Project management practices in Pudong, a new economic development area of Shanghai, China

1997 ◽  
Vol 15 (5) ◽  
pp. 313-319 ◽  
Author(s):  
M.L. Yang ◽  
K.B. Chuah ◽  
VM Rao Tummala ◽  
E.H. Chen
Keyword(s):  
Economic Development ◽  
Project Management ◽  
Management Practices ◽  
Development Area

ANALISIS STRATEGI KAWASAN PENGEMBANGAN EKONOMI (KPE) BAGANSIAPIAPI DI PROVINSI RIAU

2012 ◽  
Vol 11 (1) ◽  
Author(s):  
Heri Apriyanto
Keyword(s):  
Economic Development ◽  
Adjacent Area ◽  
Surrounding Area ◽  
Economic Activities ◽  
Border Area ◽  
Underdeveloped Area ◽  
Strategic Location ◽  
Neighbor Country ◽  
Economic Infrastructure ◽  
Development Area

Most of Country Border Area in Indonesia are underdeveloped area with limited social and economic infrastructure. On the adjacent area, the neighbor country such as Malaysia that adjacent with Sumatera already developed growth centersand border corridors with so many economic activities and trade. The disparity among country can not be avoided, mostly in economic aspect. To develop Country Border Area as equal with neighbor country and surrounding area, it is needed policy to establish Economic Development Area (KPE) in Country BorderArea. KPE is an area consist of some districts in border area that functionally bond to develop integrated superior economic. One of KPE developed is KPE Bagansiapiapi in Riau Province that adjacent with Malaysia. It has strategic location and abundant natural resources, but limited infrastructure as a constrainon economic development. For that reason, it is needed to formulate KPE Bagansiapiapi Strategic Plan based on agropolitan-marine integrated development area (AMIDA) concept.

Survey on weedy rice (Oryza spp.) management practice and adoption of Clearfield® rice technology in Peninsular Malaysia

Weed Science ◽  
2021 ◽  
pp. 1-7
Author(s):  
Masilamany Dilipkumar ◽  
Muhammad Saiful Ahmad-Hamdani ◽  
Hairazi Rahim ◽  
Tse Seng Chuah ◽  
Nilda Roma Burgos
Keyword(s):  
Agricultural Development ◽  
Management Practices ◽  
Management Practice ◽  
Educational Programs ◽  
Peninsular Malaysia ◽  
Weedy Rice ◽  
Rice Farmers ◽  
Development Area ◽  
Adoption Level ◽  
Main Factor

Abstract A total of 452 rice farmers from three main granary areas of Muda Agricultural Development Authority (MADA), Kemubu Agricultural Development Authority (KADA), and Integrated Agricultural Development Area Barat Laut Selangor (IADA BLS) were surveyed in 2019. The goal was to determine farmers’ knowledge of and management practices for weedy rice (Oryza spp.) as well as the adoption level of Clearfield® rice technology (CRT) in Malaysia. Most farmers (74%) were adept at recognizing weedy rice. The majority of farmers (77%) perceived transplanting and water seeding rice systems as the best options to manage weedy rice, while only 10% of the farmers adopted CRT. The low level of adoption of this technology was due to several constraints, including the high cost of the CRT package and occurrence of imidazolinone (IMI)-resistant weedy rice in their farms. Farmers from MADA and IADA BLS reported the occurrence of IMI weedy rice in their farms for more than nine planting seasons, whereas those from KADA reported having resistant weedy rice for five to six planting seasons. The main factor contributing to the evolution of IMI-resistant weedy rice was ignorance about the technology and deliberate disregard of stewardship guidelines. The survey revealed that there is a need to increase awareness about CRT through training and educational programs for proper adoption of this technology.

Innovative management strategies for building and sustaining a digital initiatives department with limited resources

2018 ◽  
Vol 34 (2) ◽  
pp. 117-136 ◽  
Author(s):  
A. Miller
Keyword(s):  
Project Management ◽  
Management Practices ◽  
Management Strategies ◽  
Academic Library ◽  
Collaborative Management ◽  
Strong Line ◽  
Content Type ◽  
Innovative Strategies ◽  
Other Information

