Schedule Slippage, its prevention factors & their adherence (Assessment of the Project Management Best Practices which contribute in successful completion of projects in the Software Industry of Pakistan)

2007 ◽  
Author(s):  
Saqib Rehan Ayyubi ◽  
Masood Ahmad ◽  
Fahan Faiz
Keyword(s):  
Project Management ◽  
Best Practices ◽  
Software Industry ◽  
Successful Completion ◽  
Adherence Assessment

Similar but Different: A Top-Down Benchmarking Approach to Investigate Nuclear Decommissioning Projects

2017 ◽  
Author(s):  
Diletta Colette Invernizzi ◽  
Giorgio Locatelli ◽  
Naomi J. Brookes ◽  
Martin Grey
Keyword(s):  
Project Management ◽  
Best Practices ◽  
Key Factors ◽  
Top Down ◽  
Rocky Flats ◽  
Nuclear Decommissioning ◽  
Key Stakeholders ◽  
Nuclear Site ◽  
Recent Emergence ◽  
Management Literature

Project management literature has, until now, mainly focused on new build and only in the last decades the issues of decommissioning (mega) projects has arisen. To respond to this changing environment, project management will need to understand the challenges of decommissioning projects. Decommissioning projects within Oil & Gas, Chemical and Nuclear sectors are characterized by high costs, long schedules and uncertainty-based risks. The budget for Nuclear Decommissioning Projects and Programmes (NDPs) are subject to well publicized increases and, due to their relatively recent emergence, complexity and variety, key stakeholders lack a full understanding of the key factors influencing these increases. Benchmarking involves “comparing actual or planned practices [...] to identify best practices, generate ideas for improvement” [1] and offers significant potential to improve the performance of project selection, planning and delivery. However, even if benchmarking is the envisaged methodology to investigate the NDPs characteristics that impact on the NDPs performance, until now, it has only been partially used and there is a huge gap in the literature concerning benchmarking NDPs. This paper adapts a top-down benchmarking approach to highlight the NDPs characteristics that mostly impact on the NDPs performance. This is exemplified by a systematic quantitative and qualitative cross-comparison of two major “similar-but-different” NDPs: Rocky Flats (US) and Sellafield (UK). Main results concern the understanding of the alternatives of the owner and/or the contractors in relation to (1) the physical characteristics and the end state of the nuclear site, (2) the governance, funding & contracting schemes, and (3) the stakeholders’ engagement.

PROJECT MANAGEMENT IN THE TRANSITION TO A CIRCULAR ECONOMY

2021 ◽  
pp. 21-26
Author(s):  
Sergey Bushuyev ◽  
Denis Bushuiev ◽  
Victoria Bushuieva ◽  
Olena Verenych
Keyword(s):  
Project Management ◽  
Best Practices ◽  
Organizational Development ◽  
Circular Economy ◽  
Cost Effective ◽  
Life Cycles ◽  
Development Projects ◽  
Waste Products ◽  
The World ◽  
The Impact

The problem of creating effective models, methods and tools for strategic management of projects and programs for the development of organizations in the transition to a circular economy. Global trends in the development of organizations prove that the world is transforming with acceleration. The life cycle of knowledge and technologies for managing complex projects and programs is significantly reduced. The technical and technological complexity of organizational development projects increases due to innovations. These trends create significant challenges in the development of project management systems and programs for the formation of a circular economy in Ukraine. This is especially true of projects and programs in conditions of uncertainty about the impact of COVID 19 and anticipation of a global crisis after a pandemic. Today, the application of proven best practices (benchmarking) is no longer a way forward. Forming a vision, goals and strategy for the implementation of organizational development projects in advance makes our actions rigid, not flexible. When creating a project or program begins with focusing on what is valuable to our customers and the country, it is enough for us to use best practices. But the complexity and innovative orientation of development projects of organizations in the transition to a circular economy creates a number of challenges. One of the answers to these challenges is cost-effective work on project management and development programs, taking into account the trends of transition to a circular economy. Project management teams learn to distinguish between what is valuable and what doesn't matter, this is the path that management methodologies have taken for decades. A number of projects have taken the first steps in implementing the necessary cost-effective / flexible transition that supports sustainability and adaptability to turbulent environmental changes. In the conditions of modern destructive economic relations in the world community the problem of a choice of strategy of projects as drivers of development of the organizations is vital. One of the key approaches to the development of the EU is the transition to a circular economy with maximum utilization of both waste products and projects, and the disposal of project products after the end of product life cycles.

