The subliminal characteristics of project managers: An exploratory study of optimism overcoming challenge in the project management work environment

2007 ◽  
Vol 25 (7) ◽  
pp. 674-682 ◽  
Author(s):  
Jason Dolfi ◽  
Edwin J. Andrews
Keyword(s):  
Project Management ◽  
Work Environment ◽  
Exploratory Study ◽  
Project Managers ◽  
Management Work

An Exploratory Study of the Current State of Career Development for Project Managers in the IT and Other Industries

2016 ◽  
pp. 1654-1673
Author(s):  
Yang Fan ◽  
Michael Thomas ◽  
Yishi Wang
Keyword(s):  
Project Management ◽  
Career Development ◽  
Work Environment ◽  
Job Training ◽  
Career Path ◽  
General Pattern ◽  
Project Managers ◽  
It Industry ◽  
Current State ◽  
Management Career

Critical to project success and job satisfaction of project managers is effective Human Resource Management (HRM). The temporary nature of projects has changed the traditional career paths for project managers and the way project-oriented companies prioritize their motivation tactics. By conducting a survey to explore a general pattern of employers' HRM practices in different industries regarding the project management career, this paper presents the fact that most employers prefer on-job training to organizational career path in motivating and retaining project manager and that there is no difference between IT industry and other industries in terms of the extent of use of on-job training and the organizational career path. These findings contribute to an in-depth understanding of the project management career path and suggest that project managers be proactive in adjusting to change in the workplace by being more autonomous in their career development decisions based on the larger work environment.

scholarly journals Work Environment and its Impact on Triple Constraint of Project Management

2012 ◽  
Vol 4 (10) ◽  
pp. 545-552
Author(s):  
Syed Ali Raza ◽  
Tamkeen Zehra Shah .
Keyword(s):  
Life Cycle ◽  
Project Management ◽  
Work Environment ◽  
Working Hours ◽  
Strong Relationship ◽  
Job Security ◽  
Project Managers ◽  
Measurement Tool ◽  
It Industry ◽  
The Impact

Project management’s fundamental concern is to effectively manage its triple constraints throughout the life cycle of a project to maximize productivity. At the same timework environment is considered a key feature, which influences the framework of project management. The present study assesses the impact of the work environment on the triple constraints (Scope, Time and Cost) of projects in the IT industry. The theoretical framework comprises Remuneration, Job Satisfaction, Job Security, and Working Hours as components of work environment and triple constraints as the dependent variable. Three hundred Project Managers across a number of IT firms have been approached, out of which 279 have responded to the questionnaire. The measurement tool has been developed by the researcher except for one construct, which has been adopted, followed by a pilot study. Inferential statistics have been applied to test the data. The study concludes that all project managers view a flexible and conducive work environment as bearing a strong relationship with the triple constraint of project management.

Identification and Analysis of Project Management Success Factors in Information Technology SMEs

2018 ◽  
Vol 9 (4) ◽  
pp. 73-90 ◽  
Author(s):  
Juan Andrés González Correa ◽  
Sandra Liliana Sánchez Castañeda ◽  
Deisy Aydee Velandia Quintero ◽  
Germán Eduardo Giraldo
Keyword(s):  
Information Technology ◽  
Project Management ◽  
Resource Management ◽  
Focus Group ◽  
Exploratory Study ◽  
Success Factors ◽  
Project Managers ◽  
General Managers ◽  
Management And Leadership

This article identifies and analyses the success factors involved in project management through an exploratory study that encompasses nineteen interviews, fifty-seven surveys and one session with a focus group of project managers, department managers who have taken the role of project managers and general managers of small and medium-sized enterprises (SMEs) of the information technology (IT) sector in Bogota, Colombia. After analyzing the information, the authors identified eleven factors for the achievement of project management goals in these organizations. These comprise managerial, organizational and sector aspects that influence the resource management and leadership in projects of SMEs of information technology.

Project Expectation Management – A Quality Approach to Customer Satisfaction

2016 ◽  
Vol 5 (1) ◽  
Author(s):  
Karuna Devi Mishra ◽  
Dr. Sudarsanam
Keyword(s):  
Project Management ◽  
Customer Satisfaction ◽  
Project Managers ◽  
Market Place ◽  
Dynamic Approach ◽  
Project Environment ◽  
Project Governance ◽  
Expectation Management ◽  
Management Project ◽  
Quality Approach

This paper investigates the current challenges faced by the project managers in creating realistic expectations of customers in dynamic changing project environment which are created by rapid introduction of new unknowns, as they progress. One might say they are more akin to packing boxes of frogs without a cover, setting each thing right before a new challenge is faced. The difficulties posed by these projects are identified and the literature is reviewed for suitable approaches. Why do projects fail and what more is critical to the success of project? All projects are conceived with a vision to satisfy certain needs of the business. Hence, the beneficiary of these needs become key stakeholder. Appropriate participation of this key stakeholder in steering the project ensures the success of the project. Also businesses are impacted by competition and changing market place resulting in skewed expectation management. Managing expectations enhances the success of the project immensely. Now, goal of the project plays a pivotal role and hence respecting it, is an important task, in project management. Project governance is an important aspect which needs to change according to the requirements and requires a dynamic approach rather than a ‘rule book approach’.

