scholarly journals Ability to Use Flexible Project Management in the Hotel Business

2020 ◽  
Vol 159 ◽  
pp. 04009
Author(s):  
Ardak Turginbayeva ◽  
Gulmira Nurseitova ◽  
Guldana Zhakupbekova ◽  
Kairat Doszhanov ◽  
Aidar Konysbay
Keyword(s):  
Project Management ◽  
Hospitality Industry ◽  
Project Leader ◽  
Behavior Model ◽  
Customer Requirements ◽  
Standard Management ◽  
End To End

The article discusses the possibilities of implementing flexible project management methods to ensure the effectiveness of projects in the hospitality industry. The Project Leader should encourage each participant to abandon his or her approved behavior model in order to promptly resolve any issues that may arise during the implementation of the project and to respond to internal objections. As the hotel business is customer-centric, providing end-to-end services is not possible through standard management of individual customer requirements. Therefore, this study aims to determine the feasibility of using the methodology by identifying several criteria for project management (APM) in the hotel business.

How Project Management Overlaps with Lean Six Sigma

2018 ◽  
Vol 6 (2) ◽  
pp. 39-55 ◽  
Author(s):  
Brian J. Galli
Keyword(s):  
Project Management ◽  
Six Sigma ◽  
Vital Role ◽  
Lean Six Sigma ◽  
Successful Implementation ◽  
Customer Requirements ◽  
Project Outcomes ◽  
Management Concepts ◽  
Management Perspective ◽  
Six Sigma Methodology

This article seeks to discuss how project management can help the Lean Six Sigma methodology impact project outcomes. It is found that projects managers play a vital role in the successful implementation of the LSS tools and on meeting customer requirements. This article analyzes and identifies the factors and constraints that projects face with the implementation of Lean Six Sigma methodology within the project management perspective. Further, this study provides a comparative analysis of different studies based on LSS tools and analyzes their applicability in different industries. This study found that there is a strong need for project management concepts and tools in the LSS methodology and vice versa. The article also identifies specific concepts and tools of project management that can help to improve the likelihood of success of LSS projects and initiatives. This article discusses how these project specific concepts and tools can be effectively used in LSS environments.

Cross-Functional Structures: A Review and Integration of Matrix Organization and Project Management

1992 ◽  
Vol 18 (2) ◽  
pp. 267-294 ◽  
Author(s):  
Robert C. Ford ◽  
W. Alan Randolph
Keyword(s):  
Project Management ◽  
Functional Organization ◽  
Theory Building ◽  
Organizational Characteristics ◽  
Project Leader ◽  
Advantages And Disadvantages ◽  
Matrix Organization ◽  
Project Characteristics ◽  
Team Characteristics ◽  
Definition Of

In this article, we review and summarize the literature on crossfunctional organization forms that has been published since 1976. We focus on the commonalities of the literatures that deal with matrix organization and project management. With a definition of cross-functional organization in hand, we review the literature for advantages and disadvantages of these organization forms, ending the section with a discussion of the great needfor empirical research to resolve numerous questions and paradoxes. Finally, we review a model for effective cross-functional organizations, comprising environmental influences, organizational characteristics, project characteristics, project team characteristics, project leader characteristics, and project effectiveness. Each section ends with a discussion of needed research, and the article ends with a call for research and theory building regarding cross-functional organizations, which continue to grow in application importance.

scholarly journals Facilitating translational team science: The project leader model

2019 ◽  
Vol 3 (4) ◽  
pp. 140-146
Author(s):  
Lynn Sutton ◽  
Lisa G. Berdan ◽  
Jean Bolte ◽  
Robert M. Califf ◽  
Geoffrey S. Ginsburg ◽  
...  
Keyword(s):  
Project Management ◽  
Critical Role ◽  
Academic Research ◽  
Science Research ◽  
Team Science ◽  
Project Leader ◽  
Translational Science ◽  
Project Leadership ◽  
Research Organizations ◽  
Academic Settings

AbstractProject management expertise is employed across many professional sectors, including clinical research organizations, to ensure that efforts undertaken by the organization are completed on time and according to specifications and are capable of achieving the needed impact. Increasingly, project leaders (PLs) who possess this expertise are being employed in academic settings to support clinical and preclinical translational research team science. Duke University’s clinical and translational science enterprise has been an early adopter of project management to support clinical and preclinical programs. We review the history and evolution of project management and the PL role at Duke, examine case studies that illustrate their growing value to our academic research environment, and address challenges and solutions to employing project management in academia. Furthermore, we describe the critical role project leadership plays in accelerating and increasing the success of translational team science and team approaches frequently required for systems biology and “big data” scientific studies. Finally, we discuss perspectives from Duke project leadership professionals regarding the training needs and requirements for PLs working in academic clinical and translational science research settings.

