Project Management: Planning, Executing, and Closing

2012 ◽  
pp. 167-194
Keyword(s):  
Project Management ◽  
Management Planning

scholarly journals Software Project Management Systems Using Kanban Method in the CV. Primavisi Globalindo

2020 ◽  
Vol 4 (2) ◽  
pp. 215-231
Author(s):  
Muhammad Aliyya Ilmi ◽  
Fajar Pradana ◽  
Widhy Hayuhardhika Nugraha Putra
Keyword(s):  
Project Management ◽  
Project Planning ◽  
Software Project ◽  
Unit Testing ◽  
Functional Requirements ◽  
Software Projects ◽  
Management Planning ◽  
Scheduling System ◽  
Usability Test ◽  
Project Management And Scheduling

Reducing the risk of failure in working on software projects is one of the successes for the company. It can be done by implementing project planning management properly. One important aspect of project management planning is scheduling. Scheduling includes recording human resources and tasks in the project. The Kanban method is one of the methods used to overcome problems in controlling project schedules. This study aims to develop a project scheduling system that applies the Kanban method. In this research, project management and scheduling system will be developed using the Kanban method. This system expected to be able to assist companies in handling projects. Kanban was chosen because it can easily respond to project changes, easily implemented, and company needs. In this study, unit testing was performed on the system's three main features and tested the validity of the system's 49 functional requirements. The usability test produces a value of 76. Based on the validation and usability test results, it can be concluded that the system is included in the acceptable category.

scholarly journals The effectiveness of the project management application analysis in the Kazakhstani defense industrial complex holding

2020 ◽  
Vol 18 (3) ◽  
pp. 141-149
Author(s):  
Alizhan Tulembayev ◽  
Aliya Adilova ◽  
Askhat Serikbekuly ◽  
Dina Seidaliyeva ◽  
Yerlan Shildibekov
Keyword(s):  
Project Management ◽  
Defense Industry ◽  
Project Planning ◽  
Average Score ◽  
Industrial Complex ◽  
Management Planning ◽  
Military Industrial Complex ◽  
Planning Processes ◽  
The Republic ◽  
The Military

Nowadays, leading world companies widely use methodology, standards, and project management tools in many areas of project-oriented activities, including investment, innovation, and information projects. Last years the implementation and functioning of the country’s enterprises’ project management system have been actively discussed in Kazakhstan.This work aims to identify critical processes of project management planning that affect the effectiveness of projects at the enterprise of the military-industrial complex of Kazakhstan. For this purpose, a survey of top managers of defense industry companies was conducted. A total of 28 respondents were interviewed, working at 18 enterprises of the military-industrial complex of the Republic of Kazakhstan and directly participating in the implementation of projects. Data were personally collected by a questionnaire survey conducted during 2019. To verify the formulated model’s assumptions and success, correlation analysis, and other relevant tests were used. Using the model of project management planning quality (PMPQ), process efficiency has been assessed, and critical factors for the effectiveness of defense industry projects have also been identified. The results show that the Republic of Kazakhstan’s defense industry complex projects has a low level of efficiency and an average score for the use of project planning processes. Project efficiency evaluation has also revealed critical knowledge areas for defense projects like human resource management, schedule development, and define scope. The research expands knowledge in PM, revealing the importance of planning processes for the defense industry that need more focus to achieve top-level success and effectiveness of projects. AcknowledgmentThis study is the second part of grant AP05134488 that has been funded by the Ministry of Education and Science of the Republic of Kazakhstan.

An Experiential Case Study in IT Project Management Planning

2011 ◽  
pp. 1-21
Author(s):  
Charles K. Davis
Keyword(s):  
Project Management ◽  
Software Development ◽  
Role Playing ◽  
Development Project ◽  
Organizational Setting ◽  
Management Planning ◽  
Software Development Project ◽  
Information Technology Project ◽  
Key Issues ◽  
Information Technology Project Management

The case covers key issues in information technology project management. It deals with developing a full set of project plans, including milestones, tasks, schedules, staffing, deliverables, and projected costs, for a complex software development project (Gido & Clements, 2003; Kerzner, 2003; Schwalbe, 2002). The essence of this case is the analyzing of a specific organizational setting with critical software needs and the developing of the needed plans. As in many similar situations, this organization is relatively complex, and the situation is not entirely clear. By reviewing the facts of the case, collecting outside information, conducting role playing interviews, analyzing requirements, and estimating schedules and costs, one can collect the information needed to develop baseline project plans for the software development envisioned in this case.