scholarly journals Compilation Of An Econometric Human Resource Efficiency Model For Project Management Best Practices

2006 ◽  
Vol 4 (3) ◽  
Author(s):  
G. Van Zyl ◽  
P. Venier
Keyword(s):  
Project Management ◽  
Best Practices ◽  
Organizational Performance ◽  
Human Resource ◽  
Driving Forces ◽  
Resource Efficiency ◽  
Organizational Changes ◽  
Work Ethics ◽  
Primary Function

The aim of the paper is to introduce a human resource efficiency model in order to rank the most important human resource driving forces for project management best practices. The results of the model will demonstrate how the human resource component of project management acts as the primary function to enhance organizational performance, codified through improved logical end-state programmes, work ethics and process contributions. Given the hypothesis that project management best practices involve significant human resource and organizational changes, one would reasonably expect this process to influence and resonate throughout all the dimensions of an organisation.

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.

Translating E-Learning Courses

2011 ◽  
pp. 281-292
Author(s):  
Kara Tsuruta-Alvarez
Keyword(s):  
Project Management ◽  
Best Practices ◽  
Service Provider ◽  
Translation Process ◽  
E Learning ◽  
Do It Yourself ◽  
Industry Professional

More frequently, universities and corporations are faced with the challenge of having e-learning courses translated into other languages for learners in other countries or for specialized groups. However, the translation process, especially for e-learning, requires several considerations before spending those dollars. In this resource chapter, a translation industry professional, experienced with quoting translation bids, offers tips on how to prepare content for translation and what to consider with respect to translating typical e-learning components, like video, voice over, etc. The author orients you to the project management side of translation - so you know what to expect from your language service provider (LSP), when, and why - and shares best practices that help you avoid common mistakes like trying to ‘do it yourself’.

Complexity Framework for the Project Management Curriculum

2021 ◽  
pp. 334-357
Author(s):  
Simon Cleveland ◽  
Cristelia Hinojosa
Keyword(s):  
Project Management ◽  
Best Practices ◽  
Project Managers ◽  
Project Complexity ◽  
Key Concepts ◽  
Elective Courses ◽  
Elective Course ◽  
Core Project ◽  
Management Curriculum

Universities' core project management courses address the key principles and best practices of project management methodologies, while elective courses are utilized to introduce alternative project frameworks. The concept of project complexity can be taught to strengthen competency in project managers and enhance the success of the projects they manage. Previous instruction methods were evaluated to determine the key concepts that pertain to project complexity. This article proposes a preliminary framework for the development of an elective course on project complexity.

Project Management Practices and Project Manager Traits as a Key to Successful Information Systems Implementation

2011 ◽  
Vol 1 (1) ◽  
pp. 37-51
Author(s):  
Evon M.O. Abu-Taieh ◽  
Jeihan M. Abu-Tayeh ◽  
Alia Abu-Tayeh
Keyword(s):  
Information Technology ◽  
Project Management ◽  
Information Systems ◽  
Best Practices ◽  
Management Practices ◽  
Project Manager ◽  
Technology Project ◽  
Science And Art ◽  
Information Technology Project ◽  
Information Technology Project Management

Information Technology project management lingers between science and art. Many will not dwell on such a thought, and define the information technology project manager as the one person that gets the information technology project done. This paper introduces 74 best practices and traits for the novice information systems project manager. The 74 personal traits and best practices were collected from 35 project managers and are based on personal experiences on a number of IT projects. This article provides an interactive platform for the information system technology project manager by catering to their needs for practical insights toward efficient and individually tailored project management.

Sign in / Sign up

Export Citation Format

Share Document