To see the other types of publications on this topic, follow the link: The offshore project success model.
Journal articles on the topic 'The offshore project success model'
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the top 50 journal articles for your research on the topic 'The offshore project success model.'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.
1
Haried, Peter, and Chun-Lung Huang. "Managing International Information Technology Project Relationships." International Journal of Information Technology Project Management 5, no. 2 (April 2014): 1–13. http://dx.doi.org/10.4018/ijitpm.2014040101.
Full textAbstract:
Many organizations in recent years have adopted an offshore model to deliver most or part of their information technology needs. While offshoring can be associated with significant cost savings and implementation benefits, it can also be a challenge to effectively manage the international client-vendor relationship. Thus, it is argued that the effective management, coordination and structuring of the international client-vendor relationship is critical to project management success. In this paper an agency perspective is applied to examine the management of international client-vendor relationships in offshore information technology (IT) projects. This paper synthesizes key relational findings from eight offshore IT projects consisting of 29 client interviews. The authors' findings suggest that the relational tenets of agency theory (shirking, privately held information, task programmability and monitoring) play key roles in successfully managing international project relationships. Based on the findings, propositions are presented to guide future offshore IT project research and organizations to successfully manage and structure their client-vendor relationships.
2
Remus, Ulrich, and Martin Wiener. "The Amount of Control in Offshore Software Development Projects." Journal of Global Information Management 20, no. 4 (October 2012): 1–26. http://dx.doi.org/10.4018/jgim.2012100101.
Full textAbstract:
Prior research has focused on factors influencing the choice of controls in traditional project settings. Building on this research, this paper investigates the amount of control—defined as the variety and intensity of control mechanisms—in offshore software development projects. Using a comparative case study approach, the authors put forward eight propositions regarding the factors that influence the amount of control and its dynamics. Their results not only confirm existing findings, such as the predominance of formal controls and the negative effect of trust on the amount of formal control, but also contribute with new findings. For instance, they were able to identify particularly high levels of control in projects with high task complexity and/or high offshore team involvement as well as intensive use of formal (outcome) control in high volume and strategically important projects. The authors’ empirical findings are integrated in a conceptual model that leads to a better understanding of the antecedents of the amount of both formal and informal controls. In contrast with previous studies, their findings do not support the notion that the amount of control is directly related to project success.
3
Pardo Sempere, Loreto, and José Javier Rodríguez Alcaide. "El valor de la flexibilidad en la valoración de inversiones acuícolas." Economía Agraria y Recursos Naturales 5, no. 10 (October 23, 2011): 107. http://dx.doi.org/10.7201/earn.2005.10.06.
Full textAbstract:
The loud initial investments that are necessary to start aquaculture activities, united to the so expanded period of the cycle of production and to the risk that this activity entails, are situations that appoint the future of the activity whose continuity requires necessarily of its economic viability. For it, it is important to pay attention to those studies that justify this economic viability capturing important aspects such like the managerial flexibility or the strategic value embedded in each project of investment, often perceived as critical success factors. From this perspective, it shows the need and the opportunity of this investigation, based on the application of Real Options method to value projects, considering the value of the strategic options embedded in them and that traditional discounted cash flow models does not capture. In short it is applied to a project of investment in a sea bream Sparus aurata offshore fish farm. After the election of the model of cage, the project was valued considering the strategic options to delay or abandon the project according to the events along 10 years. This valuation allowed concluding that the project is highly viable, considering the option to delay from only upon the 9th year analysis, if the preceding years are always unfavourable, being its probability very low. The option to abandon does not have value in this project of investment.
4
Rahman, Hanif Ur, Mushtaq Raza, Palwasha Afsar, Abdullah Alharbi, Sultan Ahmad, and Hashym Alyami. "Multi-Criteria Decision Making Model for Application Maintenance Offshoring Using Analytic Hierarchy Process." Applied Sciences 11, no. 18 (September 14, 2021): 8550. http://dx.doi.org/10.3390/app11188550.
Full textAbstract:
The phenomenon of Global Software Development (GSD) has attracted the interest of businesses all over the world. It brings together partners from various national and corporate cultures to develop applications with numerous advantages, including access to a vast labor pool, cost savings, and round the clock growth. GSD, on the other hand, is technologically and organizationally diverse and poses a number of obstacles for the development team, such as geographical distance, cultural differences, communication and language barriers. Global services are provided by selecting one of the suitable global delivery options, i.e., the onshore model, nearshore model or offshore model. Experts typically choose one of the models based on the nature of the project and the needs of the customer. However, the vendors and clients lack an adequate decision support system that can assist them in making suitable sourcing decisions. Therefore, the current study presents a Multi-Criteria Decision Making (MCDM) model for offshore outsourcing decisions of application maintenance. To achieve our target, two systematic literature reviews were conducted that explored a list of 15 influencing factors. The identified factors were further evaluated in the outsourcing industry by performing an empirical study that resulted in a list of 10 critical success factors. We propose a sourcing framework based on the critical success factors that can assist decision makers in adopting a suitable sourcing strategy for the offshore outsourcing of application maintenance. In order to further enhance the decision-making process, the MCDM model is developed based on the Analytic Hierarchy Process (AHP). The MCDM model is evaluated with three case studies in highly reputable international companies, including IBM Stockholm, Sweden, Vattenfall AB, Stockholm, Sweden and a London based company in the United Kingdom. The outcomes of these case studies are further reviewed and validated by the outsourcing specialists in other firms. The proposed model is used as a decision support system that determines the ranking of sourcing alternatives and suggests the most suitable option for application maintenance offshoring.
5
Li, Ming, Kefeng Liu, Ren Zhang, Mei Hong, and Qin Pan. "Using the Cloud-Bayesian Network in Environmental Assessment of Offshore Wind-Farm Siting." Mathematical Problems in Engineering 2019 (July 18, 2019): 1–15. http://dx.doi.org/10.1155/2019/9710839.
Full textAbstract:
Offshore wind energy has become the fastest growing form of renewable energy for the last few years. And the development of offshore wind farms (OWFs) is now characterized by a boom. OWF siting is crucial in the success of wind energy projects. Therefore, this paper aims to introduce intelligent algorithms to improve the siting assessment under conditions of multisource and uncertain information. An optimization macrositing model based on Cloud-Bayesian Network (Cloud-BN) is put forward. We introduce the cloud model and adaptive Gaussian cloud transformation (A-GCT) algorithm to grade indicators and apply BN to achieve nonlinear integration and inference of multi-indicators. Combined with the fuzzy representation of the cloud model and probabilistic reasoning of BN, the proposed model can investigate the most efficient siting areas of OWFs in the North Sea of Europe. The experimental results indicate that the siting accuracy is up to 86.67% with reference to the actual OWF location.
6
Carpenter, Chris. "Dynamic Simulation in Deep Water Enhances Operations From Design to Production." Journal of Petroleum Technology 73, no. 05 (May 1, 2021): 47–48. http://dx.doi.org/10.2118/0521-0047-jpt.
