Proposal of a methodology of project management for sme's of the building sector through the start-up and planning processes of the PMBOK guide

2019 ◽  
Author(s):  
Katherin Lizeth Bohorquez Villamil ◽  
Hermes Raul Castillo Pinilla ◽  
Jose Gustavo Vivas Martin
Keyword(s):  
Project Management ◽  
Building Sector ◽  
Start Up ◽  
Planning Processes

scholarly journals Impact of the Lean Start up Method on Project Performance Indicators

2020 ◽  
pp. 80-82
Author(s):  
Ekaterina Pavlovna Burmistrova
Keyword(s):  
Project Management ◽  
Comparative Analysis ◽  
Performance Indicators ◽  
Project Performance ◽  
Start Up ◽  
Lean Startup

The article considers the Lean Startup method, highlights and reveals its features. Also, its provides a comparative analysis of this method with other approaches to project management. Special attention is paid to revealing the influence of the Lean Startup method on project performance indicators.

scholarly journals The effectiveness of the project management application analysis in the Kazakhstani defense industrial complex holding

2020 ◽  
Vol 18 (3) ◽  
pp. 141-149
Author(s):  
Alizhan Tulembayev ◽  
Aliya Adilova ◽  
Askhat Serikbekuly ◽  
Dina Seidaliyeva ◽  
Yerlan Shildibekov
Keyword(s):  
Project Management ◽  
Defense Industry ◽  
Project Planning ◽  
Average Score ◽  
Industrial Complex ◽  
Management Planning ◽  
Military Industrial Complex ◽  
Planning Processes ◽  
The Republic ◽  
The Military

Nowadays, leading world companies widely use methodology, standards, and project management tools in many areas of project-oriented activities, including investment, innovation, and information projects. Last years the implementation and functioning of the country’s enterprises’ project management system have been actively discussed in Kazakhstan.This work aims to identify critical processes of project management planning that affect the effectiveness of projects at the enterprise of the military-industrial complex of Kazakhstan. For this purpose, a survey of top managers of defense industry companies was conducted. A total of 28 respondents were interviewed, working at 18 enterprises of the military-industrial complex of the Republic of Kazakhstan and directly participating in the implementation of projects. Data were personally collected by a questionnaire survey conducted during 2019. To verify the formulated model’s assumptions and success, correlation analysis, and other relevant tests were used. Using the model of project management planning quality (PMPQ), process efficiency has been assessed, and critical factors for the effectiveness of defense industry projects have also been identified. The results show that the Republic of Kazakhstan’s defense industry complex projects has a low level of efficiency and an average score for the use of project planning processes. Project efficiency evaluation has also revealed critical knowledge areas for defense projects like human resource management, schedule development, and define scope. The research expands knowledge in PM, revealing the importance of planning processes for the defense industry that need more focus to achieve top-level success and effectiveness of projects. AcknowledgmentThis study is the second part of grant AP05134488 that has been funded by the Ministry of Education and Science of the Republic of Kazakhstan.

Shaping Mega-Science Projects and Practical Steps for Success

2018 ◽  
pp. 5690-5704
Author(s):  
Phil Crosby
Keyword(s):  
Project Management ◽  
Large Scale ◽  
High Technology ◽  
Engineering Science ◽  
Front End ◽  
Science Projects ◽  
Start Up ◽  
Successful Design

Too many large engineering/science projects fail in terms of budget overruns, schedule slippage, or under-performance, and this has profound implications not only for the construction and commissioning organisations, but also for the funders (public or private), and the clients or users. Successful design and delivery is therefore not only a commercial necessity but also a societal imperative. Success in complex mega-projects is not easily achieved and is interpreted differently by various stakeholders, moreover there is growing recognition of the importance of front-end shaping. In this chapter, the author addresses the inception, planning and feasibility phases of complex mega-projects in some depth, based on extant and updated research of large scale high-technology science projects. Five key success drivers are explained, and when addressed together, are shown to be especially potent. This chapter draws out subtle aspects of mega-project management shown to be crucial at the preliminary, or start-up, phase.

Handling Uncertainty in Project Management and Business Development

2017 ◽  
pp. 337-362
Author(s):  
Stefan Hartlieb ◽  
Gilbert Silvius
Keyword(s):  
Risk Management ◽  
Project Management ◽  
Potential Application ◽  
Scenario Planning ◽  
Business Development ◽  
Shared Understanding ◽  
Explorative Study ◽  
Planning Processes ◽  
Measurement Of Success ◽  
Management Of Uncertainty

This chapter reports a study into the management of uncertainty in the disciplines of business development and project management. The first part of the chapter analyses the disciplines by looking at the process, the planning, uncertainty and risk and the measurement of success. Based on our analysis of these two disciplines, we conclude that they differ substantially in the perception and handling of uncertainty and how this is included in the overall process. We found that business development uses additional methods, for example scenario planning, to manage the uncertainty that is inherent to the business development process. The second part of the chapter reports an explorative study into the potential application of scenario planning in project management. This study shows that scenario planning may benefit project management in creating a shared understanding of the project as well as the provision and consideration of different information. In the planning processes of the project, this information is considered useful in risk management and milestone planning.

