CM6: Supporting Activities—Project Management and Human Resources

2012 ◽  
pp. 159-176
Author(s):  
Erik Hofmann ◽  
Patrick Beck ◽  
Erik Füger
Keyword(s):  
Project Management ◽  
Human Resources

Project Management 2.0

2016 ◽  
pp. 1-15 ◽  
Author(s):  
Hamid Nach
Keyword(s):  
Social Media ◽  
Organizational Change ◽  
Project Management ◽  
Human Resources ◽  
Web 2.0 ◽  
Management Practice ◽  
Management Framework ◽  
Business Functions ◽  
Use Of Social Media ◽  
And Control

With growing maturity of social media over the last few years, many companies started using these tools to interact with customers and employees. Business functions such as Sales, Marketing and Human Resources have innovatively embedded these technologies to support their processes and became, as such, an instrument for renewal. The use of social media in Project Management, however, seems to be very limited. The profession lags behind having difficulty keeping pace with the rapidly evolving web 2.0 driven technological innovations which are delivering on their promise to foster collaboration. The paper discusses the potential of social media in the project management practice. As the move towards harnessing the power of social media within the Project Management framework requires adequate organizational change, the study also addresses the implications of such an initiative on structure, culture, and control.

scholarly journals Stochastic project management: multiple projects with multi-skilled human resources

2018 ◽  
Vol 22 (3) ◽  
pp. 271-288 ◽  
Author(s):  
Thomas Felberbauer ◽  
Walter J. Gutjahr ◽  
Karl F. Doerner
Keyword(s):  
Project Management ◽  
Human Resources

scholarly journals Intercultural Project Management for IT: Issues and Challenges

2015 ◽  
Vol 7 (3) ◽  
pp. 53-67 ◽  
Author(s):  
Germinal Isern
Keyword(s):  
Project Management ◽  
Human Resources ◽  
Stakeholder Management ◽  
Human Resources Management ◽  
Project Manager ◽  
Cultural Dimensions ◽  
Communication Management ◽  
Happy Ending ◽  
Resources Management ◽  
It Project

Abstract The development of Information Technology projects using Project Management Methodologies like PMP-PMI, Agile or SCRUM for software development, CPM, CCPM, RAD, XP, FDD, ITIL, JAD, LD, PRINCE2, etc.; may be a complete success or a total catastrophe, for series of reasons, events and circumstances that frequently are not related at all with the deliverables, the products being built, the IT technology involved, the level of expertise, the responsibility and professionalism of the stakeholders including the project manager, but due to intercultural factors. The PMP-PMI Model (PMBOK) describes 10 areas: Cost Management, Time Management, Scope Management, Risk Management, Quality Management, Procurement Management, Integration Management, Stakeholder Management, Human Resources Management and Communication Management. An IT project is considered successful if the customer is happy, but technically and formally if the TEAM was able to meet the triple constraint set up by time/cost/scope. This happy ending is not possible if the project manager and the team as a whole are not able to confront, attack and solve the issues associated with Human Resources Management, Stakeholder Management and specially Communication Management. These three areas are highly influenced by Intercultural factors like language, race, age, gender, religion, sexual preferences, beliefs, habits, etc., becoming their analysis an essential task if we want to accomplish and guarantee a favorable outcome. This position paper concludes in contradiction with what is a very common believe between many technical project managers that the most important factors to take in consideration for the success of an IT project management is the careful and planned attention to the potential issues and challenges associated with the cross-cultural communication and the human resources implicated in the projects. This paper will describe the cultural dimensions, issues and challenges associated with Intercultural Project Management for IT.

Juggling with Fast and Slow Time: Some of the Challenges of Project Management

2006 ◽  
Vol 6 (4) ◽  
pp. 251-255
Author(s):  
Barbara Allan
Keyword(s):  
Project Management ◽  
Human Resources ◽  
Life Cycles ◽  
Project Planning ◽  
Slow Time ◽  
Management Project ◽  
Project Life

Paper presented by Barbara Allan at the 37th BIALL Annual Study Conference in Brighton, June 2006, covering the human resources aspects of project management; project life cycles and project planning and implementation.

scholarly journals Application of Genetic Algorithms for Decision-Making in Project Management: A Literature Review

2019 ◽  
Vol 22 ◽  
pp. 22-31
Author(s):  
Ieva Ancveire ◽  
Inese Poļaka
Keyword(s):  
Decision Making ◽  
Genetic Algorithms ◽  
Project Management ◽  
Human Resources ◽  
Scientific Literature ◽  
Management Decision ◽  
Decision Making Process ◽  
Development Projects ◽  
Management Decision Making ◽  
Available Information