Full textAbstract:
This article, written by JPT Technology Editor Chris Carpenter, contains highlights of paper OTC 30838, “Shell Appomattox Model-Based Operations From Design to Production: A Game Changer in Gulf of Mexico Deepwater Operation,” by Robert Tulalian, Shell, and Evan Keever and Ankur Rastogi, Kongsberg, prepared for the 2020 Offshore Technology Conference, originally scheduled to be held in Houston, 4–7 May. The paper has not been peer reviewed. Copyright 2020 Offshore Technology Conference. Reproduced by permission. The complete paper discusses how large operations such as Appomattox in the Gulf of Mexico’s deepwater Norphlet formation can use an integrated dynamic simulation-based solution throughout the project life cycle to aid in design verification, operator training, startup support, and real-time surveillance. The authors write that their recommendations and findings can be applied to similar project implementation efforts elsewhere in the industry. Introduction The Appomattox development spans Mississippi Canyon Blocks 348, 391, 392, and 393. Peak production rates are estimated to be approximately 175,000 BOE/D, with water injection planned for the future to support reservoir pressures. Appomattox includes a combined cycle steam system, using process waste heat to generate steam. This steam can be used to drive a generator, providing extra power for the facility. The Appomattox facility can be seen in Fig. 1. A multipurpose dynamic simulator (MPDS) was developed to address the inherent complexities of the Appomattox system, providing a high-fidelity integrated model that simulates both top-sides and subsea process conditions. This model was integrated with the Appomattox control system and deployed in a setup to mimic the offshore control room, creating a realistic training environment for operators. The MPDS was completed over 1 year before first oil, providing ample time for operator training and other use cases such as distributed-control-system (DCS) checkout and engineering studies. Because of the success of the MPDS, the operator applied the existing Appomattox model to the operation phase through the creation of a real-time surveillance system (RTS). Connecting the process model to the facility’s historian by open-platform communications (OPC) enables the RTS to serve as a virtual copy of the live facility, mimicking process conditions in real time. This enables the RTS to serve as a platform for useful surveillance applications such as virtual flow metering, blockage detection, and equipment-performance monitoring. Process Model Development Once the decision to build an MPDS was made, the project team determined which systems would be included in the scope of the model as well as what data would be used for input and validation. Because the MPDS would be used for both engineering and operations use, most systems were included in the scope and modeled at high fidelity to maximize potential benefits.
7
Kullberg, P. G., and T. J. Fredette. "Management of Dredged Material Capping Projects: An Example from New England." Water Science and Technology 28, no. 8-9 (October 1, 1993): 273–81. http://dx.doi.org/10.2166/wst.1993.0626.
Full textAbstract:
Capping of contaminated sediments with cleaner sediments is a technique that has been used by the US Army Corps of Engineers, New England Division (NED) since 1979, to avoid or minimize the impacts of contaminated sediments disposed at open water sites. A case study of contaminated sediments from a project on the Thames River, capped at a disposal site offshore of New London, Connecticut, illustrates the application of this technique. Several steps, both regulatory and operational, must be accomplished to ensure proper employment of this technique. First, once it is determined through the permit evaluation process that material to be dredged from a project is not suitable for unconfined open water disposal, the quantity of uncontaminated dredged material needed to achieve a desired cap thickness of 50 to 100 cm must be identified. This quantity may be determined by the use of a computer model - the DAMOS (Disposal Area Monitoring System) Capping Model - which simulates the disposal events and mound formation. Next, the applicant/project proponent must submit a capping plan to NED, which includes provisions for obtaining the necessary quantity of cap material and a schedule for dredging and disposal of both contaminated and cap materials. Upon approval of this plan by NED, the contaminated material may be dredged and disposed at a taut-wire moored buoy located at a specified set of coordinates. The use of such a buoy is critical to the success of capping, since it aids in limiting the distribution of the contaminated material on the seafloor. Post-disposal bathymetric and sediment-profile camera surveys of the contaminated material are conducted to delineate the areal extent of the mound formed during disposal. Several sets of coordinates are then chosen by NED for disposal of the cap material, with the aim of covering all contaminated sediments. The operational success of the capping technique is measured by adequate areal coverage and thickness of the cap over the contaminated material. Thus, following disposal (and sometimes during disposal) of cap material, additional surveys are conducted for this purpose.
8
Brink, Tove. "Innovation collaboration in the renewable offshore wind energy sector." International Journal of Energy Sector Management 11, no. 4 (November 6, 2017): 664–80. http://dx.doi.org/10.1108/ijesm-04-2016-0005.
Full textAbstract:
Purpose This paper aims to reveal how larger enterprises and small and medium-sized enterprises (SMEs) can enable innovation collaboration for enhanced competitiveness of the offshore wind energy sector. Design/methodology/approach The research is based on a longitudinal qualitative study starting in 2011 with a project-based network learning course with 15 SME wind farm suppliers and follow-up interviews with 10 SMEs and continued with interviews conducted with 20 individual enterprises within operation and maintenance conducted in 2014-2015. Findings The findings reveal challenges as well as opportunities for innovation collaboration between larger enterprises and SMEs to contribute to the innovation and competitiveness of the offshore wind farm sector. A glass ceiling is revealed for demand-driven positions if the SME does not possess rare and specific valuable knowledge. There are opportunities revealed in general for supplier-driven positions if SME suppliers can collaborate and develop interesting solutions for larger enterprises. If SMEs succeed in either of these aims, the SMEs have an opportunity to attain partner-driven collaboration. However, challenges are present according to the understanding of the different organisational approaches in SMEs and larger enterprises and in the different business approaches. Research limitations/implications The research is limited to the offshore wind energy sector. Further research is needed for verification of the findings in other energy sectors. Originality/value A fourfold contribution is made to enhance the understanding of innovation collaboration and to enable competitiveness for the offshore wind energy sector. SMEs, larger enterprises, academic researchers and policy bodies are provided with a model for action within the four positions for innovation collaboration.
9
Carpenter, Chris. "Sub-Basalt Imaging Reveals Deeper Plays Offshore India." Journal of Petroleum Technology 73, no. 02 (February 1, 2021): 66–67. http://dx.doi.org/10.2118/0221-0066-jpt.
Full textAbstract:
This article, written by JPT Technology Editor Chris Carpenter, contains highlights of paper OTC 30279, “Revealing Deeper Plays, Offshore Kutch, India: A Success Story of Sub-Basalt Imaging,” by S.K. Biswal, N.N.B. Naidu, and S. Basu, ONGC, et al., prepared for the 2020 Offshore Technology Conference Asia, originally scheduled to be held in Kuala Lumpur, 2-6 November. The paper has not been peer reviewed. Copyright 2020 Offshore Technology Conference. Reproduced by permission. The Deccan Traps volcanic province of India is considered one of the largest basalt-covered regions in the world but is essentially unexplored because of the limitations of conventional marine streamer P-wave seismic acquisition in imaging structures both intrabasalt and sub-basalt. In the complete paper, the authors demonstrate that, even with legacy marine streamer surveys, an appropriate work flow of combining suitable advanced technologies can help to overcome the long-standing challenges of sub-basalt imaging. The reprocessed data show clear uplift in sub-basalt imaging, and inversion results validate the quality of the new data in relation to the well logs. Introduction The Kutch offshore basin is characterized by the presence of the Deccan Traps, a large igneous province of up to 2000-m-thick basalt lava flows. These lava flows have hindered successful imaging of sub-basalt Mesozoic sediments for hydrocarbon exploration. To date, no single technique has been found to produce considerable improvements in deeper image quality. The solution lies in an appropriate combination of advanced technologies. The project consists of three legacy data sets acquired in 2004, 2010, and 2014 in the shallow-water area (water depth ranges from 25 to 50 m). Two of the surveys were shot in the north/south direction with six streamers having 100-m separation, 25-m shot spacing, 12.5-m receiver spacing, and 6-second record length. The third survey was acquired oblique to these with a similar acquisition geometry; however, it featured sparser 25-m receiver spacing and 8- second record length. These surveys were matched and merged before migration to ensure a seamless image across the surveys in the post-migration domain. A tailored processing work flow improved existing data quality significantly and provided new insights into the sub-basalt geology, thereby opening a new play to exploration and production. Challenges and Work Flow Sub-basalt imaging challenges include transmission losses, scattering, complex wave kinematics, prevalent multiples, interference effects, and variable illumination caused by high and variable acoustic impedance of thick heterogeneous basalt layers. The tertiary sedimentary sequences overlying the Deccan Trap consist predominantly of carbonates, shale, and fine-grained clastic sediments, accompanied by channels and nearly vertical faulting. The geological complexities from the water bottom to the base of the basalt present a substantial geophysical challenge to successful deeper imaging and require an appropriate work flow to mitigate them. Broadband processing, including de-ghosting, can increase the signal-to-noise ratio across the broad range of frequencies in the seismic bandwidth and can enhance the lower frequencies required to achieve enhanced imaging at sub-basalt targets. Demultiple methods can reduce the presence of surface-related and interbed multiples that prohibit reliable interpretation of Mesozoic sediment; imaging methods can focus the recorded data when used in conjunction with an accurate Earth model that captures the velocity complexities of carbonates, shale, basalt, channel, and faults.
