholarWorks, 2011. https://scholarworks.waldenu.edu/dissertations/1103.
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The success rate of information technology projects is on a downward trend, with reported losses in the billions of dollars. Recent studies indicate a 50--56% project success rate based on quality, budget, and on-time criteria. Building upon the conceptual framework of the emotional intelligence and knowledge management theories, the purpose of this phenomenological study was to explore how project management practitioners apply self- and cultural-awareness competencies to affect project outcomes. Using a purposeful sampling method, 24 experienced U.S.-based project management practitioners participated in a web-based questionnaire. Following Giorgi's data reduction process resulted in numeric data coding. Thematic analysis revealed themes of (a) awareness and redirection of negative emotions, (b) cultural intelligence, and (c) balanced diverse teamwork. The findings from this research study support increasing awareness, training, and application of emotional and cultural intelligence competencies within the multidimensional knowledge-centric global business environment. Increased awareness and ability to use emotional and cultural competencies can lead to enhanced business outcomes. Improved people-based business practices may increase the economic stability for the organization, employees, and specifically the project management practitioner as a knowledge manager. Implications of social change from this study include increasing success of knowledge-based information technology solutions, expanding employment opportunities, and supporting socially-responsible integrated change.
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Oputa, Nkenamchi Benedict. "Project Managers' Strategies for Megaproject Success." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4669.
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In Africa, most oil and gas megaprojects exceed their original budget and time deadlines despite advancement in project management processes and systems. This study explored strategies project managers used for megaprojects' success in the oil and gas industry in Nigeria, from the perspectives of the owner and contractor organizations. Multiple case study design was utilized to collect data by asking open-ended questions in separate interviews with 4 project managers. Archival project data was also reviewed to eliminate information incongruences. The conceptual framework for the study is the contingency theory that there is no universal management structure for every project. The data analysis approach was thematic coding. Study findings from the data analysis were aggregated into 5 themes. The 1st, 2nd, and 3rd themes include the project managers' view of measures of megaproject successes, project managers' strategies for managing the business environment, and the strategies for achieving megaproject execution excellence. The 4th and 5th themes are the strategies for facilitating employee performance and the typical social change development and social change performance initiatives to benefit neighboring communities because of a megaproject. The conclusion from the evidences gathered is that megaproject success is contingent on the ability of the project manager to unravel and address complexity leveraging strategic leadership and systems thinking. From these findings, project managers from the client and contractor organizations may use, adapt, learn, refresh, and improve their project management skills. The significance of the study to positive social change from improving the success rates of megaprojects includes improvement in human capacity development and infrastructural additions that can facilitate economic growth in the region.
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Karimi, Hossein. "QUANTITATIVE ANALYSIS OF THE IMPACT OF CRAFT LABOR AVAILABILITY ON CONSTRUCTION PROJECT PERFORMANCE." UKnowledge, 2017. http://uknowledge.uky.edu/ce_etds/56.
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A shortage of skilled craft labor in the North American construction industry has been an unfortunate cyclic trend since the late 1980s. This shortage has been reported and discussed frequently by numerous past studies in the context of construction industry. The 2008 U.S. recession was at least one period when the craft shortage temporarily improved, as witnessed by spikes in construction unemployment rates above 20% due to the work slowdowns. However, the current economic recovery period is once again experiencing craft shortages in some sectors of the U.S. construction industry. Although the past literature provides wealth of information about influence of craft labor shortage on construction project, less attention has been given to quantifying the impact of craft labor availability on construction project performance. The primary contribution of this study to the body of knowledge is to fill the gap in existing literature by quantitatively modelling and elucidating the influence of craft labor availability on construction project performance as measured by safety, schedule, productivity and cost. Data from 97 construction projects completed in the U.S. and Canada between 2001 and 2014 were collected from two data sources. A number of t-tests and regression analyses were conducted in both databases to examine the significance of the influence of craft labor shortage on construction project performance. The primary analysis shows that projects that experienced craft shortages underwent significant higher growth in cost overrun, time overrun, safety incident and also lower productivity compared to projects that did not. Further analysis on two databases returned the following models: 1) a Poisson regression model that demonstrates a positive exponential relationship between increased craft worker recruiting difficulty and Occupational Safety and Health Administration (OSHA) Total Number of Recordable Incident Cases per 200,000 Actual Direct Work Hours (TRIR) on construction projects. 2) a statistically significant correlation between increased craft recruiting difficulty and lower project productivity and higher schedule overruns 3) a multiple regression models that demonstrate a relationship between increased construction cost overrun with two variables of increased actual cost and increased craft staffing difficulty. These models are intended to be used by project management team to perceive the risk that skilled craft labor variability poses on project safety, productivity, time, and cost performance. In addition, understanding the level of impact that craft shortages are having through robust statistical analyses is a first step in developing the motivation for industry leaders, communities, and construction stakeholders to address this challenge.
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McCarthy, Kristina L. "Cross-Project Knowledge Transfer Succession Planning for Family-Owned Businesses." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5223.
