scholarly journals Portfolios, programs, and projects in strategic marine-fisheries sustainability and blue growth: a case study in Indonesia

2021 ◽  
Vol 919 (1) ◽  
pp. 012012
Author(s):  
W S Ciptono ◽  
Suadi ◽  
S A Cahyacipta ◽  
Bagaskara
Keyword(s):  
Project Management ◽  
Portfolio Management ◽  
Maturity Model ◽  
Marine Fisheries ◽  
Bottom Line ◽  
Sustainable Solutions ◽  
Fisheries Sustainability ◽  
Blue Growth ◽  
Critical Problems

Abstract The purpose of the study was to design the development of creative and sustainable solutions to critical problems of marine and fisheries through Portfolio, Programme and Project Management Maturity Model (P3M3) in order to execute strategic marine-fisheries sustainability and blue growth: a case study in Indonesia. This model can help marine-fisheries businesses deconstruct the problems of existing industries and create a new (innovative) policy based on the alignment of macro level (portfolio management), meso level (programme management) and micro level (project management) by providing superior value of Triple Bottom Line (economic-social-deep ecological environment) to the stakeholders and the generations for today and future forevermore.

A measurement model of project control systems success for engineering and construction projects case study: contractor companies in Saudi's petroleum and chemical industry

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sahar Jawad ◽  
Ann Ledwith
Keyword(s):  
Project Management ◽  
Control Systems ◽  
Chemical Industry ◽  
Measurement Model ◽  
Measurement Tool ◽  
Maturity Model ◽  
Project Control ◽  
Content Type ◽  
Critical Elements

PurposeThe purpose of this paper is to presents a new modeling approach that provides a measurement tool for evaluating the effectiveness of Project Control Systems (PCS) and the improvement of the project control capability as a part of an organization's project management processes.Design/methodology/approachThis study used a project management maturity approach to develop a measurement model of PCS success. The key elements in this model have been identified using the Fuzzy Analytic Hierarchy Process (FAHP) method to analyze data from a case study involving contractor companies in Saudi's petroleum and chemical industry.FindingsThe results identified six critical elements for PCS success: (1) Change Management, (2) Earned Value, (3) Baselined Plan, (4) Resource Loaded, (5) Progress Method and (6) Governance Program. In addition, Project Forecasting and Corrective Action Verification were identified as the main areas where clients and contractors need to focus for the effective deployment of a PCS.Practical implicationsThe results of this study were used to create a PCS Maturity Model (PCSMM) and a PCS Success Index (PCSSI). The value of this index can help project managers to identify the maturity level of their PCS and improvement areas that lead to enhanced project performance.Originality/valueThis research presents an alternative maturity model for PCS assessment that provides a practical tool to identify areas for improving the critical elements of PCS success. The study draws a clear distinction between overall project success and the success of the PCS.

Project management in higher education: a grounded theory case study

2019 ◽  
Vol 40 (5) ◽  
pp. 338-352 ◽  
Author(s):  
Seth Porter
Keyword(s):  
Grounded Theory ◽  
Project Management ◽  
Portfolio Management ◽  
Project Managers ◽  
Theory Approach ◽  
Content Type ◽  
Complex Process ◽  
Management Concepts ◽  
Qualitative Research Methodology

Purpose This paper analyzes project and portfolio management within a major research library, while it was undergoing a complete physical renovation and reinvention of programs and services. This is a complex, almost 100-million-dollar undertaking that implemented a project management (PM) methodology known as portfolio management. The purpose of this paper is to analyze the implementation and management of this process and provide a brief overview on project and portfolio management as a discipline. Additionally, it provides strengths and weaknesses as well as recommendations when implementing PM. Design/methodology/approach The analysis uses a qualitative research methodology case study with a theoretical foundation of inductive grounded theory. The case study is based primarily on seven interviews of project managers who are involved with the project. It also uses document analysis to assist in triangulating the findings and provide a contextual overview of a complex process. A number of themes emerged into overall categories and findings. Findings The key takeaways were the perceived strengths and weaknesses of the process. The strengths were improved communication and transparency, improved organization and documentation and formal decision-making process and resource allocation. The weaknesses were the hammer and the nail problem, the tools and paperwork, rigidity and the lack of agility within the process. This study also describes the process in detail and gives recommendations for improving the methods implemented in similar circumstances. Originality/value This paper analyzes strategic management concepts from an empirical grounded theory approach and real-world perspective with key recommendations.