10
Lebedev, Sergei, Raffaele Bonadio, Clara Gómez-García, Janneke I. de Laat, Laura Bérdi, Bruna Chagas de Melo, Daniel Farrell, et al. "Education and public engagement using an active research project: lessons and recipes from the SEA-SEIS North Atlantic Expedition's programme for Irish schools." Geoscience Communication 2, no. 2 (October 11, 2019): 143–55. http://dx.doi.org/10.5194/gc-2-143-2019.
Full textAbstract:
Abstract. An exciting research project, for example with an unusual field component, presents a unique opportunity for education and public engagement (EPE). The adventure aspect of the fieldwork and the drive and creativity of the researchers can combine to produce effective, novel EPE approaches. Engagement with schools, in particular, can have a profound impact, showing the students how science works in practice, encouraging them to study science, and broadening their career perspectives. The project SEA-SEIS (Structure, Evolution And Seismicity of the Irish offshore, https://www.sea-seis.ie, last access: 6 October 2019) kicked off in 2018 with a 3-week expedition on the research vessel (RV) Celtic Explorer in the North Atlantic. Secondary and primary school students were invited to participate and help scientists in the research project, which got the students enthusiastically engaged. In a nation-wide competition before the expedition, schools from across Ireland gave names to each of the seismometers. During the expedition, teachers were invited to sign up for live, ship-to-class video link-ups, and 18 of these were conducted. The follow-up survey showed that the engagement was not only exciting but encouraged the students' interest in science, technology, engineering, and mathematics (STEM) and STEM-related careers. With most of the lead presenting scientists on the ship being female, both girls and boys in the classrooms were presented with engaging role models. After the expedition, the programme continued with follow-up, geoscience-themed competitions (a song-and-rap one for secondary and a drawing one for primary schools). Many of the programme's best ideas came from teachers, who were its key co-creators. The activities were developed by a diverse team including scientists and engineers, teachers, a journalist, and a sound artist. The programme's success in engaging and inspiring school students illustrates the EPE potential of active research projects. The programme shows how research projects and the researchers working on them are a rich resource for EPE, highlights the importance of an EPE team with diverse backgrounds and expertise, and demonstrates the value of co-creation by the EPE team, teachers, and school students. It also provides a template for a multifaceted EPE programme that school teachers can use with flexibility, without extra strain on their teaching schedules. The outcomes of an EPE programme coupled with research projects can include both an increase in the students' interest in STEM and STEM careers and an increase in the researchers' interest and proficiency in EPE.
11
Yang, Yeongling H., and Giora Tamir. "Offshore software project management: mapping project success factors." International Journal of Project Organisation and Management 7, no. 2 (2015): 111. http://dx.doi.org/10.1504/ijpom.2015.069613.
Full text
12
Blonk, B., R. W. Calvert, J. K. Koster, and G. van der Zee. "Assessing the Feasibility of a Time-Lapse Seismic Reservoir Monitoring Project." SPE Reservoir Evaluation & Engineering 3, no. 01 (February 1, 2000): 80–87. http://dx.doi.org/10.2118/60847-pa.
Full textAbstract:
Summary We discuss a method to assess if a particular seismic survey may be suitable as a base survey for a time-lapse seismic monitoring project, and to predict if anticipated changes in the reservoir's acoustic properties could be interpreted on a repeat survey. Our approach is to generate a simulated repeat survey using a realistic noise realization estimated from the candidate base survey. This repeat survey contains seismic changes that have been modeled by integrating rock and fluid property data, as well as results from the flow simulator. The method can be used to reduce the risk of shooting a repeat survey on which meaningful seismic changes cannot be interpreted. It can also help in deciding the proper timing for an eventual reshoot. Furthermore, the method is valuable for assessing data quality before quantitative interpretation studies. We show an example from the Middle East illustrating a survey that is unfavorable as a base survey. Furthermore, we show examples from the North Sea where application of the method was key for deciding upon a repeat survey and upon the proper timing of a possible repeat survey. Introduction Time-lapse seismic monitoring is an emerging technology with potentially very large commercial value. By repeat two-dimensional (2D) or three-dimensional (3D) seismic surveys, it aims to monitor seismic changes related to fluid and stress changes during the production of a field.1,2 Hence, this technology has the potential to allow field monitoring between and away from wells. In favorable circumstances, displacement of the fluid fronts may be seen.3,4 Pressure changes may also be detectable showing compartmentalization in a field.5 Improved knowledge of saturation and/or pressure distributions will result in improved dynamic reservoir models, which will help to optimize recovery.6 Sonneland et al.7 and Jenkins et al.8 describe two cases where time-lapse seismic monitoring has led to commercially significant decisions. The technique will work with a high probability of success on fields where the presence of hydrocarbons is already clearly indicated through reflection amplitude anomalies visible in the seismic data. In favorable circumstances, one may recognize waterflood, steamflood, gas cap formation, or bypassed oil. The probability of success of the technique heavily depends on many factors, like reservoir parameters (depth, rock, and fluid properties; pressure; etc.), nature of the recovery processes,9 and on business drivers.10 Repeatability of the different seismic surveys is another important factor; for instance, positioning errors or different offset distributions may result in failure if not accounted for correctly.11 A quick and quantitative approach in assessing the risk of a time-lapse seismic project has been described by Lumley et al.12 This paper focuses on another critical factor, namely, how the non-repeatable noise of the processed seismic data compares itself to the anticipated changes caused by production. The character of this noise may vary in time, as well as in space. Given the quality of the base survey, it can be assessed if seismic monitoring between wells is feasible and, furthermore, after how many years of production one may be able to pick up changes in seismic response. This information can have a high business impact. In specific cases, it may become clear that seismic monitoring is only feasible if the signal-to-noise ratio (SNR) of the seismic data can be increased via more sophisticated processing. We illustrate the application of the method using data from an onshore field in the Middle East (Yibal), and from two offshore fields in the North Sea (Brent and Draugen). Outline of the Method Approach. Our aim is to assess if a particular seismic survey may be suitable as a base survey in a time-lapse seismic monitoring project. Therefore, we need to know if expected acoustic changes (due to production from a reservoir) could be interpreted on a repeat survey, given the quality of the candidate base survey. Our approach is now to create a simulated, but realistic repeat survey consisting of three components:signal,noise, andmodeled seismic change. The signal and noise follow from the candidate base survey and are obtained as follows. Using a sparse spike inversion (SSI) method (explained below) we estimate reflectivities (spikes) that represent the reflectivity of the Earth. These reflectivities are subsequently used to determine the highest-resolution signal that can be determined from the base survey. This signal is component (i) for the simulated repeat survey. The difference between that signal and the base survey yields an estimate of the noise for that survey. Component (ii) is now obtained by changing all noise traces to other grid locations; hence, one obtains a new, realistic noise realization. Component (iii), the expected change, is now modeled as the seismic response of a 3D-wedge model representing expected changes in rock properties. Such a wedge model is useful to study for which thicknesses one could detect which contrasts in acoustic parameters. To this end, one can vary those contrasts in the lateral direction perpendicular to the direction of varying thickness. (For more details on the applications of wedge models, refer to, e.g., Refs. 13 and 14.) Alternatively, the expected change can be modeled as the difference between synthetic data sets computed from two flow-simulator runs corresponding to the acquisition years of the base survey and the anticipated repeat survey. Fig. 1 illustrates the approach described above (and visualizes a 3D-wedge model). The final step is now to determine if it is possible to interpret the seismic changes, in the presence of noise, between the candidate base survey and the simulated repeat survey. To this end, one can perform time-shift measurements between the base and simulated repeat surveys, as well as measurements on seismic attributes (like maximum amplitude, area, or width of the seismic wiggle between two consecutive zero crossings) using any proposed interpretation techniques. Detailed Description and Illustration of the Method In this section, we discuss the method in detail and we illustrate it using examples from the onshore Yibal field in Oman and the Brent and Draugen fields in the North Sea.