A Decision Support Framework for Assessing the Contextual Factors for Complex Highway Projects

2018 ◽  
Vol 2672 (26) ◽  
pp. 77-87 ◽  
Author(s):  
Akanksha Sinha ◽  
Kelly C. Strong ◽  
Mehmet E. Ozbek ◽  
Jennifer Shane
Keyword(s):  
Decision Support ◽  
Project Management ◽  
Contextual Factors ◽  
Management Strategies ◽  
Multiple Criteria Decision Making ◽  
Three Dimensions ◽  
Highway Projects ◽  
Management Planning ◽  
Decision Support Framework ◽  
Complex Project

Traditional strategies for highway projects during the 1950s and 1960s focused on three dimensions of project management: cost, schedule, and technical (scope). Recently, with the focus shifting towards reconstruction/rehabilitation projects, project management strategies have shifted to include other project management dimensions. The Second Strategic Highway Research Program (SHRP2) project R-10 examined the best practices for managing complex renewal projects. The primary outcome of the study was a recommendation to utilize a five-dimensional project management planning (5DPM) model that added context and financing as two new dimensions to the traditional dimensions of cost, schedule, and technical. Pilot testing of the 5DPM implementation suggested that the most complicated dimension to assess during the project management planning phase for a complex project is the context dimension. Currently there is no efficient, structured process for evaluating the context dimension on complex projects within the 5DPM framework. Given this, the objective of this study is to develop a decision support framework which can be used by different transportation agencies when assessing contextual factors and assigning complexity rating scores. The framework uses a structured analytical process as opposed to the more subjective scoring used during the 5DPM workshops. As a major part of its methodology, this research uses a multiple-criteria decision-making tool called analytical hierarchy process in developing the framework. The paper presents two implementation examples which demonstrate the feasibility of the developed framework for a rebuild project and an expansion project.

scholarly journals Improving the success rate of business process re-engineering projects: A business process re-engineering framework

2021 ◽  
Vol 23 (1) ◽  
Author(s):  
Aphelele Nkomo ◽  
Carl Marnewick
Keyword(s):  
South Africa ◽  
Project Management ◽  
Financial Institutions ◽  
Business Process ◽  
Time Management ◽  
Management Planning ◽  
Management Processes ◽  
Project Phases ◽  
Definition Of ◽  
Engineering Projects

Background: Financial institutions in South Africa are implementing business process re-engineering (BPR) on a regular basis because of the fast-changing industry. However, the success of these projects is low because of the lack of clearly defined roles, an unclear definition of what BPR is, the inability to link BPR projects to organisation strategies and the lack of documentation to guide BPR activities. Accordingly, there is a need to define a framework to guide the implementation of BPR projects.Objectives: The researchers embarked on this study in order to define a framework to ensure improvement of BPR in financial institutions. The framework should assist in providing guidelines when conducting BPR activities and will enable plans for BPR projects in terms of knowing which skills and roles to source for these projects.Method: A conceptual BPR framework was developed and BPR experts from financial institutions were then engaged to determine whether the framework would work. The engagements included understanding the challenges faced and how they could be combated, understanding the roles involved and determining if organisations had BPR frameworks in place. This subsequently led to a final framework being consolidated.Results: This study presents the recommended BPR framework that can be used by financial institutions to achieve success in their projects. The framework incorporates project management and change management processes and ensures alignment of BPR activities with the project phases. It also ensures that the activities are clearly stipulated and the roles performing the activities are clearly defined. It considers time management, planning aspects and effective communication within BPR projects.Conclusion: The proposed framework can be used by financial institutions to manage their re-engineering projects. This framework overcomes most of the known challenges and combines two disciplines, that is, project management and business process re-engineering.

scholarly journals Software product management: planning tool integration

2020 ◽  
Vol 311 ◽  
pp. 02011
Author(s):  
Аndrey Polianskii ◽  
Darya Chukalova
Keyword(s):  
Project Management ◽  
Subject Area ◽  
Product Management ◽  
Tool Integration ◽  
Planning Tool ◽  
Design Work ◽  
Management Planning ◽  
Software Products ◽  
Management Standards ◽  
Software Product

The article discusses the problems of using software for project management and calculating the complexity of design work on the example of planning projects for the production of software products. Approaches to using project management standards and the project subject area to form a work breakdown structure, calculating the complexity of individual work packages and the project as a whole are investigated, requirements for integration software are formulated.

Sign in / Sign up

Export Citation Format

Share Document