Critical Chain Method in Traditional Project and Portfolio Management Situations

2014 ◽  
Vol 5 (3) ◽  
pp. 67-83 ◽  
Author(s):  
Vittal S. Anantatmula ◽  
James B. Webb
Keyword(s):  
Project Management ◽  
Portfolio Management ◽  
Critical Review ◽  
Critical Path ◽  
Traditional Approach ◽  
Research Effort ◽  
Project Schedule ◽  
Critical Chain ◽  
Path Scheduling

Critical Path (CP) method has been under scrutiny in recent years as the next evolution of project schedule development, the Critical Chain (CC) project management is gaining attention. Advocates of the Critical Chain method cite the Critical Path method's failure to address uncertainty properly. The purpose of this paper is to apply some of the features of the Critical Chain concepts to traditional approach of Critical Path for projects. More importantly, this research effort aims to demonstrate the applicability of CCPM to managing a portfolio of projects. The analysis, based on a critical review of past studies, experiments in both Critical Path and Critical Chain techniques, and a case study, presents recommendations to gain benefits of Critical Chain in a traditional Critical Path scheduling environment and to manage portfolio of projects or programs using some of the concepts of the Critical Chain Method.

scholarly journals The new culture of mexican maturity: a professional development plan and strategic actions aimed at improving the maturity level on the baja californian professionals

2020 ◽  
Vol 3 (2) ◽  
Author(s):  
Octavio Pelayo Ramos ◽  
◽  
Brenda Bravo Diaz ◽  
Keyword(s):  
Project Management ◽  
Portfolio Management ◽  
Action Plan ◽  
The State ◽  
Maturity Model ◽  
Maturity Level ◽  
Strategic Actions ◽  
Level 3 ◽  
Definition Of ◽  
Applied Knowledge

A Project Management Maturity Model helps organizations measure and mature their practices in project, program and portfolio management, through the definition of knowledge improvements in their processes. In Mexico, there are states with higher growth in the development of new projects, as has been seen in the last 20 years in the state of Baja California Norte. The national observatory reported that “the population of professionals in the state reached 305,374 people”(SNE, 2020). Therefore, it is intended to know if this sector of the population knows or applies any maturity model in their work.Therefore, a new maturity model is proposed that combines the strengths of the best-known models in the literature and proposes a plan of strategic actions aimed at maturity. The level of maturity of project management and individual, group and institutional competencies of this population in the state was analyzed by means of a multidimensional survey. To check its validity, exploratory factor analysis was applied. Knowledge in project management processes was found to have maturity level 3. However, the mission, vision and institutional competencies barely reached a level 2. Which suggests that the BajaCalifornian managements should work on these aspects. The new culture proposes an action plan that aligns with the strategies and fosters maturity in any organization

scholarly journals Editorial

2013 ◽  
Vol 3 (2) ◽  
Author(s):  
Daniel Adler ◽  
Shankar Sankaran
Keyword(s):  
Project Management ◽  
Portfolio Management ◽  
Corporate Sustainability ◽  
Leadership Competencies ◽  
Student Experiences ◽  
Educational Institutions ◽  
Important Concern ◽  
Project Integration ◽  
Public Organisations

Dear Readers Welcome to the sixth issue of the Journal of Project, Program & Portfolio Management. This issue is late for very good reasons. We started out with a call to emerging researchers in project management to submit a paper and offered them guidance as well. We thank all the reviewers who spent more time than they normally would have to provide detailed comments and suggestions to the authors to get the papers into shape. We also achieved one more aim of the journal by being able to publish papers from authors from around the world. Thus we have articles from Poland, Brazil and India and a case study form India as well. The first paper in this issue is by Beata Jalocha, who has recently completed her PhD from Jagellionian University, Poland. She has reflected on the concept of projectification and its impact on public organisations in Poland. Her research concludes that while European Union-funded projects are successfully completed in Poland they are still falling behind in creating the value expected by the communities they were intended to benefit. The second paper from four researchers in Brazil proposes that knowledge management can contribute to project management by helping in project integration and thus contributing to corporate sustainability. The third paper from India by Shah and Janardhanan addresses an important concern that educational institutions offering programs in project management are faced with — how to provide superior student experiences to students both with and without experience to acquire leadership competencies that require hard and soft skills. The case study by Nag, Singh and Tiwary addresses the issue of the contribution of transport capacity as an economic lever by examining a dedicated freight corridor conceived by Indian Railways. Enjoy! Daniel Adler & Shankar Sankaran

How's ICT Project Management Going in Portugal?

