scholarly journals Prioritising project management competences across the software project life cycle

2019 ◽  
Vol 12 (4) ◽  
pp. 961-978
Author(s):  
Jonghyuk Cha ◽  
Eunice Maytorena-Sanchez
Keyword(s):  
Life Cycle ◽  
Project Management ◽  
Design Methodology ◽  
Competence Development ◽  
Software Project ◽  
Web Based ◽  
Content Type ◽  
Project Life Cycle ◽  
Research Questions ◽  
Project Life

Purpose The purpose of this paper is to investigate the relative importance of project management (PM) competences across the different stages of a software project life cycle to identify competence development gaps and opportunities. Design/methodology/approach A deductive and quantitative approach was adopted to address the research questions with a web-based survey for data collection. Findings After reviewing the context of competences and PM competences, the importance of the PM competences overall and for specific stages in the project life cycle was analysed. The result highlights that functional and meta-competences are perceived to be the most important competence dimensions for software project practitioners. Originality/value This study makes three contributions. First, it consolidates PM competences into a set of 20 within four competence dimensions. Second, it prioritises these competences across the software project life cycle. Third, it identifies the significance of the inter-relationship between PM competences and project life cycle to reveal PM competence development gaps and opportunities.

scholarly journals Evaluating critical success factors and level of challenges in project life cycle (PLC)

2018 ◽  
Vol 7 (2.29) ◽  
pp. 67
Author(s):  
Sallaudin Hassan ◽  
Natasha Farhana ◽  
Siti Aishah ◽  
Siti Mahirah ◽  
Khairul Firdaus Jimisiah. J
Keyword(s):  
Life Cycle ◽  
Project Management ◽  
Critical Success Factors ◽  
Success Factors ◽  
Team Work ◽  
Success Factor ◽  
Critical Success Factor ◽  
Critical Success ◽  
Project Life Cycle ◽  
Project Life

This research aims to evaluate the Critical Success Factors (CSF) of project management and  to assess the level of challenges at each steps in Project Life Cycle (PLC). Five Independent Variable (IV)  is been selected as Critical Success Factors which is Leadership, Effective Communication, Teamwork,  Organization and Project Nature. There are four main stage in project which is Defining, Planning,  Executing and Closure. The scope of this research is on projects/events   conducted under Student  Development and Campus Life Style (SDCL). Five projects has been selected for assessment in this research.  Survey questionnaire is been used as primary data collection. LIKERT Scale is been used to rank the answer from respondents. 50 respondents are involve in this research. Data is analyzed by using SPSS version 21. Result shows that the most critical success factors in project is Team Work while the least Critical Success Factor is Leadership. Meanwhile, the most challenges stage in project management is Executing, while the least challenges stage is Defining. The finding in this research is considered important discovery. More efforts should be focus on identified Critical Success Factor and the most challenges stage in Project Life Cycle.  It is suggested that the scope of study to be extended to other universities or industries in future research.  

scholarly journals PROJECT RISK MANAGEMENT BASED ON A SET OF BEST PRACTICES

2021 ◽  
Vol 26 (3) ◽  
pp. 79-86
Author(s):  
Agnieszka JĘDRUSIK
Keyword(s):  
Risk Management ◽  
Life Cycle ◽  
Project Management ◽  
Best Practices ◽  
Project Manager ◽  
Project Risk Management ◽  
Project Risk ◽  
Golden Triangle ◽  
Project Life Cycle ◽  
Project Life

The purpose of this article is to present the process of risk management in project management. The analysis was based on a comparison of two best practices of IPMA and PRINCE. Risk management differs significantly between the two approaches, but it is up to the organization to choose its own management, monitoring and methodology tailored to the specific industry or sector. Risk management is an important aspect of the entire project life cycle and must be monitored throughout the project life cycle to protect not only the budget but all areas of the so-called "golden triangle". A very important aspect is the organization's awareness that risk management is everyone's responsibility, not just the project manager. This paper presents two different approaches to project risk management in two different methodologies.

