Sustainable rural ICT project management practice for developing countries: investigating the Dwesa and RUMEP projects

2011 ◽  
Vol 17 (3) ◽  
pp. 187-212 ◽  
Author(s):  
C. Pade-Khene ◽  
B. Mallinson ◽  
D. Sewry
Keyword(s):  
Developing Countries ◽  
Project Management ◽  
Management Practice

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 The Role of Donor Agencies in Promoting Standardized Project Management in the Spanish Development Non-Government Organizations

2021 ◽  
Vol 13 (3) ◽  
pp. 1490
Author(s):  
Agustín Moya-Colorado ◽  
Nina León-Bolaños ◽  
José L. Yagüe-Blanco
Keyword(s):  
Project Management ◽  
International Development ◽  
Management Practice ◽  
Development Cooperation ◽  
Management Tools ◽  
Governmental Organization ◽  
Governmental Organizations ◽  
Non Governmental Organizations ◽  
Funding Mechanisms ◽  
Donor Agencies

Project management is an autonomous discipline that is applied to a huge diversity of activity sectors and that has evolved enormously over the last decades. International Development Cooperation has incorporated some of this discipline’s tools into its professional practice, but many gaps remain. This article analyzes donor agencies’ project management approaches in their funding mechanisms for projects implemented by non-governmental organizations. As case study, we look at the Spanish decentralized donor agencies (Spanish autonomous communities). The analysis uses the PM2 project management methodology of the European Commission, as comparison framework, to assess and systematize the documentation, requirements, and project management tools that non-governmental organizations need to use and fulfill as a condition to access these donors’ project funding mechanisms. The analysis shows coincidence across donors in the priority given to project management areas linked to the iron triangle (scope, cost, and time) while other areas are mainly left unattended. The analysis also identifies industry-specific elements of interest (such as the UN Sustainable Development Goals) that need to be incorporated into project management practice in this field. The use of PM2 as benchmark provides a clear vision of the project management areas that donors could address to better support their non-governmental organization-implemented projects.

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 Low Cost Data Analytics Implementation on Project Management Process Automation

2019 ◽  
Vol 5 (2) ◽  
pp. 76-82
Author(s):  
Cornelius Mellino Sarungu ◽  
Liliana Liliana
Keyword(s):  
Project Management ◽  
Data Analytics ◽  
Management Practice ◽  
Low Cost ◽  
Project Manager ◽  
Management Process ◽  
Generation Process ◽  
Data Generation ◽  
Team Members ◽  
Single Output

Project management practice used many tools to support the process of recording and tracking data generated along the whole project. Project analytics provide deeper insights to be used on decision making. To conduct project analytics, one should explore the tools and techniques required. The mostcommon tool is Microsoft Excel. Its simplicity and flexibility make project manager or project team members can utilize it to do almost any kind of activities. We combine MS Excel with R Studio to brought data analytics into the project management process. While the data input process still using the old way that the project manager already familiar, the analytic engine could extract data from it and create visualization of needed parameters in a single output report file. This kind of approach deliver a low cost solution of project analytics for the organization. We can implement it with relatively low cost technology onone side, some of them are free, while maintaining the simple way of data generation process. This solution can also be proposed to improve project management process maturity level to the next stage, like CMMI level 4 that promote project analytics. Index Terms—project management, project analytics, data analytics.

scholarly journals Four stages of making project management flexible: insight, importance, implementation and improvement

2020 ◽  
Vol 12 (1) ◽  
pp. 2117-2136
Author(s):  
Afshin Jalali Sohi ◽  
Marian Bosch-Rekveldt ◽  
Marcel Hertogh
Keyword(s):  
Project Management ◽  
Construction Industry ◽  
Management Practice ◽  
Research Question ◽  
Practical Method ◽  
Project Performance ◽  
Main Question ◽  
Project Complexity ◽  
Project Phases ◽  
Management Flexibility