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When the owners of family-owned businesses leave the workplace, they can transfer ownership to the next generation; however, their knowledge of the business goes with them. There is a gap in the literature regarding effective ways to transfer family business resources and knowledge to subsequent generations. The problem was some small and family-owned businesses do not have detailed plans in place based on the needs of owners and the successor generation, with cross-project knowledge as part of the succession plan. The purpose of this nonexperimental study was to examine the relationships between the subscales of cross-project tacit knowledge transfer and to examine the generational differences in cross-project tacit knowledge transfer among small and family-owned businesses. The theoretical underpinning of the study was Argyris and Schön's organizational learning theory. Data from family business owners were collected through an online survey administered by SurveyMonkey, using purposeful sampling. Data (n = 233) were analyzed using a Spearman correlation matrix and Kruskal-Wallis tests. The findings indicated there were significant associations for seven of the 10 correlations between the subscales of cross-project knowledge transfer with each relationship being positive. In addition, the findings suggested that there were significant differences in cross-project knowledge transfer by age cohort. These findings may assist informed family-owned business owners with the complexities of succession planning, which may lead to the business being successful over more generations. This may allow the business to sustain its contribution to the local economy and help the community to prosper, leading to positive social change.
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Mack-Cain, Nina Michele. "Exploring Strategies for Early Identification of Risks in Information Technology Projects." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4651.
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Project managers must ensure risk management and business justification for their projects. Approximately, 53% of IT projects failed due to project managers not identifying risks early in the projects' lifecycle. The purpose of this single case study was to explore strategies IT project managers utilize to identify risks early in the project's lifecycle. The study population consisted of 5 lead IT project managers from a telecom company located in the Midwest region of the United States who had managed IT projects. The conceptual framework that grounded this study was the general systems theory. The data collection process involved semistructured interviews, a review of public documents, and member checking interviews to verify the authenticity of the participants' information. The data analysis process included the methodological triangulation, through interviewing and reviewing documents as well as using Yin's 5-step process for analyzing data to identify codes and themes. After the data analysis, the themes that emerged were self-development tools and risk identification (inputs, project tools and techniques, and output). The findings indicated it is crucial that the project team and all stakeholders who have an interest in the project continuously address risk management throughout the project's lifecycle. The implications for positive social change may help individuals understand risks better, interpret situations, and prevention of risk, which are essential to encourage economic inclusion, social protection, and environmental building.
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Von, Schleh Gregory Michael. "The Core Competencies Necessary for Global Information Technology Project Management." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4689.
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Global information technology (IT) project management organizations can create more value in their operations by presenting the core competencies possessed by global IT project managers (PMs) who are successful in their respective projects. The purpose of this multiple case study was to explore the core competencies and business strategies that IT PMs use to meet global IT project deadlines and budgets. This study involved 5 IT PMs from the Pacific Northwest (United States and Canada) who increased the quality of outsourced IT projects from 4 different companies. The data collection method included in-person semistructured interviews of participants and review of existing company data. Thematic analysis of data included the use of member checking to ensure that the results of this study accurately reflected the experiences of the participants. The conceptual framework that guided the research was organizational learning theory. Two major themes were uncovered during data analysis; the first was global IT project management barriers and reasons for failure, and the second was competencies and strategies for successful global IT project management. Additionally, 4 subthemes were identified: lack of communication and quality, issues with culture and time, mindful of cost and coordination, and cultural awareness and communication. This study shows how successful IT projects benefit organizations and society with better products and services at lower costs. The findings may assist IT PMs in applying core competencies and business strategies to manage global IT projects to meet project deadlines and proposed budgets, which may, in turn, help companies contribute to corporate social responsibility efforts through improvements in ethical standards and international norms.
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Udom, Albert. "Virtual Team Success: The Impact of Leadership Style and Project Management Experience." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4025.
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The ability of project managers to effectively lead virtual teams is an important factor in the teams' success. Since the 1990s, organizations' use of virtual teams to plan and execute projects has increased, yet virtual teams continue to have high failure rates. The purpose of this correlational study was to examine whether a relationship exists between leadership styles, years of project management experience, and success of virtual teams. I used the path-goal theory of leadership as the theoretical framework for this study. A nonpurposive random sample of 160 project managers in the San Francisco Bay Area who had obtained the Project Management Professional-® designation issued by the Project Management Institute completed an online survey. Multiple regression was conducted to determine whether a statistically significant relationship existed among variables. The results of the regression analysis were statistically significant, F(2, 142) = 39.21, p = .000, R2 = .35, indicating that a combination of leadership style and project management experience can predict success of virtual teams. Leaders of organizations can use the findings of this study in training virtual team leaders. The findings may contribute to social change in organizations that use or plan to use virtual teams in their operations. Team leaders can apply the findings in developing virtual team management strategies. Effective management may reduce the failure rate of virtual teams, which could lead to higher job satisfaction and employee retention among team members, increased employment opportunities, increased urbanization and gentrification of local communities, and reduced flight of capital. Effective management of virtual teams could thus support socioeconomic empowerment and a higher standard of living in local communities and improve knowledge and tolerance of cultural and geographic diversity.