Risk analysis of construction of administration projects using Bayesian networks

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohammad Osama ◽  
Aly Sherif ◽  
Mohamed Badawy
Keyword(s):  
Risk Factors ◽  
Life Cycle ◽  
Risk Analysis ◽  
Construction Industry ◽  
Construction Projects ◽  
Causal Relationships ◽  
Content Type ◽  
Project Life Cycle ◽  
Project Objectives ◽  
Project Life

Purpose This paper aims to enlighten the importance of the risk management process which is considered as a major procedure to effectively handle the potential inherent risks in the construction industry. However, most traditional risk analysis techniques are based on theories that deal with each risk factor as an independent, which does not take into consideration the causal relationships between risk factors. Design/methodology/approach This study aspires to identify the overall risk of the administrative construction projects in Egypt and to recognize the most influencing risk factors through the project life cycle by using Bayesian belief networks (BBN). Through a review of the literature, 27 risk factors were identified and categorized as the most common risk factors in the construction industry. A structured questionnaire was performed to estimate the probability and severity of these risks. Through site visits and interviews with experts in the construction field, 200 valid questionnaires were collected. A risk analysis model was developed using BBNs, then the applicability of this model was verified using a case study in Egypt. Findings However, the outcome showed that critical risks that manipulate administrative construction projects in Egypt were corruption and bribery, contractor financial difficulties, force majeure, damage to the structure and defective material installation. Practical implications The proposed study presents the possibilities available to the project parties to obtain a better forecast of the project objectives, including the project duration, total project cost and the target quality by examining the causal relationships between project risks and project objectives. Originality/value This study aspires to identify the overall risk of the administrative construction projects in Egypt and to recognize the most influencing risk factors through the project life cycle by using BBNs.

Private partner's risk response in PPP low-cost housing projects

2014 ◽  
Vol 32 (1) ◽  
pp. 67-94 ◽  
Author(s):  
Surangkana Trangkanont ◽  
Chotchai Charoenngam
Keyword(s):  
Life Cycle ◽  
Risk Mitigation ◽  
Low Cost ◽  
Response Strategy ◽  
Private Firms ◽  
Content Type ◽  
Risk Response ◽  
Project Life Cycle ◽  
Low Cost Housing ◽  
Project Life

Purpose – The purpose of this paper is to identify the salient risks borne by private firms and to investigate their effective risk response strategies in public-private partnership (PPP) low-cost housing (LCH) projects in Thailand. Design/methodology/approach – The paper employs grounded theory and case study methodologies to extensively analyze ten private firms’ risks and their strategic risk mitigation. As a result, the matrix of imperative risks’ root causes and the area of the project life cycle most exposed to their impacts were proposed. This included the framework of the risk response strategy application. Findings – The private firm's risk mitigation strategies depended on the salient risks’ impact and the private firms’ predictability and controllability of the risk outcome. This included the private firm's participating objectives and core business, decision maker's risk attitude, risk perception, experience of risk, and risk assessment skill, and the project life cycle phase of risk occurrence. Practical implications – Under the same characteristics of the immature PPP market in developing countries, the contractors’ effective risk management framework can be used as a guideline to complement the contractors’ decision making on risk response strategy selection and resource allocation in the PPP project life cycle. Originality/value – Despite working under the familiar environment of construction risk and generous payment method in PPP-LCH projects, only few contractors were successful. The examination of risks borne and effectively responded by the private sector increases the likelihood of the project success.

scholarly journals Project Communication in Functions, Process and Project-Oriented Industiral Companies

2012 ◽  
Vol 20 (Special-Number) ◽  
pp. 120-125
Author(s):  
Jana Samáková ◽  
Kristína Koltnerová ◽  
Rudolf Rybanský
Keyword(s):  
Life Cycle ◽  
Project Management ◽  
Communication Management ◽  
Industrial Enterprises ◽  
Project Life Cycle ◽  
Process Oriented ◽  
Project Life