Purpose The purpose of this paper is to offer and explore innovative strategies for building and sustaining digital initiatives at information organizations. Although the examples provided are based on case studies at an academic library, the practices are rooted in project management principles and therefore applicable to all library types, museums, archives and other information organizations. The innovative strategies on staffing and funding will be particularly useful to organizations faced with monetary and staffing shortages and highlights collaborative management practices. Design/methodology/approach Concept of strategic and collaborative management practices led by an experienced project manager cross-trained in management, technical and soft skills enables the successful development and sustainability of digital initiatives. A cross-trained librarian’s management practices of leading the Digital Scholarship Initiatives at a particular university will be examined as a case study and aided with literature supporting the need for digital initiatives leaders to have training beyond the credentials of librarian, curator, archivist or historian in the technologically savvy twenty-first century ecology of information centers. Findings The innovative strategies implemented in the case study yielded increases in the number of hours of digital lab usage, digital projects developed, seminars or workshops presented, attendance of library hosted events, number of programs implemented and awareness on campus, all with limited staff and funding. The variety and level of production and marketing is instrumental to the growth and sustainability of digital initiatives. Practical implications The innovative strategies emphasized in this paper use the concept of borrowed or shared time to start staffing needs and is particularly helpful to organizations that do not have a strong line of dedicated staffing or funding to begin building digital initiatives. Offers small ways to start immediately while setting the stage to plan for big ideas for the future. Originality/value This paper suggests a credentialed information expert, such as a librarian, archivist or curator, that is, also cross-trained in project management and technology is the key to not only successfully leading digital initiatives but is instrumental for its sustainability and the marketing, growth and future of digital initiatives.

Using action research in innovation project management: building legitimacy and organizational learning in an SME during a merger process

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Constance Elizabeth Kampf ◽  
Charlotte J. Brandt ◽  
Christopher G. Kampf
Keyword(s):  
Project Management ◽  
Organizational Learning ◽  
Action Research ◽  
Management Practices ◽  
Innovation Process ◽  
Theory And Practice ◽  
Organizational Level ◽  
Content Type ◽  
Innovation Project

PurposeThe purpose is to explore how the process of action research (AR) can support building legitimacy and organizational learning in innovation project management and portfolio practices in merger contexts.Design/methodology/approachMeta-reflection on method issues in Action Research through an action research case study with an innovation group during an organizational change process. This case demonstrates an example of an action research cycle focused on building practitioner legitimacy rather than problem-solving.FindingsKey findings include (1) demonstrating how AR can be used for building legitimacy through visualizing the innovation process, and embedding those visuals in top management practices of the organization; and (2) demonstrating how AR can work as an organizational learning tool in merger contexts.Research limitations/implicationsThis study focuses on an action research cooperation during a two-and-a-half-year period. Thus, findings offer the depth of a medium term case study. The processes of building legitimacy represent this particular case, and can be investigated in other organizational contexts to see the extent to which these issues can be generalized.Practical implicationsFor researchers, this paper offers an additional type of AR cycle to consider in their research design which can be seen as demonstrating a form of interplay between practitioner action and organizational level legitimacy. For practitioners, this paper demonstrates a connection between legitimacy and organizational learning in innovation contexts. The discussion of how visuals were co-created and used for building legitimacy for an innovation process that differs from the standard stage gate model demonstrates how engaging in AR research can contribute to developing visuals as resources for building legitimacy and organizational learning based on connections between theory and practice.Originality/valueThis case rethinks AR practice for innovation project management contexts to include legitimacy and organizational learning. This focus on legitimacy building from organizational learning and knowledge conversion contributes to our understanding of the soft side of innovation project management. Legitimacy is demonstrated to be a key concern for innovation project management practices.

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 Project Management Practices in Private Organizations

2018 ◽  
Vol 50 (1) ◽  
pp. 6-22 ◽  
Author(s):  
Anabela Tereso ◽  
Pedro Ribeiro ◽  
Gabriela Fernandes ◽  
Isabel Loureiro ◽  
Mafalda Ferreira
Keyword(s):  
Project Management ◽  
Management Practices ◽  
Private Organizations

This article aims to make a contribution to theory, as well as to practice, by identifying which project management practices are used by most private organizations in general and by sector of activity. The influence of practitioners’ characteristics in the choice of project management practices and their use in groups are also analyzed. The results show that the most used project management practices are kick-off meetings, activity lists, progress meetings, Gantt charts, and baseline plans; however, differences between activity sectors and practitioners’ characteristics were found. The results also indicate that the most used project management practices are, in fact, used as toolsets.

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