Handling Uncertainty in Project Management and Business Development

2020 ◽  
pp. 1219-1244
Author(s):  
Stefan Hartlieb ◽  
Gilbert Silvius
Keyword(s):  
Risk Management ◽  
Project Management ◽  
Potential Application ◽  
Scenario Planning ◽  
Business Development ◽  
Shared Understanding ◽  
Explorative Study ◽  
Planning Processes ◽  
Measurement Of Success ◽  
Management Of Uncertainty

This chapter reports a study into the management of uncertainty in the disciplines of business development and project management. The first part of the chapter analyses the disciplines by looking at the process, the planning, uncertainty and risk and the measurement of success. Based on our analysis of these two disciplines, we conclude that they differ substantially in the perception and handling of uncertainty and how this is included in the overall process. We found that business development uses additional methods, for example scenario planning, to manage the uncertainty that is inherent to the business development process. The second part of the chapter reports an explorative study into the potential application of scenario planning in project management. This study shows that scenario planning may benefit project management in creating a shared understanding of the project as well as the provision and consideration of different information. In the planning processes of the project, this information is considered useful in risk management and milestone planning.

Improvement of Museum Exhibition Planning Processes Based on Project Management Methods

2020 ◽  
Vol 8 (5) ◽  
pp. 57-63
Author(s):  
E. Hodzhayan
Keyword(s):  
Project Management ◽  
Management System ◽  
Network Planning ◽  
Exhibition Design ◽  
Market Conditions ◽  
Basic Principles ◽  
Traditional Management ◽  
Integration Mechanism ◽  
Planning Processes ◽  
Effective Organization

The urgency of development management to ensure competitiveness of culture institutions in conditions of transition to market conditions of managing. The basic principles of integration mechanism of project management in traditional management system of culture institution are analyzed. The ideas about the art project are generalized. The possibilities of a harmonious combination of process and project approaches to the management of culture institution are analyzed. In article using methods of network planning on the example of managing exhibition activity of the museum is considered. This allowed to design effective organization of works on exhibition design.

scholarly journals Agile Project Management Tools: A Brief Comprative View

2019 ◽  
Vol 19 (4) ◽  
pp. 17-25
Author(s):  
Deniz Özkan ◽  
Alok Mishra
Keyword(s):  
Project Management ◽  
Software Development ◽  
Management Tools ◽  
Efficient Manner ◽  
Team Members ◽  
Agile Methodologies ◽  
Agile Project Management ◽  
Start Up ◽  
Agile Practices

Abstract Agile methodologies are becoming popular in software development. Managers are required to understand project’s progress and product quality without development documents. During Agile practices of the teams and organizations, Agile project management tools are frequently used. The use of such tools leads to achieving speed and efficiency, affects the quality of the software. The quality of final product is mostly related with to project management. Accordingly, the paper provides brief comparative perspective about the popular project management tools for agile projects. 16 popular Agile project management tools have been presented helping agile developers to plan and manage their tasks in an efficient manner. Taiga, Axosoft, Agielan, Planbox are more appropriate for start-up projects. The most twitted and most appreciated tools are reported as Jira, Trello, and VersionOne. SpiraTeam by Inflectra and Pivotal Tracker are other pricing and popular agile tools, providing flexibility to Agile developers and increase collaboration among team members.

The Impact of the Project Manager on Project Management Planning Processes

2002 ◽  
Vol 33 (3) ◽  
pp. 58-64 ◽  
Author(s):  
Shlomo Globerson ◽  
Ofer Zwikael
Keyword(s):  
Risk Management ◽  
Project Management ◽  
Poor Quality ◽  
Project Planning ◽  
Project Managers ◽  
Project Manager ◽  
Risk Management Process ◽  
Planning Processes ◽  
Tools And Techniques ◽  
The Impact

If a project is to be successfully completed, both planning and execution must be properly implemented. Poor planning will not allow appropriate execution and control processes or achievement of the project's targets. The objective of the study reported in this paper is to evaluate the impact of the project manager on the quality of project planning processes within the nine knowledge areas defined by A Guide to the Project Management Body of Knowledge (PMBOK® Guide) and to determine ways of increasing the effectiveness of the manager's intervention. Participants in the study evaluated their use of the 21 processes that relate to planning, out of the 39 processes required for proper project management. The results of the study reveal risk management and communications as the processes with the lowest planning quality. Poor quality in these areas results when project managers lack the formal tools and techniques for dealing with communications and the functional managers are not equipped with the tools and techniques that will allow them to effectively contribute to the risk management process. Improving quality planning processes requires the development of new tools in areas such as communications, as well as organizational training programs designed for the functional managers.

scholarly journals Multidisciplinary Project Based Learning Within a Collaborative Framework: A Case Study on Urban Drone Conception

2016 ◽  
Vol 11 (12) ◽  
pp. 36 ◽  
Author(s):  
Sébastien Jacques ◽  
Sébastien Bissey ◽  
Arnaud Martin
Keyword(s):  
Project Management ◽  
Engineering Students ◽  
Systems Design ◽  
Electrical Energy ◽  
Project Based Learning ◽  
Research Project ◽  
Start Up ◽  
Human Material ◽  
Scientific Technical

Multidisciplinary project-based learning (PBL) allows multifaceted real-world problems to be resolved with solutions addressing scientific, technical, business, and social aspects. However, such a method can be very challenging in terms of project management (including planning, coordinating, and management of human, material and financial resources) and time-consuming, especially when involving several partners (academic and industrial partners). This paper provides firsthand experience of multidisciplinary PBL implemented in France in engineering education through a case study on urban drone conception. This research project has been proceeded within a collaborative framework in which 3 specialties (electrical energy systems, industrial computing, and mechanics and systems design) of a graduate school of engineering and a start-up company are jointly involved for the first time. This article discusses knowledge and skills that engineering students are expected to acquire at the end of the research project, and the methods of assessment. The designing, manufacturing, and experimental validation of the urban drone are described. The various steps in the project management, and the interactions with the students and partners (teachers and industrial partner) are particularly highlighted. Qualitative and quantitative data have been collected through questionnaires, student logbooks and reports. The results demonstrate that this experience is overwhelmingly positive since it empowers and enhances student learning.

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