Abstract The article is focused on the project communication management. Industrial enterprises, which use project management must constantly search the new ways for improving. One of the possibilities is the change of management from a functional oriented to the projectoriented or process-oriented. Process-oriented and project-oriented companies have better project communication management during the all project life cycle. Communication in the project is a very important factor. According to the arguments of several authors, one of the biggest problem is that threaten the success of the project is just the communication. In each project is an important pillar - and that is communication. Only on the base of communication can the project move forward and achieve the target.

scholarly journals Time Error in Project Management: A Case Study in Yanbu, Saudi Arabia

2016 ◽  
Vol 2 (1) ◽  
pp. 58 ◽  
Author(s):  
Umar Ammar Altahtooh
Keyword(s):  
Saudi Arabia ◽  
Content Analysis ◽  
Life Cycle ◽  
Project Management ◽  
Project Managers ◽  
Time Error ◽  
Project Life Cycle ◽  
Project Life ◽  
Insight Into

Time error is a reality in the majority of projects. This paper presents empirical research which investigates the influence of time error during project life cycle. Data were collected using interviews with project managers and analyzed using content analysis. The findings explore the causes of time error in projects in Yanbu, Saudi Arabia. This study gives an introductory insight into the influence of time error. It finds that time error affects the triple constraints of project management.

scholarly journals ROADMAP FOR THE IMPLEMENTARION OF A PROJECT MANAGEMENT MODEL IN A SME OF ENGINEERING AND TURN-KEY SUPPLY OF INDUSTRIAL EQUIPMENT

2016 ◽  
Vol 13 (3) ◽  
pp. 252 ◽  
Author(s):  
David Hermida ◽  
David De la Fuente ◽  
Fernando García
Keyword(s):  
Life Cycle ◽  
Project Management ◽  
Best Practices ◽  
Qualitative Analysis ◽  
Management Model ◽  
Industrial Equipment ◽  
Unique Result ◽  
Project Life Cycle ◽  
Project Life

Project management is focused on planning, executing, monitoring and controlling of all aspects of a project, defined as a temporary effort to carry out a unique result, in order to achieve the targets set under the criteria of time, quality and cost restrictions. In a small or medium-sized organization focused on this type of activity, the integration of the various factors involved in the project life cycle is needed. A roadmap developed as a set of guidelines for effective project management, tailored to this type of organizations but based on the existing sets of best practices and methodological standards (traditionally oriented to huge corporations), is pursued in this work through a comprehensive-qualitative analysis added to an interview approach.

scholarly journals Service Quality aspects of Solar Project Management

2019 ◽  
Vol 8 (2S4) ◽  
pp. 656-658
Keyword(s):  
Quality Of Service ◽  
Life Cycle ◽  
Project Management ◽  
Service Quality ◽  
Present Level ◽  
Service Culture ◽  
Quality Aspects ◽  
Project Life Cycle ◽  
Project Life

With the ever increasing component of services in a Solar Project, there is a need to do Service Quality studies. With the growing complexities of Engineering – Procurement –Construction (E-P-C) route of Solar Projects, the value of services has climbed up to the present level between 30 to 40 of the project cost, progressively, from a level of 10 to 20%, say 20 to 30 years ago. This situation in turn highlights theplace of a Solar Project in Tangibility Spectrum,[1]which is shifting more towards services and away from Products. Apart from the various Service Quality concepts and Models, SERVQUAL Model[2] by A.Parasuraman et al. and The Gummesson 4Q Model[3] of Offering Quality could be taken up for further surveys and studies , with a view to manage efficiently and effectively, a Solar Project offering. Service Quality is a function of a range of resources and activities. The aim is to establish any variance in how the different stake holders perceived and rated the various dimensions of service quality during thevarious stages of a Project Life Cycle. By developing organization’s own unique service culture and delivering a better quality of service, it should be possible to encourage client loyalty and repeat business.

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