scholarly journals AI Powered Holistic Solution for Travelersduring Pandemic

2020 ◽  
Vol 9 (6) ◽  
pp. 302-307
Keyword(s):  
Detailed Analysis ◽  
User Experience ◽  
Hospitality Industry ◽  
The World ◽  
End To End

As the world is engulfed with COVID-19 pandemic and the glimpse of vaccine is still a distant dream, taking precautions and maintaining the norms suggested by WHO will keep us safe. With this, we present in this paper a solution that would help travelers induce confidence in traveling while keeping in mind the guidelines that must be followed. The solution focuses on an end to end service that will not only help the travelers to make informed and safe decisions but also allow the hospitality industry to monetize from this application. This paper is focused on a detailed analysis of the solution that is being presented to tackle the problems faced by various industries and their fear of resuming the work. A software-based approach is taken for providing a simple and engaging user experience to the user along with an AI approach to detect and predict the COVID trend in various cities. Along with this, a system that detects if people are wearing a mask or not will also be verified by thealgorithm.

scholarly journals STUDY ON PROJECT MANAGEMENT IN EMOTIONAL INTELLIGENCE

2021 ◽  
Vol 1 (1) ◽  
Author(s):  
Ken Rabac ◽  
Deepak Jain
Keyword(s):  
Emotional Intelligence ◽  
Project Management ◽  
Project Leader ◽  
Adverse Consequence ◽  
High Emotional Intelligence

The regularly focused on solitary credits that sway a leader's adequacy. This investigation, all things considered, takes a gander at whether emotional intelligence directs the expected adverse consequence of appropriated presence on commitment and impact, and at last, leader viability. Buttressed by emotional intelligence, commitment, and impact speculations, the exploration question focused on how emotional intelligence abilities moderate the effect of a project supervisor's disseminated presence to deliver the leader powerful. The investigation test for this exploration came from deliberate members who work for a U.S. government office including leaders co-situated with their groups and conveyed presence leaders. Elucidating insights showed that leaders with higher emotional intelligence (EI) were more captivating and compelling than co-found leaders with high EI. Relapse investigations showed most noteworthy importance between the reliant factors commitment and impact and the autonomous factors of disseminated presence and emotional intelligence when utilizing emotional intelligence branches and undertakings for the EI factors. Information from this examination showed appropriated presence leaders with high emotional intelligence capacities impact commitment and impact decidedly. Crafted by this examination propels bits of knowledge into how emotional intelligence impacts, decidedly, project leader commitment and impact when the project administrator's quality is dispersed. The information delivered by this exploration was enlightening however just partly on the grounds that outcomes were not adequately broad. In any case, the use of this investigation applies to the down to earth world as dispersed groups is by all accounts a more perpetual piece of the business scene than impermanent, and figuring out how to more readily fill in as a project supervisor with disseminated presence is fundamental for the two associations and project chiefs.

scholarly journals Performance Incentives To Increase Motivation; Potentials Of Meaningful Activities In Project Management

2020 ◽  
Vol 4 (4) ◽  
pp. 95-118
Author(s):  
Dirk Zwerenz
Keyword(s):  
Project Management ◽  
Mark Twain ◽  
Well Being ◽  
Human Action ◽  
Project Managers ◽  
Project Leader ◽  
Performance Incentives ◽  
Leadership Management ◽  
The One ◽  
Irrational Action

Authors: Dirk Zwerenz, ORCID: https://orcid.org/0000-0001-8677-6050 PhD Candidate, University Kaposvár, Hungary; Head of Major Project Service, German Doka formwork technology GmbH, Maisach, Germany Pages: 95-118 Language: English DOI: https://doi.org/10.21272/sec.4(4).95-118.2020 Download: Views: Downloads: 57 31 Abstract Performance incentives to increase motivation; potentials for meaningful activities in project management, the author will concretize this with meaningful activities in project management. The ideal project leader is described by Mark Twain in his novel “The Adventures of Tom Sawyer” (Twain, 1876) in the episode of Tom Sawyer painting the fence. Tom is able to motivate his friends for the actually boring activity in a way that they are willing to support him voluntarily. Regarding the law of human action discovered by Tom Sawyer, Mark Twain states: “To awaken a person’s desire, all that is needed is to make the object difficult to reach” (Twain, 1876). In 2006 Ariely, Loewenstein and Prelec examined the rules of irrational action described by Twain. They conclude that individuals make decisions based on their intrinsic motivation and sometimes not on “what is reasonable” (Ariely, Loewenstein, & Prelec, 2006). This enthusiasm of a project leader is transformed in this article and is reflected as a component “project brand strength” in the performance assessment of a project leader (Zwerenz, 2019). The author’s experience as a project leader in the implementation of several major projects also takes up this enthusiasm and expands it to include the identification of the project teams with themselves and the aspect of meaningful activities as an incentive in project management. That identification and motivation are on the one hand necessary to enjoy one’s profession seems understandable, on the other hand the boundaries between vocation and exhaustion are quickly crossed. Schmalenbach describes this in the article “Sacrifice of passion” in “DIE ZEIT”, issue 2-2019 with the provocative sentence “If you break down, you are a better person”. Committed project managers develop a very similar passion for “their” project and thus a comparable identification with their profession. The tension between income, recognition and prosperity is discussed. Furthermore, the dependencies of meaningfulness, recognition and income are derived from the literature and presented as factors influencing personal well-being. Finally, this article contributes to the design of a motivating variable remuneration system for project managers and other exposed occupational groups. Keywords: variable compensation, value management, development of individual competences, knowledge management, team management, management of individuals – development, motivation and reward, leadership, management of stakeholders, management of human resources, engineering and construction, research theory on project management.

