scholarly journals Project Management Life Cycle Models to Improve Management in High-rise Construction

2018 ◽  
Vol 33 ◽  
pp. 03005 ◽  
Author(s):  
Andrey Burmistrov ◽  
Maria Siniavina ◽  
Oksana Iliashenko
Keyword(s):  
Life Cycle ◽  
Project Management ◽  
Large Scale ◽  
High Rise ◽  
Agile Project Management ◽  
Life Cycle Models ◽  
Management Approaches ◽  
Large Scale Project

The paper describes a possibility to improve project management in high-rise buildings construction through the use of various Project Management Life Cycle Models (PMLC models) based on traditional and agile project management approaches. Moreover, the paper describes, how the split the whole large-scale project to the "project chain" will create the factor for better manageability of the large-scale buildings project and increase the efficiency of the activities of all participants in such projects.

E-Banking Project Management

2010 ◽  
pp. 167-189
Author(s):  
Mahmood Shah ◽  
Steve Clarke
Keyword(s):  
Information Technology ◽  
Project Management ◽  
Large Scale ◽  
Business Development ◽  
Small Scale ◽  
Important Concept ◽  
Managing Change ◽  
Management Techniques ◽  
Project Portfolios ◽  
Large Scale Project

Project management is an important concept in business development. Often, the development of information technology or managing change will be run as projects, and managed using various well established project management techniques and tools. E-banking is often treated like a large scale project and broken into several small scale projects to manage various different aspects (called project portfolios), ranging from BPR to make the organization ready for online operations, to actual implementation of e-banking technologies.

The Project Management Perspective for a Digital City

2016 ◽  
pp. 793-811 ◽  
Author(s):  
Leonidas G. Anthopoulos ◽  
Pantelis Ipsilantis ◽  
Vassiliki Kazantzi
Keyword(s):  
Project Management ◽  
Large Scale ◽  
Project Managers ◽  
Management Model ◽  
Digital City ◽  
Management Perspective ◽  
The World ◽  
Information And Communication ◽  
Large Scale Project ◽  
Future Project

Digital cities have been evolved during the last decade and they have installed various information systems and information and communication technology (ICT) based infrastructures across various cities in the world. Most digital cities are ongoing investments, while their outcomes are differentiated from their primary objectives, and many of them are declined although their deliverables have been achieved. The aim of this paper is to approach the digital city as a unique project instead of a program of projects. In this context, a digital city can be considered a complex and large scale project, while the project management perspective will be applied on two representative forms of digital cities in order to conclude on a common management model, to underline the difficulties of such a project, and to provide with useful instructions that can be used by current and by future project managers who approach a similar initiative.

scholarly journals Revisiting the project management knowledge framework

2018 ◽  
Vol 11 (4) ◽  
pp. 1026-1043 ◽  
Author(s):  
Jonghyuk Cha ◽  
Mike Newman ◽  
Graham Winch
Keyword(s):  
Life Cycle ◽  
Project Management ◽  
Information Systems ◽  
Design Methodology ◽  
Content Type ◽  
Knowledge Framework ◽  
Management Knowledge ◽  
Conceptual Paper ◽  
Life Cycle Models ◽  
Advanced Model

PurposeThis paper highlights that extant project management (PM) bodies of knowledge have not fully addressed organisational transformation enabled by information systems projects. The purpose of this paper is to examine the transformation context in the PM disciplines. The authors argue that the execution-oriented PM bodies of knowledge are limited, as they place too much emphasis on the delivery outputs by the supplier rather than the achievement of beneficial outcomes by the project owner.Design/methodology/approachAs a conceptual paper, this paper reviews extant PM bodies of knowledge, life cycle models, the context of organisational transformation and benefits realisation, and the distinction between a project owner’s and the project supplier’s capabilities.FindingsA new PM knowledge framework is provided as an advanced research frame for future works by enhancing Peter Morris’ Management of Projects framework by employing the conceptual lens of Winch’s Three Domains of Project Organising model.Originality/valueThe advanced model emphasises the necessity of distinguishing a project owner’s and a supplier’s PM capability and knowledge to achieve successful IS-enabled organisational transformation. Through this effort to resolve the fragmentation and specialisation problems in PM disciplines, the model can be used as a theoretical groundwork for the advancement of PM research.

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