Managing Projects

2017 ◽  
Author(s):  
Jeff Pinto
Keyword(s):  
Project Management ◽  
New Product Development ◽  
Oil And Gas ◽  
Project Managers ◽  
Management Skills ◽  
Public And Private ◽  
Oil And Gas Exploration ◽  
Private Organizations ◽  
Product Service ◽  
Organizational Operation

Projects, defined as temporary endeavours undertaken to create a unique product, service, or result, have become a common method for initiating and managing change in modern organizations. Once viewed as a specialized organizational operation within some well-understood settings (construction, new product development, oil and gas exploration, and so forth), projects have evolved to becoming the principle means by which both public and private organizations can make positive changes to their operating environment. Hence, the need for project management skills has never been greater, as more and more organizations seek to adopt project-based work as a proactive method for engaging their customer bases. This chapter highlights the key features of projects, including their critical constraints and management challenges. It focuses in particular on both the promising results that effective project management affords organizations as well as the myriad challenges that project managers face as firms adopt project-based work in their operations.

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.

Perceived Required Skills and Abilities in Information Systems Project Management

2013 ◽  
Vol 4 (1) ◽  
pp. 1-12 ◽  
Author(s):  
Jerry Cha-Jan Chang ◽  
Gholamreza Torkzadeh
Keyword(s):  
Project Management ◽  
Information Systems ◽  
Phase 1 ◽  
Project Managers ◽  
Change Leadership ◽  
Management Skills ◽  
Management Skill ◽  
Phase 1 Study ◽  
Management Change ◽  
Study Results

This article reports on results of a study on Information Systems (IS) project management skill set based on a two-round data collection from IS project managers and professionals. The first phase involved interviews with 47 project managers that resulted in identification of 12 important project management skills. In phase two, a survey was developed, based on phase 1 study results, to collect data from 41 IS project managers and professionals. Results identify rankings of the 12 skills as the 12 skills are further grouped into four categories of Communication and relationship management, Resource management, Change leadership, and Administrative.

Project Management Web Portals and Accreditation

2011 ◽  
pp. 848-854
Author(s):  
Vicky Triantafillidis
Keyword(s):  
Project Management ◽  
Project Managers ◽  
Professional Certification ◽  
Management Skills ◽  
Web Portal ◽  
Body Of Knowledge ◽  
Project Management Institute ◽  
Core Practice ◽  
Industry Sectors ◽  
Project Management Professional

Project management skills and professional certification are quickly developing into required core practice (Hammond et al., 2006). Peter Shears, CEO of the Australian Institute of Project Management (AIPM), stated at a April, 2006, conference, that there was increased demand for skilled project managers within all organizations across all industry sectors (Hammond et al., 2006). AIPM is an Australian Project Management Web portal offering certifications of AIPM’s Registered Project Management (RegPM). As a supporter of the project management profession, the Project Management Institute (PMI) also plays an enormous role. The PMI Web portal encourages a standard with the Project Management Body of Knowledge (PMBOK) Guide describing what should be done to manage a project. PMI’s Project Management Professional (PMP®) credential program is also available from the PMI Web portal recognizing and approving skills (Project Management Institute, Inc., 2006).

scholarly journals Goleman-Boyatzis Model of Emotional Intelligence for Dealing with Problems in Project Management

2017 ◽  
Vol 17 (1) ◽  
pp. 20-45
Author(s):  
Peter Vincent Livesey
Keyword(s):  
Emotional Intelligence ◽  
Project Management ◽  
Literature Review ◽  
Delphi Study ◽  
Soft Skills ◽  
Project Managers ◽  
Project Manager ◽  
Delphi Panel ◽  
Management Skills

As projects grow in size and complexity the sizes of teams needed to manage them also increases. This places greater emphasis on the need for the project manager to develop people management skills, commonly called soft skills, of which emotional intelligence (EI) has been recognised as an important component. The objective of this research was to investigate the relevance of the Goleman-Boyatzis model of EI in dealing with the problems in large projects identified via a literature review. To achieve this end, a Delphi study using project managers who had been involved in the management of projects in excess of $500 million was used. The responses from the Delphi panel were analysed and the results showed that the competencies contained in the Goleman-Boyatzis model had a relevance of 95% or greater to the problems presented to the panel. A ranking of the various competencies contained within the model was also developed, some competencies being found to be more important than others. By confirming the importance of emotional intelligence, as described by the model, this research adds to the understanding of the necessary skills needed by a project manager to successfully manage large projects. 

scholarly journals Why Take PMP Rather than Prince2 in Project Management in Saudi Arabia?

2020 ◽  
Vol 5 (3) ◽  
Author(s):  
Umar Altahtooh
Keyword(s):  
Saudi Arabia ◽  
Project Management ◽  
Joint Venture ◽  
Project Managers ◽  
Private Organizations ◽  
Project Management Institute ◽  
Controlled Environments ◽  
The Uk ◽  
Project Management Professional ◽  
Venture Company

Many government ministries and private organizations in Saudi Arabia are starting to require project management certifications for their managers. Both the Project Management Professional (PMP) and the Projects IN Controlled Environments (PRINCE2) certifications are an industry-recognized qualification for project managers. Today, the Project Management Institute (PMI) has more than 300 chapters in over 80 countries, while AXELOS is a joint venture company between the UK Cabinet Office and Capita Plc. This paper shows why the marketplace in Saudi Arabia is demanding PMP rather than PRINCE2. The aim of this study is to contribute to such literature by understanding the dominance of PMP in project management in Saudi Arabia.

