scholarly journals Stakeholder impact analysis of infrastructure project management in developing countries: a study of perception of project managers in state‐owned engineering firms in Vietnam

2009 ◽  
Vol 27 (11) ◽  
pp. 1129-1140 ◽  
Author(s):  
Nhat Hong Nguyen ◽  
Martin Skitmore ◽  
Johnny Kwok Wai Wong
Keyword(s):  
Developing Countries ◽  
Project Management ◽  
Impact Analysis ◽  
Project Managers ◽  
Infrastructure Project ◽  
Engineering Firms

scholarly journals Exploration of latent barriers inhibiting project management processes in adopting smart building technologies (SBTs) in the developing countries

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Frank Ato Ghansah ◽  
De-Graft Owusu-Manu ◽  
Joshua Ayarkwa ◽  
David John Edwards ◽  
M. Reza Hosseini
Keyword(s):  
Developing Countries ◽  
Project Management ◽  
Project Managers ◽  
Design Teams ◽  
Content Type ◽  
Smart Building ◽  
Management Processes ◽  
Sustainable Materials ◽  
Project Management Processes ◽  
Analytical Tools

Purpose While smart building technologies (SBTs) implementation ensures sustainability, their adoption is hampered by latent barriers, especially in project management processes. These latent barriers must be addressed to facilitate the successful and widespread adoption of SBTs. Therefore, this study aims to explore the significant latent barriers inhibiting the project management processes in adopting SBTs in developing countries. Design/methodology/approach A positivist research philosophy couched within a deductive approach was adopted to undertake a quantitative questionnaire survey of 227 project management and design team participants. Descriptive and inferential analytical tools (including a one sample T-test and exploratory factor analysis) were then adopted to interpret data collected. Findings The results reveal that the “high cost of smart sustainable materials and equipment” is the major significant barrier hindering the adoption of SBTs in developing countries. Latent barriers were: “structure and time-related barriers,” “construction-related barriers” and “human, policy and cost-related barriers”. Originality/value The study contributes novel insights into the prevailing nascent discourse on SBTs from the perspectives of construction project managers and design teams in developing countries, particularly. Furthermore, to the best of the authors’ knowledge, this is the first study that ascertains the significant barriers inhibiting project management processes in adopting SBTs in developing countries.

scholarly journals Project Managers as Knowledge Workers: Competencies for Effective Project Management in Developing Countries

2021 ◽  
Vol 11 (4) ◽  
pp. 131
Author(s):  
Armstrong Amoah ◽  
Frederic Marimon
Keyword(s):  
Developing Countries ◽  
Project Management ◽  
Soft Skills ◽  
Knowledge Worker ◽  
Project Managers ◽  
Project Manager ◽  
Scarce Resources ◽  
Hard Skills ◽  
Key Competencies ◽  
Primary Contribution

Studies have shown that project managers are responsible for the successful management of various projects. Increasingly, this success depends on the project manager being a knowledge worker (KW)—i.e., possessing and utilizing both “hard” and “soft” skills/competencies to manage assigned projects. Nonetheless, there has not been enough studies on what these competencies are, especially in the context of developing countries (DCs). This study, therefore, seeks to conceptualize project managers as KWs by identifying the key competencies and their relationships needed to effectively manage projects in DCs. To achieve this objective, a survey was conducted among 112 project management (PM) practitioners in Ghana. The opinions from the respondents were edited, summarized and categorized by creating word queries, thus, making it easier to make deductions from them. Finally, content analysis was conducted to help establish links in the responses so as to deduce appropriate recommendations. The findings provide a set of “soft” and “hard” skills/competencies and their unique combinations for effective PM in DCs. The primary contribution of this study stems from highlighting the key competencies that project managers need to ensure effective PM in DCs, thus, helping these countries to make a more efficient use of their scarce resources.

scholarly journals Impact Assessment for Sustainable Project Management And Pension Funds Projects Performance In Kenya

2022 ◽  
Vol 10 (01) ◽  
pp. 2852-2863
Author(s):  
Olive Gitau ◽  
Paul Sang
Keyword(s):  
Developing Countries ◽  
Project Management ◽  
Impact Assessment ◽  
Construction Projects ◽  
Social Impact ◽  
Management Practices ◽  
Pension Funds ◽  
Project Managers ◽  
Academic Journal ◽  
Bottom Line

Sustainability is an evolving area of research and is grabbing the attention of corporations, research communities, and regulatory bodies worldwide which had enhanced its implementation. The prevailing trend towards economic growth in developing countries has resulted in a huge demand for delivering construction projects which in turn has overshadowed sustainability concerns. Consequently, project managers in developing countries are lagging in embracing the concept of sustainability in managing projects. Specific focus has been given to construction projects in the pension industry in Kenya. To address this challenge, the paper explored sustainable project management based on a comprehensive literature review through a desk review of numerous academic journal articles to evaluate pension funds projects performance. Three theories were used to provide a foundation for the sustainable project management practices: stakeholder theory, the Triple Bottom Line (3BL) concept which captures the essence of sustainability and theory of risk management. The study established that current project management practices of Kenyan Pension Funds do not always ensure project success that secure desired market returns on these investments. As the pension schemes are also expected to continue to invest in alternative assets given the broadening of the allowable investment categories and to take advantage of the public infrastructural projects under the big four agenda (RBA, 2021), it becomes paramount to identify and implement sustainable project management practices for performance of the pension funds projects.  The outcome of this research showed that sustainability goals and environmental and social impact assessment contribute towards pension funds projects performance. The moderating effect of the regulatory framework was determined to be supportive towards sustainable pension funds projects performance.

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.

SOFTWARE PROJECT MANAGEMENT FOR DEVELOPING COUNTRIES

2005 ◽  
Vol 38 (1) ◽  
pp. 35-40
Author(s):  
Christopher Peterson ◽  
Zenon Chaczko ◽  
Craig Scott ◽  
David Davis
Keyword(s):  
Developing Countries ◽  
Project Management ◽  
Software Project ◽  
Software 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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