An Analysis of Web-based Document Management and Communication Tools Usage Among Project Managers

2017 ◽  
Vol 8 (1) ◽  
pp. 1-24 ◽  
Author(s):  
Tomislav Rozman ◽  
Tanja Kocjan Stjepanovič ◽  
Andrej Raspor
Keyword(s):  
Project Management ◽  
Management Practice ◽  
Project Managers ◽  
Document Management ◽  
Communication Tools ◽  
Web Based ◽  
Motivation Factors ◽  
Communication Software ◽  
Group Interviews ◽  
Eu Project

The article analyzes modern cloud document management systems and communication tools from the viewpoint of a EU project managers, who lead multidisciplinary, multilingual and international teams. It also explores the types of users who use these tools as well as the motivation factors guiding their choices. The research includes observation within the project group, interviews and semi-structured surveys among 40 EU project managers, who have managed 244 EU projects. The main finding is that a lot of project managers still don't use shared, cloud document system. The biggest obstacle to more efficient usage of existing systems is their un-friendliness, security concerns and lack of skills. Meetings are still perceived as the most efficient channel for distributing and receiving project tasks, but they are closely followed by communication software. Applying the authors' findings to the project management practice can lead to better communication and shared document storage management, which can influence overall effectiveness of project management.

scholarly journals Project Management in Development Cooperation. Non-Governmental Organizations

Innovar ◽  
2015 ◽  
Vol 25 (56) ◽  
pp. 53-67 ◽  
Author(s):  
Maricela I. Montes-Guerra ◽  
Aida R. De-Miguel ◽  
M. Amaya Pérez-Ezcurdia ◽  
Faustino N. Gimena ◽  
H. Mauricio Díez-Silva
Keyword(s):  
Project Management ◽  
Management Practices ◽  
Project Performance ◽  
Project Managers ◽  
Development Cooperation ◽  
Governmental Organizations ◽  
Non Governmental Organizations ◽  
Applicable Knowledge ◽  
The Impact ◽  
Positive Effect

This article analyzes the adoption of project management practices in development cooperation NGOs and their influence on project performance. This paper illustrates the impact in the implementation of methodologies, techniques and tools on outcomes, measured by success criteria of several projects recently implemented. Information from the project managers of the organizations was collected, and complemented by a literature review. We analyzed the correlation among the variables that determine the adoption of a project, and the criteria that determine its success. The positive effect of project management adoption in the performance of cooperation projects is demonstrated, in spite of the low use of methodologies, techniques and tools within the sector. The article shows the importance of project management in cooperation and aid projects, with the purpose of increasing researchers' awareness about the field as applicable knowledge and about the benefits of its use in the sector. The paper shows that project management can improve project efficiency and accountability in other sectors.

scholarly journals Insights of project managers into the problems in project management

2016 ◽  
Vol 16 (1) ◽  
pp. 90-103 ◽  
Author(s):  
Peter Vincent Livesey
Keyword(s):  
Project Management ◽  
Delphi Study ◽  
Soft Skills ◽  
Project Managers ◽  
Delphi Panel ◽  
Relative Importance ◽  
Team Management ◽  
Management Skills ◽  
Hard Skills ◽  
Importance Index

A Delphi study using project managers who had managed projects in excess of $500 million was used to confirm the significance and frequency of problems resulting from the nature of projects. Using the results obtained from the Delphi study a ranking of the problems experienced in these projects was obtained by calculating a Relative Importance Index. Additionally, the Delphi panel members were asked their views concerning the need for traditional project management skills (hard skills) and team management skills (soft skills) as project size increased from below $50 million to over $500 million. A substantial increase in the need for both skills was indicated with the increase in the need for soft skills being the most significant.

scholarly journals A Correlational Study on Project Management Methodology and Project Success

2019 ◽  
Vol 9 (2) ◽  
pp. 56-65
Author(s):  
Michael Pace
Keyword(s):  
Project Management ◽  
Project Success ◽  
Project Managers ◽  
Project Manager ◽  
Correlational Study ◽  
Demographic Information ◽  
Moderating Variables ◽  
Multiple Project Management ◽  
The Impact ◽  
The Relationship

Abstract This non-experimental correlational study extends previous research investigating the relationship between project management methodology and reported project success, as well as the moderating variables of industry and project manager experience. The sample included North American project managers with five years’ experience, 25 years of age or older, and experience with multiple project management methodologies. The survey instrument consisted of 58 questions, utilizing a 5-point Likert scale to record responses. The survey contained three sections, including demographic information, questions related to a successful project, and questions related to a less-than successful (failed / challenged) project. 367 usable responses were received. The examination of the constructs included Pearson’s correlation coefficient as well as linear regression to determine the impact of moderating variables. Results indicated that project management methodology has a weak correlation with reported project success, and this correlation is not moderated by industry nor project manager experience. The results did not align with previously conducted studies, illustrating a need to continue the study of methods impacting success including investigating additional moderating variables.

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