scholarly journals 9.1. END-TO-END DIGITAL TECHNOLOGIES AND "DIGITAL DOUBLES" AT THE TEST STAGES IN PROJECT DEVELOPMENT METHODOLOGIES

2020 ◽  
Author(s):  
Е.С. Копкова ◽  
Д.Ю. Сверчков
Keyword(s):  
Project Management ◽  
Digital Technologies ◽  
Research Data ◽  
Project Development ◽  
Physical Processes ◽  
Digital Format ◽  
Testing Stage ◽  
Speed Up ◽  
Management Techniques ◽  
End To End

При использовании сквозных цифровых технологий в области разработки и методиках ведения проектами появляется существенное преимущество для ускорения процессов на этапах проведения ряда испытаний. Целью данной работы является анализ необходимости внедрения сквозных цифровых технологий в физические процессы проведения испытаний, замены механических составляющих на цифровой формат. На базе данных исследований появляется возможность усовершенствовать этап проведения испытаний, что соответственно приведет к экономии ресурсов различного рода. When using end-to-end digital technologies in development and project management techniques, there is a significant advantage to speed up processes at the stages of a number of tests. The purpose of this work is to analyze the need to introduce end-to-end digital technologies in the physical processes of testing, replacing mechanical components with digital format. Based on the research data, it is possible to improve the testing stage, which will lead to savings in various types of resources.

Strategies to Improve Project Management Maturity

2018 ◽  
pp. 279-295
Author(s):  
Walter H. Sargent ◽  
Gail A. Ferreira
Keyword(s):  
Project Management ◽  
Continuous Process ◽  
Project Leader ◽  
Continuous Process Improvement ◽  
Interactive Communication ◽  
Methodology Development ◽  
Organizational Buying ◽  
Multiple Case ◽  
Cross Case Analysis

Information technology organizations lose significant competitive value when business leaders fail to use project management maturity (PMM) processes that enhance market delivery, reduce costs, and increase profitability. Using a multiple-case study, the researcher explored strategies that project leaders have used to improve PMM. Thematic analysis and cross-case analysis revealed six major strategies to improve PMM processes: project leader development, customer focus, standard methodology development, interactive communication, establishing a project office organizational structure, and practicing continuous process improvement. The results are important because they reveal an opportunity to extend constrained resources and organizational buying power for deliverables required by the recipient.

scholarly journals Pilihan Metode Manajemen Proyek dan Pengembangan Aplikasi pada Perusahaan Pemula Pengembang Perangkat Lunak di Jakarta

2013 ◽  
Vol 4 (1) ◽  
pp. 281
Author(s):  
Hudiarto Hudiarto
Keyword(s):  
Project Management ◽  
Project Leader ◽  
Software Developer ◽  
For Profit ◽  
Business Applications ◽  
Late Delivery

The ability of Indonesian computer practitioners in making business applications programs which are both internet-based and non-internet-based is already satisfactory. Their work can be viewed from a variety of business applications commissioned by many local, national and international levels. The problem often encountered is the lack of project management at the company maker of project business applications. It may affect the availability of adequate documentation as part of the project output. In this paper the author recommends software developing using a concept by McConnell (1996) that depends on the project’s characteristics and scope. McConnell is one of the mainstays of Microsoft experts who experiences many years as a project leader software made by the company. The object of this paper is to study several beginner companies of software developer in Jakarta. The software coverage is especially for profit company and both internet-based and non internet-based applications. From a comparison of several projects it is found that that late delivery often occur since the methid is implemented less stringent. This study is expected to be useful for other novice developers who get difficulty in submission software on time, right cost and right quality at the scope of the software that has been agreed.   

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