13
Haried, Peter J., and Craig C. Claybaugh. "Evaluating Information Systems Offshore Project Success: Can Success and Failure Coexist?" Journal of Global Information Technology Management 20, no. 1 (January 2, 2017): 8–27. http://dx.doi.org/10.1080/1097198x.2017.1280301.
Full text
14
Sudhakar, Goparaju Purna. "A Review of Critical Success Factors for Offshore Software Development Projects." Organizacija 46, no. 6 (November 1, 2013): 282–96. http://dx.doi.org/10.2478/orga-2013-0026.
Full textAbstract:
AbstractOffshore project success is very much important to both customer and the vendor. Based on very less success rate of overall software projects globally, critical success factors (CSFs) for offshore software projects is gaining much importance. In the current study based on literature review, a total of 75 success factors for offshore software projects are identified. Further based on their appearance in literature 20 critical success factors from 10 CSF categories are identified. Finally top six most critical success factors for offshore software projects such as trust, efficient communication, cultural understanding, relationship between client and vendor, contract type and efficient knowledge transfer are identified. The CSFs categories are prioritized in the order of importance. The important CSF categories for offshore projects found are organizational factors (both client and vendor), project factors, cultural factors and environmental factors.
15
Gorman, I. G. D. "THE ROLE OF RESERVOIR SIMULATION IN THE DEVELOPMENT OF THE CHALLIS AND CASSINI FIELDS." APPEA Journal 30, no. 1 (1990): 212. http://dx.doi.org/10.1071/aj89013.
Full textAbstract:
The Challis oil field development was approved in 1987 with marginal reserves (for an isolated offshore project) of 22 MMbbl. The initial development envisaged three subsea production wells connected via a riser to a floating production facility with one water injector also being required to maximise recovery. However, due to additional potential in the vicinity of the field, the production system was designed to accommodate up to 10 production/injection wells.Further appraisal in 1988/1989 doubled the reserves to 43 MMbbl and increased the number of initial production wells to seven from five reservoirs. The appraisal results also confirmed earlier concerns as to the structural complexity of the field. Analytical interpretations of the production tests performed on the wells could not be fully reconciled with the available well log, core and seismic data. Furthermore, the analytical models developed from these interpretations could not fully match the test results.Reservoir simulation was used to resolve, where possible, the discrepancies. Individual reservoir models were calibrated with the production test results and used to quantify the major uncertainties and their potential impact on production performance. The simulation results indicated that water injection may not be required. However, the degree of internal reservoir communication and the extent of the expected aquifer support were identified as the two principal unknowns.Production policy and monitoring procedures were structured to resolve these uncertainties as quickly as possible during the production start-up phase. Comparative forecasts of expected performance were developed for each reservoir with various levels of aquifer support. A surface controlled interference test was designed to investigate the extent of internal reservoir communication in the main reservoir.The success of the interference test and the results of the early well performance have confirmed the simulation predictions. Simulation modelling was successful in quantifying the range of expected pressure response (to production) for each reservoir and was able to quickly confirm the degree of pressure support present in each reservoir.
16
Haried, Peter. "Stakeholder Challenges in Information Systems Project Offshoring." International Journal of Information Technology Project Management 2, no. 3 (July 2011): 1–16. http://dx.doi.org/10.4018/jitpm.2011070101.
Full textAbstract:
This study of international information systems (IS) offshoring highlights the idea that project success or failure is often in the eye of the beholder and that proper attention needs to be provided to both client and vendor perspectives. This research contributes by identifying noteworthy IS offshoring challenges faced by client and vendor stakeholders. This research synthesizes key findings from eight dyadic case studies consisting of 56 interviews in total from both client and vendor firms detailing their offshore experiences. The case investigations lead to the discovery of nine unique challenges encountered by client and vendor stakeholders. The challenges include a wide assortment of economic, personal responsibilities/expectations, and organizational offshore project management issues. The reported challenges can suitably guide client and vendor project managers in managing international IS offshore projects as well guide academic researchers to better understand techniques for managing offshore IS projects.
17
Doskočil, Radek, Stanislav Škapa, and Petra Olšová. "Success evaluation model for project management." E+M Ekonomie a Management 19, no. 4 (December 5, 2016): 167–85. http://dx.doi.org/10.15240/tul/001/2016-4-012.
Full text
18
Bezkorovayniy, V., and V. Bayazitov. "Execution Phase’s Integrity Model of the Offshore Facility Project." IOP Conference Series: Materials Science and Engineering 753 (March 7, 2020): 022068. http://dx.doi.org/10.1088/1757-899x/753/2/022068.
Full text
19
Isern, Germinal. "Intercultural Communication and Management Factors and Their Impact to the Process of Global Software Development for Virtual and Non-Virtual Teams." Journal of Intercultural Management 6, no. 1 (March 1, 2014): 5–16. http://dx.doi.org/10.2478/joim-2014-0001.
Full textAbstract:
Abstract This position paper presents the factors involved in the successful software development and what is the impact of some methodologies like Agile in this process. Global software development projects may be a total success or an anticipated disaster for simple reasons that usually have nothing to do with the technology involved, with the time differences, or the product being built, but because of subtle intercultural factors. How do the language, the race, the gender, the religion, and the location affects the software development process from analysis and design to implementation, testing and maintenance? Do all these factors impact in the same way if we are working with a local team, and offshore development team or even a global virtual team? Is any specific software development methodology better suited for your particular case? How could you decide what’s the better approach? What will be the results and what our goals? The issues at stake are not superficial matters of the ways how people dress, or how clear do they speak in our local language, or what they like to eat, or their small daily behaviors, but are based in the fundamental differences in the systems of values that govern our lives. So institutions, corporations and global companies have to raise the level of awareness of their employees worldwide on the cultural differences, through various programs for intercultural or diversity training. But this poor model of cultural awareness is not enough to overcome some of the obstacles that intercultural differences bring to the table. So this paper will list and describe this important intercultural factors that directly impact in the software development process and how certain software development methodologies could be used in order to have a more systematic look or set of guidelines that would allow the team managers to evaluate and to decide how theuse of each one of these software development methodologies for local teams, non local teams and virtual teams will affect positively or negatively the outcomes of software development practices.