2016 ◽  
pp. 1097-1119
Author(s):  
David Silva ◽  
Jose Angelo Pinto ◽  
Paula Gomes ◽  
Filipa Ramalho
Keyword(s):  
Project Management ◽  
Portfolio Management ◽  
Descriptive Analysis ◽  
Relevant Literature ◽  
Maturity Model ◽  
Development Organization ◽  
Preliminary Results ◽  
Management Processes ◽  
Project Management Institute ◽  
It Organizations

This chapter presents the preliminary results of an IT organizational project management maturity research called OPM3® Portugal Project, which is currently underway. It was designed by Portuguese research and development organization Ambithus, based on PMI's (Project Management Institute) OPM3® (Organizational Project Management Maturity Model) standard. A descriptive analysis of IT organizations is made, the case studies selection criteria are explained, and a relevant literature revision of clustering models is made. Preliminary results from the IT organizations are presented and organized by Project Management and Portfolio Management processes, and Organizational Enablers. After the results analysis, it presents a list of processes and procedures that serves as the guidelines for what IT organizations need to improve to obtain a better level of maturity in Project Management. The overall results show that the IT Portuguese industry is strong on its processes and has a good level of maturity in project management.

How's ICT Project Management Going in Portugal?

2015 ◽  
pp. 383-404
Author(s):  
David Silva ◽  
Jose Angelo Pinto ◽  
Paula Gomes ◽  
Filipa Ramalho
Keyword(s):  
Project Management ◽  
Portfolio Management ◽  
Descriptive Analysis ◽  
Relevant Literature ◽  
Maturity Model ◽  
Development Organization ◽  
Preliminary Results ◽  
Management Processes ◽  
Project Management Institute ◽  
It Organizations

This chapter presents the preliminary results of an IT organizational project management maturity research called OPM3® Portugal Project, which is currently underway. It was designed by Portuguese research and development organization Ambithus, based on PMI's (Project Management Institute) OPM3® (Organizational Project Management Maturity Model) standard. A descriptive analysis of IT organizations is made, the case studies selection criteria are explained, and a relevant literature revision of clustering models is made. Preliminary results from the IT organizations are presented and organized by Project Management and Portfolio Management processes, and Organizational Enablers. After the results analysis, it presents a list of processes and procedures that serves as the guidelines for what IT organizations need to improve to obtain a better level of maturity in Project Management. The overall results show that the IT Portuguese industry is strong on its processes and has a good level of maturity in project management.

Critical Chain Method in Traditional Project and Portfolio Management Situations

2016 ◽  
pp. 1005-1022
Author(s):  
Vittal S. Anantatmula ◽  
James B. Webb
Keyword(s):  
Project Management ◽  
Portfolio Management ◽  
Critical Review ◽  
Critical Path ◽  
Traditional Approach ◽  
Research Effort ◽  
Project Schedule ◽  
Critical Chain ◽  
Path Scheduling

Critical Path (CP) method has been under scrutiny in recent years as the next evolution of project schedule development, the Critical Chain (CC) project management is gaining attention. Advocates of the Critical Chain method cite the Critical Path method's failure to address uncertainty properly. The purpose of this paper is to apply some of the features of the Critical Chain concepts to traditional approach of Critical Path for projects. More importantly, this research effort aims to demonstrate the applicability of CCPM to managing a portfolio of projects. The analysis, based on a critical review of past studies, experiments in both Critical Path and Critical Chain techniques, and a case study, presents recommendations to gain benefits of Critical Chain in a traditional Critical Path scheduling environment and to manage portfolio of projects or programs using some of the concepts of the Critical Chain Method.

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