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Reaves, John. "A Study of Groupthink in Project Teams." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5033.
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Project teams advance a common goal by working together on projects that require a diverse set of skills and are difficult for 1 person to complete. In this study, there was an exploration of the antecedents to groupthink in project teams from the perspectives of project managers. Many companies use project managers to complete critical objectives; avoiding groupthink is crucial to their success. The purpose of this research was to understand why project teams are susceptible to groupthink and what precautions managers can take to avoid it. The conceptual framework utilized in this study was Janis' concept of groupthink, which is reaching consensus without adequate examination of ideas. The study was a qualitative, phenomenological design involving semistructured phone and face-to-face interviews with 16 project managers from a variety of industries with at least 10 years of experience and who hold a project management professional designation. The main research question was: how does groupthink occur and how can project managers mitigate the adverse consequences of groupthink? Data analysis consisted of open sentence analysis and axial coding of patterns in the data using NVivo 11. The key research finding was that project managers with more experience are better at mitigating groupthink. Project managers expressed that groupthink can lead project teams to advance flawed decisions that may cost people their jobs or result in loss of life. This study may affect positive social change by preventing flawed decisions that could adversely impact society. Future researchers should explore possible ways that project managers can develop strategies that can identify and prevent groupthink from occurring.
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Podolak, David. "Application of Critical Chain Project Management to the Production Part Approval Process." TopSCHOLAR®, 2019. https://digitalcommons.wku.edu/theses/3153.
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Daicel Safety Systems Americas, INC has traditionally utilized various methods to manage project completions including the Critical Path Method (CPM). Though these methods have led to successful project completions, they often come with adverse effects. Due to the amount of literature and advancement in the project management discipline, alternative options such as Critical Chain Project Management (CCPM) have gained popularity. CCPM seeks to perfect the CPM approach by recognizing resource constraints and the critical chains dependency on them while safeguarding completion dates with buffers. CCPM offers project managers an option to remove resource inefficiency and stalling while meeting deadlines.
The goal of the thesis was to address the validity of CCPM to complete a Production Part Approval Process (PPAP) for a product line addition. The submission was timely due to risk management purposes and manufacturing flexibility. Because of past project history with CPM and the need to advance into a more reliable method, the results of the CCPM approach were heavily analyzed. The project outcome indicated that CCPM offers a viable solution to timely target schedule completions.
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Shamp, Paul. "Scheduling Strategies for Construction Project Managers Toward On Time Delivery." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4022.
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Construction management projects involve complex, dynamic environments resulting in uncertainty and risk, compounded by demanding time constraints. Research indicated project managers have struggled to identify best practices for scheduling construction projects via critical path methodologies while searching for tools to increase timely job completions and budget profits. The purpose of this single case study was to explore the strategies that construction project managers used to manage scheduled construction project delivery on time. The constructivist philosophical worldview was used as the framework for this study. Data were collected from semistructured interviews from 7 project managers from 5 different construction companies selected via purposive sampling throughout Florida. All project managers had at least 15 years of experience and multiple construction projects with managing scheduled project deliveries. Three themes emerged through thematic analysis: project, time delay, and cost. A construction project can have many variables that project managers cannot control such as the issue of on-time scheduling. Project managers identified that a project could be within the budget or cost set for the project and still be on time and go over budget or be within budget and not meet schedule. No broad support was found for agile project management, and no confirmation could be made that principles of philosophical theories were critical for project success. Implications for a positive social change result in creating new jobs during and after construction, bringing new individuals to neighborhoods, schools, and area businesses.
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Hansson-Vazquez, Lisa Annika Christin. "Strategies Certified Project Management Professionals Use to Prevent Counterproductive Behavior." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/6038.
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Project managers who fail to apply strategies to prevent counterproductive work behavior in information technology projects could negatively affect users, budget costs, timelines, or projects. The purpose of this multiple case study was to explore strategies that project managers used to prevent counterproductive work behavior that put project success at risk. Social learning theory was the conceptual framework for this study. Data were collected through document review of published Project Management Institute (PMI) material as well as semistructured interviews with 10 project managers who were members of a PMI chapter in the southeastern United States, and who held a project management professional certification or an agile certified practitioner certification. Data were analyzed using Yin's methodology and consisted of transcribing, organizing, and coding the interview data, as well as triangulating the interview data in relation to the PMI literature. Five themes emerged from the data: (a) participant communication, (b) proactive planning, (c) personal impact, (d) participant engagement, and (e) issue management. The implications of the study for positive social change include the potential to increase the occurrence of conflict-free and healthy project environments, which could lead to satisfied and motivated project participants resulting in productive and engaged members of the community.
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Chan, Che-san Teresa, and 陳芷珊. "Water management in China: the quantitative and qualitative approaches in the eastern route of the south to northwater diversion project." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2013. http://hub.hku.hk/bib/B50702889.