20
Kivijärvi, Hannu. "Theorizing IT Project Success." International Journal of Information Technology Project Management 11, no. 1 (January 2020): 71–98. http://dx.doi.org/10.4018/ijitpm.2020010105.
Full textAbstract:
This study theorizes IT project success by integrating the project level drivers to the IT, business, and environment level enablers. An attempt is made to delve into underlying structures below the project level in order to understand the systemic reasons behind a particular success or failure. In this journey we rely on the general systems theory and the key concepts like elements, state, properties, process, hierarchy, and environment. It is shown that IT projects can be straightly abstracted by the general system principles. Within the systemic framework, potential factors behind the success of the IT projects are identified, the relationships between the factors are hypothesized and then the hypotheses are integrated into a hierarchical research model. Finally, the hypotheses and the research model are empirically evaluated. According to the results it was confirmed that all levels considered in the research model have significant impacts on the success of an IT project. Similarly, a significant improvement in IT project management in terms of project success can be obtained by improving the quality of involved factors. A favorable financial situation, highly-perceived importance of IT, sound business – IT alignment, and good IT and IT project competencies have remarkably significant positive impacts on the success of IT projects.
21
Subiyakto, A’ang, Abd Rahman Ahlan, Syopiansyah Jaya Putra, and Mira Kartiwi. "Validation of Information System Project Success Model." SAGE Open 5, no. 2 (June 19, 2015): 215824401558165. http://dx.doi.org/10.1177/2158244015581650.
Full text
22
Sofyan, Yusuf. "Project for Offshore Horizontal Directional Drilling (HDD) for Pipeline Crossing in Bukit Tua, Indonesia." Indonesian Journal of Science and Technology 1, no. 2 (September 5, 2016): 185. http://dx.doi.org/10.17509/ijost.v1i2.3797.
Full textAbstract:
Horizontal Directional Drilling (HDD) is commonly associated with well exploration activity, onshore road crossing, nearshore pipeline installation, and offshore pipeline crossing which requires precise alignment of two barges from one to the other. Here, the purpose of this study was to show one of the projects that was successfully performed on December 2013 for the Bukit Tua Project in East Java, Indonesia costing USD 8 Million. From this project experience, there are 6 Best Practices in HDD Offshore Project for Pipeline Crossing Application (first in region) which will serve as a guide to future projects in replicating similar success. Out from 6 Best practices, there are two main recipes for success of HDD offshore for offshore crossings which are the drilling fluid also known as mud, and the Gyro Steering Tool (GST). First, mud parameter varies on case by case basis depending on the soil condition at the location where HDD will be performed. Failure to maintain the above parameters may result in catastrophic failure whereby the bore hole may collapse and pipe may get stuck underneath the seabed. Secondly, the beauty of GST is extremely accurate and unaffected by other metal anomalies during drilling process, thus ensuring the curve profile and direction of drilling are as per design throughout the whole process.
23
Wilson, Adam. "Offshore Ghana's Jubilee Project Finds Success With Cooperation and Rapid Development." Journal of Petroleum Technology 64, no. 10 (October 1, 2012): 102–6. http://dx.doi.org/10.2118/1012-0102-jpt.
Full text
24
Rai, Maruping, and Venkatesh. "Offshore Information Systems Project Success: The Role of Social Embeddedness and Cultural Characteristics." MIS Quarterly 33, no. 3 (2009): 617. http://dx.doi.org/10.2307/20650313.
Full text
25
Varshosaz, Ali, João Varajão, and Nilton Takagi. "Integrating the Information Systems Success Model With Project Success Management Process." International Journal of Applied Management Theory and Research 3, no. 2 (July 2021): 1–13. http://dx.doi.org/10.4018/ijamtr.2021070101.
Full textAbstract:
DeLone and McLean information systems success model has become a reference for explaining the success of information systems (IS). Attempts to apply and test the model have resulted in both confirmation and challenges. One of those challenges is how to translate the learnings from this model into actionable knowledge. This position paper proposes the integration of the information systems success model with the success management process as a way of getting synergies from both models and improving the study and practice of IS projects. Moreover, the authors present several examples of IS success measures to be used in practice.
26
Jiang, Fu Cai, Yan Bin Guo, and Quan Dang Ma. "Comprehensive Evaluation of the Offshore Wind Power Project Navigation Safety." Advanced Materials Research 986-987 (July 2014): 259–62. http://dx.doi.org/10.4028/www.scientific.net/amr.986-987.259.
Full textAbstract:
This paper introduce the necessity of the construction of offshore wind power projects, analysis of the impact on the marine transport of offshore wind power project after completion, and then use the fuzzy comprehensive evaluation method to carry out a comprehensive assessment of offshore wind power projects, by identifying risk assessment index system, establish model for risk assessment, the final task is use the model to evaluate the navigation safety of an offshore wind power project.
27
Rolstadås, Asbjørn, Iris Tommelein, Per Morten Schiefloe, and Glenn Ballard. "Understanding project success through analysis of project management approach." International Journal of Managing Projects in Business 7, no. 4 (August 26, 2014): 638–60. http://dx.doi.org/10.1108/ijmpb-09-2013-0048.
Full textAbstract:
Purpose – The purpose of this paper is to show that project success is dependent on the project management approach selected, relative to the challenges posed by the project, and to develop an analytical model for analyzing the performance of the project organization. Design/methodology/approach – The research is based on literature review, model development, interviews, and case studies. Findings – The findings define two different approaches in project management: The prescriptive approach focusses on the formal qualities of the project organization, including governing documentation and procedures. The adaptive approach focusses on the process of developing and improving a project organization, project culture and team commitment. The two approaches have been identified through studies of three different case projects. An analytical model, referred to as the Pentagon model, has been applied for analyzing the performance of the project organization and explaining the project management approach. The model focusses on five different organizational aspects: structure, technologies, culture, social relations and networks, and interaction. Research limitations/implications – The research is limited to megaprojects and to project management success. Practical implications – It is suggested that project teams consider and select their project management approach at project initiation, and accordingly decide on relevant success factors to focus on. The adapted Pentagon model can be applied to develop the project management organization and assess its performance in the course of project delivery. Originality/value – The contribution of the research is the application of the analytical model, and the identification as well as illustration of the prescriptive, vs adaptive management approach.
28
Lim, Eng Hwee, and Florence Yean Yng Ling. "Model for predicting clients' contribution to project success." Engineering Construction and Architectural Management 9, no. 5-6 (October 2002): 388–95. http://dx.doi.org/10.1046/j.1365-232x.2002.00268.x.
Full text
29
HWEE LIM, ENG, and FLORENCE YEAN YNG LING. "Model for predicting clients' contribution to project success." Engineering, Construction and Architectural Management 9, no. 5/6 (May 2002): 388–95. http://dx.doi.org/10.1108/eb021233.
Full text
30
Hegdal, T., R. T. Dixon, and R. Martinsen. "Production Forecasting of an Unstable Compacting Chalk Field Using Uncertainty Analysis." SPE Reservoir Evaluation & Engineering 3, no. 03 (June 1, 2000): 189–96. http://dx.doi.org/10.2118/64296-pa.