Performance-Driven Project Management in Cyprus

2020 ◽  
pp. 10-31
Author(s):  
Steven John Kelly ◽  
M. Mari Novak
Keyword(s):  
Project Management ◽  
Cost Savings ◽  
Management Skills ◽  
Product Service ◽  
Northern Cyprus ◽  
Sustained Effort ◽  
Level Of Understanding ◽  
Turkish Cypriot ◽  
Second Wave

The training and consultation effort, performance-driven project management for the Turkish Cypriot community in Northern Cyprus, was funded because implementation of project plans was not satisfactory. The community was faced with considerable challenge. Non-performance was an issue for all stakeholders, directly affecting incomes, access, quality of life. Over nine months the result was upgraded manager/consultant project management skills. Both quality of project design and implementation of projects radically improved. Project results closed the fundamental performance gaps, with a remarkable 80% of the projects completed within timeframe and budget. These included retail sales increases, higher certification scores, new product/service launches, and cost savings. The level of understanding of organizational project dynamics was raised significantly, along with the skills needed to manage projects with a performance-driven approach. This sustained effort was evaluated in the design and early stages of implementation of the second wave of projects.

The role of team reflexivity as a mediator between project management skills, task familiarity, procedural justice, and product performance

2017 ◽  
Vol 25 (6) ◽  
pp. 876-895 ◽  
Author(s):  
Wann-Yih Wu ◽  
Adriana Amaya Rivas ◽  
Yen-Chun Chen
Keyword(s):  
Project Management ◽  
Procedural Justice ◽  
New Product Development ◽  
Partial Least Square ◽  
Least Square ◽  
Mediation Effect ◽  
High Tech ◽  
Management Skills ◽  
Team Members ◽  
Npd Performance

AbstractEven though the importance of team reflexivity in new product development (NPD) has been well noted in the literature, little attention has been paid to its determinants. Based on the resource-based view, this study proposes that project management skills, task familiarity, and procedural justice are useful to improve team reflexivity. As such, this study also examines the influences that these antecedents and team reflexivity have on NPD. A research framework is proposed along with 10 major hypotheses. To test these, data were collected from 186 team members from NPD teams in Taiwanese high-tech firms, and the partial least square results of confirm that all three of the proposed antecedents have direct impacts on team reflexivity and NPD performance. Task familiarity had the highest mediation effect on the influence of project management skills on NPD performance, followed by team reflexivity and procedural justice. Since previous studies largely ignored the effects of antecedents on team reflexivity and NPD performance, this study provides useful insights for both academics and practitioners.

scholarly journals A Research on Skills of Project Managers and Success of Projects in Information Technology (IT) Companies in Bengaluru City

2019 ◽  
Vol 8 (6S) ◽  
pp. 428-431 ◽  
Keyword(s):  
Information Technology ◽  
Project Management ◽  
Domain Knowledge ◽  
Positive Influence ◽  
Project Managers ◽  
Team Management ◽  
Management Skills ◽  
Team Members ◽  
Management Domain ◽  
Significant Difference

Projects need accurate planning and are highly challenging to employees and project managers in comparison with their regular works. Since, project is a central part of Information Technology (IT) companies, they search skilled and talented project managers and employees in order to achieve higher level of success in their projects. Team management, domain knowledge, professionalism and project management are important skills of project managers in IT companies. Significant difference is prevailing among profile of project managers and their skills in IT companies. Domain knowledge, professionalism, project management and team management skills of project managers have significant and positive influence on success of projects in IT companies. In order to improve skills of project managers and success of projects in IT companies, they should give some kind of authority to their team members and they must have complete knowledge on outcome.

Investigation of Cost-Influencing Factors Potentially ‎Controllable by Main Contractors in Construction Projects in ‎Iraq

2020 ◽  
Vol 38 (7A) ◽  
pp. 1069-1076
Author(s):  
Layth T. Ali ◽  
Raid S. Abid Ali ◽  
Zeyad S. M. Khaled
Keyword(s):  
Construction Projects ◽  
Project Managers ◽  
Cost Overrun ◽  
Public And Private ◽  
Importance Index ◽  
Labor Recruitment ◽  
Supply Planning ◽  
Major Factors ◽  
And Control ◽  
The Impact

Cost overrun in construction projects is a common phenomenon in Iraq. This might occur due to diversity of factors. This study aims to identify the factors influencing construction projects cost that are potentially controllable by main contractors. A field study through a questionnaire survey was directed to a sample of related Iraqi professional engineers from general contracting companies at both public and private sectors. Their opinions on the impact and frequency of each factor were investigated. The questionnaire offered (59) factors classified in (8) categories namely; legislations, financial and economic, design, contractual, site management, material, labor and equipment. The factors were ranked according to the highest Relative Importance Index (RII). The study revealed (10) major factors that are potentially controllable by main contractors namely; labor productivity, sub-contractors and suppliers performance, equipment productivity, site organization and distribution of equipment, experience and training of project managers, scheduling and control techniques, planning for materials supply, planning for equipment supply, materials delivery and planning for skilled labor recruitment. Recommendations to aid contractors and owners in early identification of these factors are also included in this study.

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