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Williams, Andrew Stephen. "Effective Stakeholder Management Strategies for Information Technology Projects." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4580.
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Information Technology (IT) projects have become critical to business strategy. However, one major issue is that, historically, IT projects have high failure rates, with scholars asserting that ineffective stakeholder management strategies were a major factor for project failure. The purpose of this multiple case study was to explore strategies IT executives use for managing IT project stakeholders by exploring the experiences of 2 CIOs and 4 IT directors in two multinational companies, based in Switzerland. Stakeholder theory was the conceptual framework for this study. Data were collected through semistructured interviews and company documentation, and analyzed using Yin's 5-step data analysis process to identify and code themes. Five main themes emerged from the data analysis: organizational culture, organizational maturity, leadership, competencies, and post-implementation reviews. The results of this study revealed the importance for leaders to articulate business strategies enabling stakeholders to have a common perspective on project objectives, and to act as a foundation upon which IT executives can create effective stakeholder management strategies. Results indicated that the deployment of effective stakeholder management strategies was dependent on several factors, including organizational culture, leadership style, competencies, and organizational maturity. Findings may contribute to positive social change by encouraging effective stakeholder management to improve knowledge sharing, individual and team motivation, management across cultural boundaries, and stimulate a culture of social responsibility and sustainability.
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Nassif, Jamal. "The Role of Project Leadership in Global Multicultural Project Success." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4240.
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Global projects have a high failure rate, with many project failures attributed to lack of effective leadership. A knowledge gap about leadership requirements and complexities in a global project management environment has increased the risks in global projects. The problem is evident in the increasing project failure rate and the struggling national strategies in the oil and gas industry in the Arabian Gulf Cooperation Council (GCC). The purpose of this study was to explore the role of leadership in project success and adaptation complexities in GCC. The conceptual framework consisted of complex adaptive systems and contingency theories. A qualitative approach was used to capture common understandings of project leaders' role and the opportunities and challenges in a multicultural global project environment. Personal interviews were conducted with 25 participants from the oil and gas industry in GCC who were selected using a purposive sampling method. Six themes emerged from an exploratory and comparative analysis, including: adaptable project structure with team and environment dynamics; leadership role and the impermanent multicultural environment; project success definition and the success criteria; aligned performance and governance systems; changing organizational strategy; and team building and the project complexity management. Based on study findings, a framework was created for leading 4 organizational processes in global projects, which includes the environment, team building, leadership selection, and setting of project success criteria. Higher efficiency in leading these processes may contribute to positive social change and support practitioners to promote a project environment for active knowledge integration.
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Bidaud, Alexis, and Dimitri Descroizilles. "What are the incentives that most motivate project team members working within high uncertainty context? : A quantitative study on the use of incentives in projects." Thesis, Linköpings universitet, Företagsekonomi, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-176785.
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Incentives that efficiently motivate employees are crucial to any successful organization.The aims of this research are to find out the most frequently used incentives as well as the most motivating ones for projects team members working within high uncertainty context. The following paper is composed of four main parts. First, the theoretical framework explores the different theories on incentives such as the agency and self-determination theories, as well as the different types of incentives. Also, it covers theories on uncertainty and its implications on projects.Then the thesis quantitative methodology has been developed. Thereafter, a quantitative study has been conducted using a web-based questionnaire and addressed to 89 project team members working in the IT sector, in France. Finally, a discussion part includes our findings in relation to the theory.The results from our study have shown different tendencies in terms of incentives’ frequency of use and their motivational impact. “Autonomy at work”, “Flexible hours” and “Participation in decision making” are the three most frequently used. In terms of motivation, “Participation in decision making”, “Group training program” and “Autonomy at work” are the most impactfulfor project team members working within high uncertainty context.
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Hernández, García Elimay Gabriela, and Ayala Daniel Alonso Saldaña. "Procedimiento de evaluación de riesgos enfocado a identificar y mitigar desviaciones que impacten la utilidad en proyectos de construcción empleando la técnica de Simulación Monte Carlo (SMC)." Bachelor's thesis, Universidad Peruana de Ciencias Aplicadas (UPC), 2020. http://hdl.handle.net/10757/652616.
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De acuerdo con Gordillo (2014), la mayoría de los proyectos de construcción en el Perú no desarrollan una adecuada gestión de sus riesgos desde la etapa de licitación lo que conlleva a importantes falencias durante la elaboración de estimaciones de costo y a una toma de decisiones carentes de una visión integral del proyecto ocasionando el incumplimiento de los objetivos de costo. Como consecuencia, se presenta una afectación directa de la utilidad planteada e importantes fondos para las empresas que, a su vez, afectan su reputación en el mercado y desincentivan a los stakeholders a invertir en nuevos proyectos.
La presente investigación propone un procedimiento de evaluación de riesgos enfocado a identificar y mitigar desviaciones que impacten la utilidad en proyectos de construcción empleando la técnica de Simulación Monte Carlo (SMC), elegida por su alta capacidad de procesamiento de datos y practicidad de aplicación.