Full textAbstract:
Summary Past years' forecasting performance has demonstrated that single "most likely" (deterministic) prediction of future production, without quantifying the associated uncertainties, is inadequate for management and planning purposes. Based on this an effort was initiated to improve the forecasting methodology and procedures with special emphasis on quantifying the uncertainty in short-term production forecasting (STPF). The Valhall field, offshore Norway, presented special problems for production forecasting because many unusual events affect production, even for STPF. The soft compacting reservoir chalk causes well collapses and chalk influxes and makes drilling difficult. Modeling of reservoir fracturing and therefore well performance is also uncertain. A probabilistic forecasting approach was adopted using a customized spreadsheet and commercially available statistical analysis add ins which allowed deterministic forecasting, partially probabilistic analysis, or fully integrated uncertainty analysis. Uncertainties were characterized by distributions based on historical data where possible. Communication and integration of knowledge were also key success factors since the process required input from several departments and many individuals to ensure that the "company knowledge" was fully reflected. A "common language" to communicate uncertainty and an auditable process to ensure buy in and consistency were also critical. Introduction The Valhall field is a high porosity naturally fractured chalk reservoir located 290 km offshore, in the southwest corner of the Norwegian North Sea. The field was discovered in 1975, with first oil in October 1982. Production drilling is currently ongoing from two drilling rigs, and is expected to result in peak production from Valhall in 2000 from a total of 49 wells. The oil originally in place is approximately 2,350 mm STB, located in two main reservoir layers, the Tor formation and the Hod formation. Due to the weakness of the high porosity chalk and the very low original net stress, the Tor formation exhibits exceptional drive energy through pore collapse and compaction.1–3 The expected field recovery factor under primary depletion is close to 28%. The downside of the compaction drive is movement of the reservoir and overburden by approximately 25 cm/yr at the center of the subsidence bowl, causing wells to deform and ultimately collapse. Furthermore, the soft high porosity chalk is prone to mechanical failure under drawdown, leading to solid influx into the wells. The well failures at Valhall play a dominant role in the overall uncertainty related to STPF, but drilling time and initial rates are also significant contributors to the total uncertainty. The historical production and Enterprise's STPFs, presented in Fig. 1, reflect the difficulty in predicting these uncertainties deterministically. A cyclical trend of over-, then underpredicting, is seen with increased error with increased activity. With the installation of a new wellhead platform in 1996, the Valhall well operation went from one to two drilling rigs, and this increased the uncertainty in the production forecasting. Past years' forecasting performance has demonstrated that single most likely (deterministic) prediction of future production, without quantifying the associated uncertainties, is inadequate for management and planning purposes. Based on this an effort was initiated to improve the forecasting methodology and procedures with special emphasis on quantifying the uncertainty in STPF. Although the model and principles applied to probabilistic forecasting are not sophisticated as such, the integration and management of all elements in the process make the approach relatively complex. A comprehensive understanding of the input data, that is, the elements generating uncertainty, is essential to improve the quality of the production forecast. Objectives The particular production problems experienced at Valhall have made production forecasting very challenging. The random nature of the well failures makes the range of possible outcomes for a given production scenario wider and less predictable than is normally the case. To improve management of the uncertainty, an improvement project was defined with the following objectives:a complete review of the STPF process to identify areas for improvement (tools, communication, roles, and responsibilities, etc.);development of procedures and methodology for STPF;inclusion of statistical methods (i.e., probabilistic model) in order to quantify the uncertainties;a strong focus on the description of the input parameters and distributions;development of a fit for purpose STPF tool with a balance between flexibility and ease of use, and level of detail and complexity.
31
Joslin, Robert, and Ralf Müller. "The impact of project methodologies on project success in different project environments." International Journal of Managing Projects in Business 9, no. 2 (April 4, 2016): 364–88. http://dx.doi.org/10.1108/ijmpb-03-2015-0025.
Full textAbstract:
Purpose – The purpose of this paper is to qualitatively validate the constructs of a theoretically derived research model while gaining insights to steer the direction of a greater study on methodologies, their elements, and their impact on project success. In doing so, to investigate whether different project environments, notably project governance, impacts the relationship between methodologies and project success. Design/methodology/approach – A deductive approach was applied to validate a theoretically derived research model. In total, 19 interviews across 11 industrial sectors and four countries were used to collect data. Pattern-matching techniques were utilized in the analysis to deductively validate the research model. Findings – There is a positive relationship between project methodology elements and the characteristics of project success; however, environmental factors, notably project governance, influence the use and effectiveness of a project methodology and its elements with a resulting impact on the characteristics of project success. Research limitations/implications – Project governance plays a major role in the moderating effect of a project methodology’s effectiveness. Contingency theory is applicable to a project’s methodology’s selection and its customization according to the project environment. Practical implications – Understand the impact of project methodologies and their elements on the characteristics of project success while being moderated by the project environment, for example, the risk of suboptimal project performance due to the effectiveness of methodology elements being negatively impacted by the project environment. Originality/value – The impact of a project methodology (collection of heterogeneous-related elements) on the characteristics of project success is identified while being moderated by the project environment, notably project governance.
32
Westerveld, E. "The Project Excellence Model®: linking success criteria and critical success factors." International Journal of Project Management 21, no. 6 (August 2003): 411–18. http://dx.doi.org/10.1016/s0263-7863(02)00112-6.
Full text
33
Mishra, Debasisha, and Biswajit Mahanty. "A study of software development project cost, schedule and quality by outsourcing to low cost destination." Journal of Enterprise Information Management 29, no. 3 (April 11, 2016): 454–78. http://dx.doi.org/10.1108/jeim-08-2014-0080.
Full textAbstract:
Purpose – The purpose of this paper is to find good values of onsite-offshore team strength; number of hours of communication between business users and onsite team and between onsite and offshore team so as to reduce project cost and improve schedule in a global software development (GSD) environment for software development project. Design/methodology/approach – This study employs system dynamics simulation approach to study software project characteristics in both co-located and distributed development environments. The authors consulted 14 experts from Indian software outsourcing industry during our model construction and validation. Findings – The study results show that there is a drop in overall team productivity in outsourcing environment by considering the offshore options. But the project cost can be reduced by employing the offshore team for coding and testing work only with minimal training for imparting business knowledge. The research results show that there is a potential to save project cost by being flexible in project schedule. Research limitations/implications – The implication of the study is that the project management team should be careful not to keep high percentage of manpower at offshore location in distributed software environment. A large offshore team can increase project cost and schedule due to higher training overhead, lower productivity and higher error proneness. In GSD, the management effort should be to keep requirement analysis and design work at onsite location and involves the offshore team in coding and testing work. Practical implications – The software project manager can use the model results to divide the software team between onsite and offshore location during various phases of software development in distributed environment. Originality/value – The study is novel as there is little attempt at finding the team distribution between onsite and offshore location in GSD environment.
34
Durmic, Nermina. "The Process Aspect of Project Success." International Journal of Information Technology Project Management 12, no. 2 (April 2021): 70–82. http://dx.doi.org/10.4018/ijitpm.2021040104.
Full textAbstract:
This paper proposes an empirically tested model that explains the significance of project development phases for the project success, and the impact of project people on each phase. The conceptual model includes six inter-related components: project success as the ultimate target, project team, customer, and three process steps: planning, execution, and control. The empirical test was performed in the context of information systems (IS) projects. Usable data were obtained from a survey of 603 IS professionals and were analysed through structural equation modeling, factor analysis, and descriptive analysis. The results provide good empirical support for the proposed theoretical model. They reveal a significant direct relationship between project planning and control components and project success, and the indirect impact of project execution phase on the project success through mediating project control component. Furthermore, results emphasize the importance of the people aspect for successful execution of each of the introduced process steps.