Abstract Increased project complexity, project dynamics and changes in clients’ requirements are a few examples that suggest the necessity for flexibility in project management in order to deliver successful projects. Despite the fact that literature suggests adding flexibility to project management, there is no existing framework that provides a practical method for adding flexibility into the practice of project management in the construction industry. Therefore, this research is aimed at proposing a practical framework that helps practitioners in embedding project management flexibility into their project management practice. The research question is as follows: how to embed flexibility in the practice of project management in the early project phases? To answer the research question, four sub-questions have been formulated, which have been separately researched. The main question is answered by proposing a flexibility framework. This framework comprises four stages: understanding the current situation, practitioners’ perspectives on flexible project management, choosing enablers to become flexible and applying selected enablers to improve project performance. The framework is validated using the examples given by practitioners from 24 cases. Considering the movements towards flexibility and adaptability concepts, this research fills the gap in literature by providing a practical framework for project management flexibility. Moreover, it provides a step-by-step guideline for practitioners to embed flexibility in practice.

Project Management 2.0

2016 ◽  
pp. 1-15 ◽  
Author(s):  
Hamid Nach
Keyword(s):  
Social Media ◽  
Organizational Change ◽  
Project Management ◽  
Human Resources ◽  
Web 2.0 ◽  
Management Practice ◽  
Management Framework ◽  
Business Functions ◽  
Use Of Social Media ◽  
And Control

With growing maturity of social media over the last few years, many companies started using these tools to interact with customers and employees. Business functions such as Sales, Marketing and Human Resources have innovatively embedded these technologies to support their processes and became, as such, an instrument for renewal. The use of social media in Project Management, however, seems to be very limited. The profession lags behind having difficulty keeping pace with the rapidly evolving web 2.0 driven technological innovations which are delivering on their promise to foster collaboration. The paper discusses the potential of social media in the project management practice. As the move towards harnessing the power of social media within the Project Management framework requires adequate organizational change, the study also addresses the implications of such an initiative on structure, culture, and control.

A Practitioner Based Evaluation of Project Management Knowledge and Education

2016 ◽  
pp. 1313-1330
Author(s):  
Ziauddin A. Durrani ◽  
Bassam Baroudi
Keyword(s):  
Project Management ◽  
Management Education ◽  
Management Practice ◽  
Workplace Performance ◽  
Professional Careers ◽  
Narrow View ◽  
Project Management Professionals ◽  
Knowledge Requirements ◽  
Research Findings ◽  
Australian Universities

Many scholars have criticized formal project management education as being based on various Bodies of Knowledge (BOKs), lacking real-world application and representing a narrow view of the profession. Through a survey questionnaire, this research inquiry has examined the alignment of project management professional needs with the aspirations of project management education within Australian universities. The research findings show positive links between project management education, increased employability, better workplace performance and successful professional careers. However, the research has also identified poor alignment of current project management education in Australian universities with project management practice and recommends possible revision of project management education programs to meet the knowledge requirements expressed by project management professionals. The findings of this research contribute to the debate in respect of bringing project management education closer to project management practice.

A Practitioner Based Evaluation of Project Management Knowledge and Education

2015 ◽  
Vol 5 (4) ◽  
pp. 19-36 ◽  
Author(s):  
Ziauddin A. Durrani ◽  
Bassam Baroudi
Keyword(s):  
Project Management ◽  
Management Education ◽  
Management Practice ◽  
Workplace Performance ◽  
Professional Careers ◽  
Narrow View ◽  
Project Management Professionals ◽  
Knowledge Requirements ◽  
Research Findings ◽  
Australian Universities

Many scholars have criticized formal project management education as being based on various Bodies of Knowledge (BOKs), lacking real-world application and representing a narrow view of the profession. Through a survey questionnaire, this research inquiry has examined the alignment of project management professional needs with the aspirations of project management education within Australian universities. The research findings show positive links between project management education, increased employability, better workplace performance and successful professional careers. However, the research has also identified poor alignment of current project management education in Australian universities with project management practice and recommends possible revision of project management education programs to meet the knowledge requirements expressed by project management professionals. The findings of this research contribute to the debate in respect of bringing project management education closer to project management practice.

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