El procedimiento se compone de cinco procesos: la Identificación de Riesgos, para identificar y documentar los riesgos; Análisis Cuantitativo, para la modelación empleando la técnica SMC; Planificar la respuesta a los riesgos; Controlar los riesgos durante la ejecución; y Actualizar los activos de la organización propuestos como la Estructura de Control de Costos (ECC), el Registro de Ratios de Costos (RRC), el Registro de Lecciones Aprendidas (LLAA) y un Risk Breakdown Structure (RBS), los cuales permiten un manejo adecuado de la información histórica de costos y riesgos.
El procedimiento elaborado fue validado a través de juicio de expertos por profesionales especializados para aumentar la base de conocimientos de un área poco desarrollada como es la gestión de riesgos en el país.According to Gordillo (2014), most construction projects in Peru does not apply an adequate risk management since its bidding phase which leads to important deficiencies during the cost estimating and decision-making processes impacting the achievement of the project cost objectives. As a result, expected profits and funding for the contractor company are affected which, at the same time, detriments its reputation and discourages stakeholders to invest in new projects. This investigation proposes a risk evaluation procedure focused on identifying and mitigating cost variances that can impact construction project profits by using the Monte Carlo Simulation technique, selected by its high capacity data processing and application practicality. The procedure is composed by five main steps: Identify risks; Quantitative Risk Analysis, modeling risks by using the Monte Carlo Simulation technique; Plan Risk Responses; Control Risks during construction; and Update proposed organizational assets such as the Cost Control Structure, Cost Ratio Register, Learned Lessons Register and Risk Breakdown Structure (RBS). These assets allow to perform an adequate cost and risk information management. This procedure was validated through expert judgement by professionals specialized in risk evaluation and computerized tools. The proposal contributes to expand the knowledge of an area as risk management in the country.
Tesis
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Pelican, Ullice John. "Strategies of Successful Government IT Projects Based on Cost and Time." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5400.
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From 2001 through 2015, some information technology (IT) project managers failed to deliver U.S. Government IT projects on time and within budget. The failure of IT project managers to complete projects on time and within budget provoked the U.S. Government Accountability Office to classify IT projects as high risk. This multiple case study explored strategies government contracted IT project managers use to reduce cost overruns and improve on-time delivery. The participants in this study were government contracted IT project managers from organizations that provide IT project management in the Maryland area. Employing purposeful sampling of the explicit population, 5 selected participants from 5 firms provided data. The conceptual framework for this study was the actor-network theory. Data were collected and triangulated from 5 semistructured interviews and business documentation. Yin's 5-step data analysis process resulted in the emergence of multiple themes. The emergent themes included clearly defined requirements, monitor and control, and demonstrated leadership. As more government organizations realize the benefits of IT project success strategies, funding may become available for leaders to advance additional positive social change projects in various communities. IT project managers may implement the practical strategies found within this study to improve the outcome of their government contracted IT projects.
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Smith, Verna-Kay. "The Challenges of Virtual Leadership Affecting Project Delivery in the Public Sector." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/6280.
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Leaders of the U.S. government and U.S. organizations continue to seek information to mitigate risk and improve project deliverables in virtual environments. The problem addressed in this study was the rapid growth of technology in virtual workplaces that causes organizational leaders to concentrate on infrastructure and technology. The purpose of the exploratory case study was to understand the challenges virtual leaders encounter in the government environment that affect project delivery. The research questions were designed to examine the challenges virtual team leaders encounter while maintaining their roles and responsibilities to complete a project successfully in a timely manner. The theory of constraints was the framework used to address the problem of virtual leaders who struggle to complete project deliverables. Data were collected from 11 government virtual leaders via an online anonymous questionnaire and were triangulated via a reflective journal and notes from a checklist filled out by the participants who reviewed their own virtual team documents, logs, and recordings that served as firsthand knowledge. Data analysis led to several patterns and themes including communication, trust, and collaboration challenges for virtual leaders. Organizational leaders can use this study's findings to develop efficient and effective ways to engage with virtual leaders to achieve effective project deliverables and impact change in virtual environments in the 21st-century workplace.
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Afolabi, Jonathan Olubunmi. "Initiating Factors Affecting Information Systems Project Success." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/4706.
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Information systems (IS) projects are complex and costly, but only a 3rd of IS projects are successful; the Standish Group reported that 32% of IS projects were successful in 2012. Although investments in research have led to improvements in practice, there is a general perception that management failures are responsible for the low rate of IS project success. The effects of initiating factors on project outcome had not been sufficiently explored; few IS researchers have explored the initiation phase. The purpose of this grounded theory study was to explore project initiation factors, including relational, as well as decision-making aspects, and how they might be addressed to enhance the possibility of success. The research questions were oriented at identifying key initiation factors, how they might be managed to promote project success, and how decision-making factors at initiation might facilitate project success. A conceptual framework consisting of chaos theory and Ashby's law of requisite variety was used. Purposive and snowballing sampling techniques were used, and 24 IS managers and project managers were interviewed. A 3-stage data analysis approach was used and included open coding, focused coding, and theoretical coding. Key themes identified included project governance and management, as well as stakeholder engagement. The emergent theory of IS project initiation indicated that the factors represented by the themes must be identified during initiation but implemented throughout the project lifecycle to ensure project success. Positive social change may be realized as IS managers, and project managers apply the findings and recommendations to achieve project success and avoid costly failures thus benefiting both companies and customers.