35
Davis, Kate. "Reconciling the Views of Project Success." Project Management Journal 49, no. 5 (August 7, 2018): 38–47. http://dx.doi.org/10.1177/8756972818786663.
Full textAbstract:
This article presents a new model encompassing all the important critical attributes needed to measure project success across different stakeholder groups. The study investigates the possibility that project failure is a result of the interpretations of the criteria and factors used for success by multiple stakeholder groups. Unique projects must have their outcome parameters monitored and controlled to minimize the chances of failure and the likely major financial and managerial ramifications for the organization. Early testing of the model supports its use to increase the shared, multiple stakeholder perception of project success, leading to more informed decision making and motivation of employees.
36
Mishra, Debasisha, and Biswajit Mahanty. "Study of maintenance project manpower dynamics in Indian software outsourcing industry." Journal of Global Operations and Strategic Sourcing 12, no. 1 (February 18, 2019): 62–81. http://dx.doi.org/10.1108/jgoss-02-2018-0009.
Full textAbstract:
Purpose The paper aims to study manpower dynamics at offshore and onsite location for maintenance project, which are transferred to offshore location in a phase-wise manner. The purpose of the paper is to find good values of onsite–offshore team strength, the number of hours of communication between onsite and offshore teams for smooth transfer of software maintenance project to offshore location. Design/methodology/approach This study uses system dynamics simulation approach to study manpower allocation at onsite and offshore locations to transfer the maintenance work to offshore location in a gradual manner. The authors consulted 13 experts from Indian software outsourcing industry during the model construction and validation. Findings The simulation results show that the complexity of maintenance project has an insignificant effect on offshore migration. The maintenance work transfer should start with initial onsite team strength higher than that of required for ticket solving and project. The initial offshore team strength should be based on training capacity available at the onsite location. The higher attrition rate at an offshore is detrimental for offshore migration. Research limitations/implications The implication of the study is in the development of a broad framework of software maintenance work transfer to offshore locations for Indian software outsourcing projects. As the study is based on expert opinion in the context of India, it cannot be generalized for outsourcing scenarios elsewhere. Practical implications The software project manager can use the findings to get more insight into maintenance project offshore migration and divide the software team between onsite and offshore location. Originality/value The study is novel as there is little attempt at finding the manpower composition at onsite and offshore locations for software maintenance project during the migration phase.
37
Park, Young-Man, Seung-Gook Hwang, Kwang-Bak Park, and Young-Joo Lee. "Development of Project Success Model in Enterprise Using FCM." Journal of Korean Institute of Intelligent Systems 20, no. 1 (February 25, 2010): 123–28. http://dx.doi.org/10.5391/jkiis.2010.20.1.123.
Full text
38
Lee, Seul-Ki, and Jung-Ho Yu. "Success model of project management information system in construction." Automation in Construction 25 (August 2012): 82–93. http://dx.doi.org/10.1016/j.autcon.2012.04.015.
Full text
39
Pinsker, Mark, Shelby Porter, Chris Seaton, Rachel Beasley, Paul Legg, and Charles Tester. "Project Success—A Group Contingency Model for Ninth Grade." NASSP Bulletin 69, no. 482 (September 1985): 127–28. http://dx.doi.org/10.1177/019263658506948221.
Full text
40
Bembry, James X. "Project SUCCESS: A Model for University-School-Community Partnerships." Children & Schools 17, no. 4 (October 1995): 256–62. http://dx.doi.org/10.1093/cs/17.4.256.
Full text
41
PARSANEJAD, Mohammadreza, Hiroaki MATSUKAWA, and Tomoichi SATO. "A Circles Model to Measure and Predict Project Success." Innovation and Supply Chain Management 7, no. 2 (2013): 66–74. http://dx.doi.org/10.14327/iscm.7.66.
Full text
42
Yang, Jinbi, Libo Liu, and Chunxiao Yin. "A Non-Liner Decision Model for Green Crowdfunding Project Success: Evidence from China." International Journal of Environmental Research and Public Health 16, no. 2 (January 10, 2019): 187. http://dx.doi.org/10.3390/ijerph16020187.
Full textAbstract:
Green growth and environmental sustainability have become a significant focus in today’s living. We believe that green crowdfunding project can make an important contribution to the creation and evaluation of environmental systems. This study aims to investigate the determinants of green crowdfunding project success. Contrary to the linear relationship in previous literature, we propose a non-liner decision model that includes three determinants, funds pledge, goal setting, and project duration to predict project success. The quantitative approach method was employed. We crawl data on 1389 green crowdfunding projects from Tencent Lejuan, a crowdfunding platform in China. By using ordinary least square method to conduct data analysis, we find that the effect of goal setting on project success is non-linear as low and moderate levels of goal setting are not always likely to have a significant impact on project success, but the presence of a higher goal is likely to exert a positive effect on project success. Moreover, results show that the effect of project duration on project success is non-linear as short and moderate levels of duration is not always certain to have significant impact on project success, but the presence of a long duration is likely to exert a positive effect on project success. This study has implications for fund-seekers for green crowdfunding projects and managers of crowdfunding platforms.
43
Mishra, Debasisha, and Biswajit Mahanty. "The effect of onsite-offshore work division on project cost, schedule, and quality for re-engineering projects in Indian outsourcing software industry." Strategic Outsourcing: An International Journal 7, no. 3 (November 11, 2014): 198–225. http://dx.doi.org/10.1108/so-06-2014-0010.
Full textAbstract:
Purpose – The aim of this paper is to make an attempt to find good values of onsite–offshore team strength; number of hours of communication between business users and onsite team and between onsite and offshore team to reduce cost and improve schedule for re-engineering projects in global software development environment. Design/methodology/approach – The system dynamics technique is used for simulation model construction and policy run experimentation. The experts from Indian software outsourcing industry were consulted for model construction, validation and analysis of policy run results in both co-located and distributed software development environment. Findings – The study results show that there is a drop in the overall team productivity in outsourcing environment by considering the offshore options. But the project cost can be reduced by employing the offshore team for coding and testing work only with minimal training for imparting business knowledge. The research results show that there is a potential to save project cost by being flexible in project schedule. Research limitations/implications – The study found that there could be substantial cost saving for re-engineering projects with a loss of project schedule when an appropriate onsite–offshore combination is used. The quality and productivity drop, however, were rather small for such combinations. The cost savings are high when re-engineering work is sent to offshore location entirely after completion of requirement analysis work at onsite location and providing training to offshore team in business knowledge The research findings show that there is potential to make large cost savings by being flexible in project schedule for re-engineering projects. Practical implications – The software project manager can use the model results to divide the software team between onsite and offshore location during various phases of software development in distributed environment. Originality/value – The study is novel as there is little attempt at finding the team distribution between onsite and offshore location in global software development environment.
44
Yeong, Anthony, and Thou Tin Lim. "Integrating knowledge management with project management for project success." Journal of Project, Program & Portfolio Management 1, no. 2 (January 19, 2011): 8. http://dx.doi.org/10.5130/pppm.v1i2.1735.
Full textAbstract:
This paper aims to study the improvement of project success in organizations by integrating knowledge management strategies with project management practices in a typical project lifecycle. According to the Standish Group’s Chaos Report for 2009, only 32% of all surveyed projects are considered to be successful and are delivered on time, on budget, with the required features and functions. This could be an indication that project management practitioners have not fully acquired and transferred knowledge learned from past projects to ensure a higher success rate for current and future projects. Knowledge management is an emerging discipline and practice in organizations. This paper proposes an integrated model that combines knowledge management with project management to improve project success and thus contribute towards competitiveness and sustainability in organizations.
