Risk Factor Classification GEMIO in the Planning Phase of Logistic Project Management

2016 ◽  
pp. 211-219
Author(s):  
Dorota Książkiewicz
Keyword(s):  
Risk Factor ◽  
Project Management ◽  
Planning Phase

scholarly journals Developing Improvement Planning Phase in Project Management Maturity Models

2016 ◽  
Vol 10 (9) ◽  
pp. 1 ◽  
Author(s):  
Ehsan Eshtehardian ◽  
Farhad Saeedi
Keyword(s):  
Project Management ◽  
Maturity Model ◽  
Relative Importance ◽  
Specific Procedure ◽  
Maturity Level ◽  
Management Consultants ◽  
Planning Phase ◽  
Improvement Planning ◽  
The Impact

The suggested cycle of project management maturity model generally include phases of evaluation, planning, improvement and finally cycle repeat which is largely based on a cycle known as Deming or PDCA. “Improvement Planning Phase” is the most important phase requiring development among these models that it is not discussed much. The major criteria for prioritization and planning in this phase were investigated in a research by authors. At first, the literature of subject is reviewed, by doing a series of interviews with project management consultants then prioritization criteria is identified, and eventually it is continued with more analysis on each of these criteria by distributing the questionnaire. The most significant criteria can be mentioned as current maturity level, desired maturity level for each process, relative balance between maturity levels of different processes, relations (predecessor & successor) between processes, the impact of each process on success, resources and organizational effort required for implementation, the role of organization (employer/contractor) and the acceptance of organization in different processes. Finally, according to the criteria a model was developed for “improvement planning phase”. A model is regarded as an improvable point in these models if it pays attentions to all criteria in addition to the relative importance of each criterion and importance of each process compared to each criterion in form of a specific procedure.

A Method for Activity Duration Estimation Based on Project Stability

2012 ◽  
Author(s):  
Daisuke Morita ◽  
Haruhiko Suwa
Keyword(s):  
Project Management ◽  
Numerical Results ◽  
New Method ◽  
Estimation Methods ◽  
Expected Cost ◽  
Starting Time ◽  
Activity Duration ◽  
Planning Phase ◽  
Conventional Methods ◽  
Duration Estimation

During the planning phase in real project management, it is one of essential problems for any project to determine the duration of each activity. This paper proposes a new method for determining the duration of activities of a given project based on a cost associated with the deviation of the starting time of each activity. The proposed method calculates the expected cost associated with a starting time deviation for each activity and then determines the duration of each activity so as to minimize the total expected cost. The proposed method is compared with some conventional methods. The numerical results derive some properties of the estimation methods and demonstrate the effectiveness of the proposed method.

scholarly journals Project Management during the Industry 4.0 Implementation with Risk Factor Analysis

2019 ◽  
Vol 38 ◽  
pp. 1181-1188 ◽  
Author(s):  
Martin Hirman ◽  
Andrea Benesova ◽  
Frantisek Steiner ◽  
Jiri Tupa
Keyword(s):  
Factor Analysis ◽  
Risk Factor ◽  
Project Management ◽  
Industry 4.0 ◽  
Risk Factor Analysis

scholarly journals Sustainable Risk Management in IT Enterprises

Risks ◽  
2021 ◽  
Vol 9 (7) ◽  
pp. 135
Author(s):  
Mateusz Trzeciak
Keyword(s):  
Risk Factors ◽  
Risk Management ◽  
Risk Factor ◽  
Project Management ◽  
Empirical Studies ◽  
Project Schedule ◽  
It Projects ◽  
Risk Factor Management ◽  
Hardware System ◽  
Expert Interview

A synthesis of literature studies covering the determinants of agile project management methods, risk management processes as well as factors influencing the shaping of project success and failure clearly indicates that in most publications on risk in agile managed projects, the human factor is heavily underestimated at the expense of often excessive favoring of procedures. Meanwhile, after analyzing the risk factors that arise in agile-managed IT projects, it became apparent that in addition to aspects such as technology, hardware, system, or even project schedule and cost, the project team is highlighted, which is also the second concept with the GPM P5 Standard for Sustainability in Project Management. Thus, the purpose of this article is to develop a model for risk management in IT projects. As a result of the empirical research carried out by means of an expert interview (108 experts) and a questionnaire survey (123 respondents), a risk management model was developed and six original risk management areas were identified, describing 73.92% of all risk factors that may occur during the implementation of an IT project. Furthermore, empirical studies confirm that basic processes such as risk factor identification, impact assessment, and key risk factor management are used by managers and/or team leaders during the implementation of IT projects.

National Dairy deriving value through project management

2021 ◽  
Vol 11 (4) ◽  
pp. 1-21
Author(s):  
Vanita Bhoola ◽  
Vineeta Dwivedi ◽  
Ayalur Vedpuriswar
Keyword(s):  
Project Management ◽  
Built Environment ◽  
Project Planning ◽  
Executive Education ◽  
Content Type ◽  
Academic Level ◽  
Planning Phase ◽  
Project Lifecycle

Complexity academic level Study level: MBA and Executive Education Applicability: This case can be taught in the project management course. It will cover the project-planning phase, which is an iterative or progressive elaboration for the entire project lifecycle. The case will help in discussing how project management is an important discipline to manage projects and stakeholders effectively. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 2: Built environment.

Clinical aspects of reactive oxygen and nitrogen species

2004 ◽  
Vol 71 ◽  
pp. 121-133 ◽  
Author(s):  
Ascan Warnholtz ◽  
Maria Wendt ◽  
Michael August ◽  
Thomas Münzel
Keyword(s):  
Oxidative Stress ◽  
Reactive Oxygen Species ◽  
Risk Factor ◽  
Endothelial Dysfunction ◽  
Vascular Tissue ◽  
Rapid Development ◽  
Reactive Oxygen ◽  
Clinical Aspects ◽  
No Production ◽  
Oxygen Species

Endothelial dysfunction in the setting of cardiovascular risk factors, such as hypercholesterolaemia, hypertension, diabetes mellitus and chronic smoking, as well as in the setting of heart failure, has been shown to be at least partly dependent on the production of reactive oxygen species in endothelial and/or smooth muscle cells and the adventitia, and the subsequent decrease in vascular bioavailability of NO. Superoxide-producing enzymes involved in increased oxidative stress within vascular tissue include NAD(P)H-oxidase, xanthine oxidase and endothelial nitric oxide synthase in an uncoupled state. Recent studies indicate that endothelial dysfunction of peripheral and coronary resistance and conductance vessels represents a strong and independent risk factor for future cardiovascular events. Ways to reduce endothelial dysfunction include risk-factor modification and treatment with substances that have been shown to reduce oxidative stress and, simultaneously, to stimulate endothelial NO production, such as inhibitors of angiotensin-converting enzyme or the statins. In contrast, in conditions where increased production of reactive oxygen species, such as superoxide, in vascular tissue is established, treatment with NO, e.g. via administration of nitroglycerin, results in a rapid development of endothelial dysfunction, which may worsen the prognosis in patients with established coronary artery disease.

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