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Foote, Alan Richard. "Exploring Knowledge Management Models on Information Technology Projects." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2028.
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One way an organization manages the knowledge of its people is in information technology (IT) projects. Organizations develop IT projects for many socially responsible reasons, including improved health care services and better community services. IT projects do not always achieve the goals of the organization when the knowledge of the stakeholders is not managed for these objectives. For this study the purpose was to address the use of knowledge management (KM) in project management (PM) to improve the success of IT projects in achieving the organizational goals. The research questions were based on KM including its tools and techniques to improve the success rate for IT projects. The conceptual framework included the project knowledge management (PKM) model, which helped identify the knowledge sharing in IT software projects for a local insurance company in Baltimore, Maryland. Interview data were collected from 26 IT project stakeholders about KM in PM. Analysis revealed 4 themes of managing knowledge in the requirement process, code development process, testing process, and the helpdesk process for the success of the IT project. Each of the 4 processes used different KM repositories and face-to-face tools. Improving the rate of successful IT projects benefits organizations and society with better products and services for lower costs. This study may affect social change by providing information for managers of other organizations about achieving success of their IT projects.
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Mackey, Vanessa Lajuan Ruth. "Communication Constructs That Influence Information Technology Project Failure." ScholarWorks, 2015. https://scholarworks.waldenu.edu/dissertations/395.
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Ineffective communication behavioral constructs in the workplace that lead to information technology (IT) project failure and in some cases organization failure are increasingly becoming a management concern. Despite this trend, there is little research on the communication behavioral constructs that contribute to IT project failure rates. The purpose of this phenomenological study was to explore the lived experiences of business analysts, programmers, and programmer analysts pertaining to the behavioral constructs associated with effective and ineffective communication. The research questions addressed these behaviors from a conceptual framework based on communication theory, organizational information processing theory, and critical social theory. This framework guided data collection using electronic interviews of a snowball sample of social media participants. Data were coded using open and axial techniques, analyzed for themes and patterns, and member checked to bolster trustworthiness. Findings included 10 communication behavioral constructs that influence communication in IT software development teams. Included in the findings were potential options for improving communication among end users, management, programmers, and other employees. Recommendations to improve communication among stakeholders included involvement of the correct stakeholders, clear project requirements, frequent communication, active listening, and feedback. Other recommendations were stakeholder education and training, and knowledge of goals and processes. Implications for positive social change could be realized by using the findings to improve the way communication is addressed, shared, and implemented to reduce IT project failure for stakeholders.
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Rathbun, Joseph. "Strategies for Successfully Managing Organizational IT Projects." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5587.
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Over 70% of information technology (IT) projects in large organizations in the United States run over budget or fail to reach completion primarily due to a lack of effective strategies. The purpose of this single case study was to explore strategies that IT project managers used to successfully complete IT projects. Hersey and Blanchard's situational leadership theory was the conceptual framework. Purposive sampling method was used to identify 2 successful IT project managers in Central Texas. Data gathered from semistructed interviews and collected from publicly available documents were analyzed using coding techniques, constant comparison, and key word phrases. Member checking enhanced the credibility of the interpretations of participant responses. Two themes emerged from data analysis: good customer focus and providing a standard IT project methodology. Findings may be used to improve IT business managers' competence and sustainability, increase business incomes, provide a better quality of life for employees and their communities, and benefit the U.S. economy.
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Saxton, Dominic Martinelli. "Relationship Between Software Development Team Structure, Ambiguity, Volatility, and Project Failure." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/6277.
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Complex environments like the United States Air Force's advanced weapon systems are highly reliant on externally developed software, which is often delivered late, over budget, and with fewer benefits than expected. Grounded in Galbraith's organizational information processing theory, the purpose of this correlational study was to examine the relationship between software development team structure, ambiguity, volatility and software project failure. Participants included 23 members of the Armed Forces Communications and Electronics Association in the southeastern United States who completed 4 project management surveys. Results of multiple regression analysis indicated the model as a whole was able to predict software project failure, F(3,19) = 10.838, p < .001, R2 = 0.631. Software development team structure was the only statistically significant predictor, t = 2.762, p = .012. Implications for positive social change include the potential for software development company owners and military leaders to understand the factors that influence software project success and to develop strategies to enhance software development team structure.
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Aggor, Kenneth Kwame. "Relationship Between Budget and Project Success Factors in the Ghanaian Building Construction Sector." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4345.