In software development projects, managers still have to face a variety of organisational and technical limitations despite the development of technology and approaches to improve the project management process. Projects, Human Resources and Costs are planned for a specific period of time. However, in the progression of project execution, there is a need to make various decisions and to dynamically adjust the work plan during the project in order to conform to its evolution. Thus, there is a need for a method that employs the latest technology to support the project management decision-making process. The aim and the expected result of the article are to identify and collect available information in the scientific literature to answer the following questions: (1) Which challenges of project management have been addressed using genetic algorithms? (2) What are the opportunities and limitations of genetic algorithms in the project management decision-making process? (3) What are the potential solutions to the identified genetic algorithm problems?

scholarly journals Stimulation and motivation of personnel in the project management system

2021 ◽  
Vol 83 (2) ◽  
pp. 265-271
Author(s):  
V. S. Artemieva ◽  
E. P. Ryabova ◽  
T. V. Sabetova
Keyword(s):  
Project Management ◽  
Human Resources ◽  
Successful Implementation ◽  
Timely Manner ◽  
Project Management System ◽  
The People ◽  
Potential Problems ◽  
Labor Resources ◽  
Main Activity ◽  
Human Component

Project management requires attention to planning and providing operations with resources of all kinds, including intellectual and human resources. Human resources in many projects are responsible for most of their success or failure, as they are able to think, make independent, including creative decisions, and coordinate the involvement and use of all other types of resources. The authors introduce the concept of “human component of project resources”, which is understood more broadly than labor resources, and analyze the methods and stages of managing this element of project support. This provision is the greatest problem in organizations, the main activity of which is based on a cyclical principle, however, one-time final projects are not rare in them. If the organization does not have the opportunity to hire external specialists to implement them, it is extremely important to rationally organize the involvement of employees in the work on the project and stimulate their work. The authors identified the most difficult stages of staffing projects in terms of organizing activities and motivating the people involved. For each stage, the sources and formats of problems and obstacles to the successful implementation of projects are described, as well as some recommendations for their mitigation are given. However, the authors emphasize that a single methodology for eliminating the identified potential problems cannot exist due to objective reasons. However, understanding of the main aspects that can generate these problems can make it easier for managers to diagnose, prevent or correct them in a timely manner.

scholarly journals Scheduling of Empennage Structure Design Project of Indonesia’s Aircraft with Critical Path Method (CPM)

2018 ◽  
Vol 248 ◽  
pp. 03012 ◽  
Author(s):  
Arin Wulandari ◽  
M. Dachyar ◽  
Farizal
Keyword(s):  
Project Management ◽  
Human Resources ◽  
Completion Time ◽  
Critical Path ◽  
Structure Design ◽  
Limited Resources ◽  
Critical Path Method ◽  
Activity Data ◽  
Design Project ◽  
The Future

Production of the aircraft becomes very important to facilitate many passengers of aircraft in Indonesia in the future. The design of a very complex aircraft requires proper project management. This study aims to perform the best scheduling project of empennage structure design of Indonesia’s aircraft with limited resources. Critical Path Method (CPM) is used to schedule the project based on activity and resource. CPM scheduling results in completion time for activity data for 400 working days. CPM scheduling after assigning human resources results in a longer completion time for 1023.47 working days. CPM scheduling is carried out by reallocating of human resources to produce a shorter completion time, and it results in completion time for 955 working days.

A Fuzzy System for Evaluating Human Resources in Project Management

2020 ◽  
Vol 11 (1) ◽  
pp. 66-95
Author(s):  
Oladele Stephen Adeola ◽  
Adesina Rafiu Ganiyu
Keyword(s):  
Project Management ◽  
Human Resources ◽  
Fuzzy System ◽  
Core Competencies ◽  
Professional Services ◽  
Important Ingredient ◽  
Core Areas ◽  
Donor Agencies ◽  
Level Of Experience ◽  
User Friendly

The key lubricants for the necessary functioning of any organization are money, machines, time, and humans. Human resources is the most important ingredient among them. Most projects fail because of ineptitude of those who administer the project, notably in government projects. Alternatively, advertisement for expert positions suffers as a result of poor coverage, late responses, non-transparency, and subjective selection during recruitment process. This work proposes a fuzzy system for the evaluation of human resources for the management of projects in core areas where professional services are expedient for supervision. It exposes the level of experience on the job, core competencies, exposure, and knowledge scope. A prototype fuzzy system for evaluation of human resource for project management, consisting of a user friendly menu-driven interface, was developed for evaluating the suitability of professionals for different roles within a project team. At the end of the work, it is expected that governments, companies, and various donor agencies would find the system useful when embarking on projects for an optimal result.

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