45
Ciric, D., M. Delic, B. Lalic, D. Gracanin, and T. Lolic. "Exploring the link between project management approach and project success dimensions: A structural model approach." Advances in Production Engineering & Management 16, no. 1 (March 26, 2021): 99–111. http://dx.doi.org/10.14743/apem2021.1.387.
Full textAbstract:
Aligning the project management approach to a particular project is considered to be essential for project success. Based on the literature review, in this research, the project management approach is analyzed through differentiation between agile and traditional approaches within the specific managerial aspects. This research aimed to contrast these two project management approaches and explore their impact on different project success dimensions. The research was conducted on a sample of 227 project management professionals worldwide, using the PLS-SEM method. Research results denounced that, in most cases, the traditional approach is applied in project initiation and planning. It has proven to provide higher-level od project success, while, within all other managerial aspects considered in this research, they gravitate more towards the agile approach. By combining agile and traditional approaches, organizations can take advantage of some benefits of agile development without abandoning the stability provided by a traditional approach. The study is relevant for project management practitioners tailoring down the success-oriented project management approach and developing project management contingency theory for academics.
46
Russo, Daniel. "The Agile Success Model." ACM Transactions on Software Engineering and Methodology 30, no. 4 (July 2021): 1–46. http://dx.doi.org/10.1145/3464938.
Full textAbstract:
Organizations are increasingly adopting Agile frameworks for their internal software development. Cost reduction, rapid deployment, requirements and mental model alignment are typical reasons for an Agile transformation. This article presents an in-depth field study of a large-scale Agile transformation in a mission-critical environment, where stakeholders’ commitment was a critical success factor. The goal of such a transformation was to implement mission-oriented features, reducing costs and time to operate in critical scenarios. The project lasted several years and involved over 40 professionals. We report how a hierarchical and plan-driven organization exploited Agile methods to develop a Command & Control (C2) system. Accordingly, we first abstract our experience, inducing a success model of general use for other comparable organizations by performing a post-mortem study. The goal of the inductive research process was to identify critical success factors and their relations. Finally, we validated and generalized our model through Partial Least Squares - Structural Equation Modelling, surveying 200 software engineers involved in similar projects. We conclude the article with data-driven recommendations concerning the management of Agile projects.
47
Luo, Lan, Limao Zhang, and Qinghua He. "Linking project complexity to project success: a hybrid SEM–FCM method." Engineering, Construction and Architectural Management 27, no. 9 (May 5, 2020): 2591–614. http://dx.doi.org/10.1108/ecam-05-2019-0241.
Full textAbstract:
PurposeThe purpose of this study is to develop a novel hybrid approach that incorporates the structural equation model (SEM) and fuzzy cognitive map (FCM) to investigate the impacts of the variation in project complexity on project success.Design/methodology/approachThis study adopts SEM to identify and validate a correlation between project complexity variables and PS. Standardized causal coefficients estimated in SEM are used to construct an FCM model to illustrate the effect of complexity on PS with linkage direction and weights. Predictive and diagnostic analyses are performed to dynamically model the variation in project complexity on the evolution of PS.FindingsResults indicate that (1) the hybrid SEM–FCM approach is capable of modeling the dynamic interactions between project complexity and PS; (2) information, goal and environmental complexities are negatively correlated with PS, and technological, task and organizational complexities are positively correlated with PS and (3) the recommendations of complexity management for construction projects are put forward under the guideline of success monitoring.Originality/valueThis research contributes to (1) the state of knowledge by proposing a hybrid methodology that can model the dynamic interactions between project complexity and PS and (2) the state of practice by providing a new perspective of PS evaluation to enhance the probability of success in complex construction projects.
48
Raitt, Petrina. "Critical success factors for achieving environmental approvals." APPEA Journal 59, no. 2 (2019): 694. http://dx.doi.org/10.1071/aj18272.
Full textAbstract:
In recent years, industry has experienced increased regulatory scrutiny and public interest in the environmental approvals of oil and gas activities, with common challenges across industry in areas such as impact and risk assessment, stakeholder consultation and risk and impact reduction measure application. Some critical success factors for a project team to meet its targets for environmental approval are: • early planning • access to information • use of appropriately skilled resources. Environmental approvals take time, and scheduling and planning for their preparation and submission should be high on the list of priorities when planning a project. Understanding the regulatory process and knowing what level of information is required at each point is critical. Information to support environmental approvals is available in various forms, including referencing previous approval documentation, reviewing scientific literature and leveraging the skills and experience of project team members. With a common regulator across all offshore petroleum approvals, having ready access to the best and most up-to-date information is critical to meet their expectations. The impact and risk assessment process that underpins the environmental approval is complex and requires a step-by-step approach to establish context (both technical and environmental), identify and assess impacts and propose controls, all while seeking input from stakeholders and monitoring performance. Each of these tasks requires different skill sets, and the key to success is in recognising this and responding by finding the right combination of competency and experience in project team resources. This paper discusses these critical success factors and explores in detail the skill sets that best support impact and risk assessment and subsequent environmental approval for oil and gas activities in Australia.
49
Young, Raymond, Wenxin Chen, Ali Quazi, Warren Parry, Adrian Wong, and Simon K. Poon. "The relationship between project governance mechanisms and project success." International Journal of Managing Projects in Business 13, no. 7 (July 22, 2019): 1496–521. http://dx.doi.org/10.1108/ijmpb-10-2018-0212.
Full textAbstract:
Purpose Project governance has been linked to project success because top management support is necessary for projects to succeed. However, top managers are time poor and it is not clear which project governance mechanisms are effective for project success. The purpose of this paper is to address this issue and identify project governance mechanisms that correlate with success. Design/methodology/approach This is a quantitative study. A theoretical model of project governance was developed and tested with secondary industry data gathered from 51 global organisations and 66,817 responses. Findings The results found five project governance mechanisms (Vision, Change, Sponsor, KPI and Monitor) significantly correlate with project success and are effective at different stages in the project lifecycle. Originality/value Earlier research has found a relationship between project governance and project success but it has not been specific enough to guide top managers in practice. This is the first research to take this next step and identify project governance mechanisms that correlate with project success. One finding of this research that has particular value is the identification of when in the project lifecycle a particular governance mechanism is most effective.
50
Hayward, Peter, and Rick Robinson. "Applying offshore safety case principles to onshore construction." APPEA Journal 54, no. 2 (2014): 552. http://dx.doi.org/10.1071/aj13125.
Full textAbstract:
The Australian resources industry’s safety statistics lag behind other parts of the world, although a step change is underway as contractors look to deliver the outstanding performance clients and the broader public expect. Clough is embedding a TQM, or top-to-bottom risk management strategy, through all levels of the organisation. This starts with identifying the legislative requirements, assessing the inherent hazards of specific scopes of work, and establishing the minimum controls to support safe and reliable behaviour in the field. These hazard assessments are then cascaded down through each project team, which applies them to the various stages of the project lifecycle. This results in a holistic approach to safety and ultimately ensures the critical risks and controls are understood and followed at the worksite. This extended abstract shares Clough’s experience in developing its TQM system and it looks at how the Australian resources industry can adopt a common approach to safety risk management so it becomes a tangible part of daily business. Successful implementation requires strong cultural discipline, clear values, and alignment between clients and contractors. In Clough’s experience, success relies on training and development coupled with accountability and empowerment of staff and contractors. This promotes ongoing engagement in the process and a commitment to safety learning in everything they do.