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In developing countries, 60% of project management professionals appear to lack knowledge that timely completion, budget fidelity, and high quality are critical success factors for completion of construction initiatives. Based on the theories of iron triangle, accident causation, scientific management, and strategic management, the purpose of this correlational study was to examine the relationship between project budget and the independent variables of time, quality, safety, environmental impact, and site disputes in the Greater Accra Region of Ghana. One hundred and sixteen project managers, randomly selected from the population of construction professionals in the Greater Accra Region of Ghana, completed the survey entitled the Six Key Performance Indicators developed by Ngacho and Das (2014). The results of the multiple linear regression analysis indicated a weak positive correlation exists between the independent variables (time, quality, safety, environmental impact, and site disputes) and project budget, F(1, 114) = 37.08, p < 0.001. Time recorded the highest beta (β = .50) followed by site dispute (β = .29), environment (β = .22), quality (β = .06), and safety (β = .04). Attention to key performance indicators associated with time, dispute, and environmental impact could improve project outcomes in the Ghanaian construction sector. The study findings could be useful to improve the quality of projects and may benefit the lives of professionals and community members in the area.
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Owen, Trevor James. "Financial Performance Outcomes Following System Replacement in the Insurance Industry." ScholarWorks, 2015. https://scholarworks.waldenu.edu/dissertations/1547.
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Enterprise system replacement projects within the property and casualty insurance industry are costly, high-risk undertakings that carry a significant risk of project failure. The decision to replace policy administration systems for companies with over $250 million in direct written premium is a multimillion dollar investment for corporate strategic decision makers. This study examined the financial impact of enterprise policy administration system replacement in the property and casualty insurance industry by comparing financial performance results for companies that performed policy administration system replacements with those that did not. Insurance industry financial results for the years 2009 through 2014 were used for the analysis and examined in a quantitative quasi-experimental study using repeated measures MANOVA with 6 levels for US companies with over $250 million in 2009 direct written premiums. This analysis showed that enterprise system replacement was not financially significant for revenue growth or operational efficiency. This finding suggests that system replacement should not be used as a financial growth strategy for organizations, although other justifications for system replacement may make replacement beneficial. Additional research is recommended to determine whether financial performance gains seen in 2014 for companies performing system replacements carry into future years, or whether particular companies with positive performance results following system replacement employed strategies that could be generalized across the industry. This study promotes positive social change by informing sound financial decision making and investment by insurance companies, thereby improving their financial health and stability.
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Kuehn, Susan. "Exploring U.S. Business Leaders' Strategies for Enhancing Team Communication." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2410.
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Many senior project managers (PMs) and other business leaders lack effective strategies for enhancing communication among their team members, thereby reducing profitability and organizational cohesion. The purpose of this exploratory case study was to explore communication strategies used by 22 PMs who were members of a project manager professional (PMP) association in Colorado, with 5 or more years of relevant experience and who worked at a leading technology company recognized for its effective PM communication strategy for enhancing business-team communication. The conceptual framework for this study was built on interpersonal, mass communication and profound leadership theories. PMs were interviewed, and those interviews were audio taped and transcribed. Transcripts were then analyzed based on a process of theory development and emergent themes comparison and combination. Member checking and review of interview transcripts strengthened the dependability and reliability of the final interpretations. Several emergent themes were identified, relating to standardized project communication strategy, project team building, and emotional intelligence (EI). The findings from this study may influence positive social change by helping managers promote more efficient communication strategies within their business organizations. Implications may include an increase in jobs, capital investments, vibrant economic sustainability, and new business opportunities. By implementing a standardized project communication strategy, team building, and EI, PMs can enhance project communication.
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Angus, Gail Pamela. "The effects of school-wide positive behavior interventions and supports on student achievement and other outcomes." CSUSB ScholarWorks, 2011. https://scholarworks.lib.csusb.edu/etd-project/1805.
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The purpose of this study is to determine the effects of school-wide positive behavior interventions and supports (SWPBIS) on student academic performance and other outcomes. The participants in the study are eight middle schools from an urban Southern California school district that were mandated to implement SWPBIS in 2005.
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Kubíček, Jan. "Risk Management Support System." Master's thesis, Vysoké učení technické v Brně. Fakulta informačních technologií, 2010. http://www.nusl.cz/ntk/nusl-237268.
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The work provides theoretical base of project management. It describes the current approach to project management as a combination of multiple processes. The process of risk management is described with special care. It also discuss some of the different approaches to risk management. \\ The work suggests new way of handling risk management, that combines risk management and data mining. Data mining approach is also used to mine quantitative risk values. This approach was successfully implemented and tested. Tests showed that this approach is very useful for omitted risk identification. Unfortunately it is also not recommendable for mining quantitative risk values.
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Sjoberg, Sandra. "A Social Capital Perspective on Projects: Measuring the Unobservable Using Structural Equation Modeling." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2622.
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Project leadership requires a diverse blend of technical and behavioral skills. Researchers have focused on the technical aspects of project management, leaving a void in understanding the behavioral skills of project leadership. The purpose of this correlational study was to gain insights into the behavioral aspects of projects by understanding the social capital and knowledge integration abilities of project leaders. Nahapiet and Ghoshal's social capital definition and its structural, relational, and cognitive attributes form the basis for the social capital theory constructs used in this study. The focus of the research questions was on the relationship of social capital to knowledge integration and project success. A self-designed survey (α = .925) was used to measure the latent variables of a project leader's social capital and knowledge integration abilities on the observed variable of project success. Survey research, conducted using a sample of project management professionals (N = 108), elicited project members' perceptions on the behavioral aspects of project leaders. Structural equation modeling validated that knowledge integration assists in achieving project success and that 2 types of social capital, structural and relational, have a significant influence on knowledge integration. Structural social capital has a positive effect, and relational social capital has a negative effect. The findings indicated that project management professionals need not only technical skills, but also behavioral skills. Having project leaders with the right blend of competencies will improve project success rates, affecting social change by enabling organizations to achieve greater economic benefits from better understanding the behavioral aspects of project teams.
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Moy, Mae. "Evaluating Federal Information Technology Program Success Based on Earned Value Management." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2075.
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Despite the use of earned value management (EVM) techniques to track development progress, federal information (IT) software programs continue to fail by not meeting identified business requirements. The purpose of this logistic regression study was to examine, using IT software data from federal agencies from 2011 to 2014, whether a relationship between schedule variance (SV), cost variance (CV), and actual cost (AC) could predict the success of IT software program, as operationalized by meeting the identified business requirements. The population of interest was 132 IT software programs developed between 2011 and 2014 for federal agencies. The sample source was an archival database located at ITdashboard.gov. The theoretical framework for the study was earned value (EV) project management theory. The EV project management theory is a project performance measurement system that involves integrating cost, schedule, and performance elements for planning and control. EVM contributes to project success by providing early warnings when programs deviate from cost and schedule plans. This study found that only SV was significant (SV days, p = .002). The null hypothesis was rejected, suggesting that a relationship exists between IT program success and the SV, CV, and AC. This study may contribute to social change by increasing the program managers' understanding of EV in federal project management and by decreasing federal spending through successful programs and more cost-efficient use of taxpayers' money.
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Griffis, Brent Patrick. "Multi-Criteria Decision Modeling for Best Value Selections in Target Value Design Integrated Project Delivery." DigitalCommons@CalPoly, 2014. https://digitalcommons.calpoly.edu/theses/1729.
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Integrated Project Delivery (IPD) combined with Target Value Design (TVD) is a better way to deliver value for the client than traditional guaranteed maximum price (GMP) methods. With traditional GMP delivery methods, the interests of the parties are often at odds. The goal of IPD is to align all party interests in order to achieve a win-win scenario. Due to the aligning nature of IPD and the fact that each party’s success is dependent on achieving the project objectives as a whole; a non-biased, transparent, decision-making process is necessary in order to deliver the project objectives within the constraints of the TVD. Thus delivering the expected value for the client and ensuring that all parties achieve project success. The need for this transparent decision-making process is compounded by the fact that a “target” based system rapidly declines to a less than optimal state if there is no unbiased decision-making process in place. If we treat the entire lifespan of a project as the complex system that it is, we can begin to take advantage of the hierarchical nature of complex systems. The goal of this paper is to show that by modeling the life span of a project through a multi-criteria decision making model, built on a hierarchical framework will allow you to find a non-inferior solution to your TVD. I’m proposing to use Hierarchical Holographic Modeling (HHM) as the framework for an Analytical Hierarchical Process (AHP) multi-criteria decision-making model complete with post-optimality analysis as the preferred project management method.
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Cabral, Braulio J. "Exploring Factors Influencing Information Technology Portfolio Selection Process in Government-Funded Bioinformatics Projects." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2957.
Full textAbstract:
In 2012, the National Cancer Institute's (NCI) Board of Scientific Advisors (BSA) conducted a review of the Center for Biomedical Informatics and Information Technology's (CBIIT) bioinformatics program. The BSA suggested that the lack of a formal project selection process made it difficult to determine the alignment of projects with the mission of the organization. The problem addressed by this study was that CBIIT did not have an in-depth understanding of the project selection process and the factors influencing the process. The purpose of this study was to understand the project selection process at CBIIT. The research methodology was an exploratory case study. The data collection process included a phenomenological interview of 25 managers from program management, engineering, scientific computing, informatics program, and health sciences. The data analysis consisted of coding for themes, sensitizing, and heuristic coding, supported by a theoretical framework that included the technology acceptance model, the program evaluation theory, and decision theory. The analysis revealed the need for formal project portfolio governance, the lack of a predefined project selection process, and that the decision-making process was circumstantial. The study also revealed six major themes that affected the decision-making process: the CBIIT mission, the organizational culture, leadership, governance, funding, and organizational change. Finally, the study fills the gap in the literature regarding the project selection process for government-funded initiatives in information technologies. This study may contribute to positive social change by improving the project selection process at CBIIT, allowing for the effective use of public funds for cancer informatics researchers.