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.

Managing Healthcare Integration

2018 ◽  
Vol 49 (5) ◽  
pp. 5-21 ◽  
Author(s):  
Aaron Gordon ◽  
Julien Pollack
Keyword(s):  
Life Cycle ◽  
Project Management ◽  
Change Management ◽  
Healthcare Services ◽  
Life Cycles ◽  
Project Managers ◽  
Project Life Cycle ◽  
Management Literature ◽  
Management Approaches ◽  
Project Life

Healthcare integration projects typically involve significant organizational change, with the intention of providing improved patient services and outcomes through the integration of healthcare services. Some of the management needs of healthcare integration arguably go past the traditional domain of project management, leading practitioners in these projects to use change management in combination with project management. The focus of this article is on the ways that project managers, responsible for merging and integrating healthcare services, have used project management and change management approaches in combination when delivering these projects. The article involves an inductive analysis of data from the integration of 10 healthcare networks. The aim of this article is to contribute to the growing stream of project management literature that explores the blending of both project management and change management. Analysis of these healthcare integration projects led to five key themes, which can be summarized as: (1) traditional project management only partly aligns to the needs of healthcare integration projects; (2) benefits were found in combining project management with change management; (3) change management was particularly beneficial if used early in the project life cycle; (4) the life cycles of these two disciplines did not align, causing complications in practice, and (5) practitioners used an intuitive and improvisational approach to combining the disciplines.

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.

Managing Project Sustainability

2016 ◽  
pp. 708-732
Author(s):  
Gilman C. K. Tam
Keyword(s):  
Life Cycle ◽  
Assessment Tool ◽  
Project Managers ◽  
Evaluation Framework ◽  
Design And Implementation ◽  
Project Life Cycle ◽  
Research Findings ◽  
Project Sustainability ◽  
Key Barrier ◽  
Project Life

Managing project sustainability is becoming important in the last two decades since the Earth Summit in 1992. An increasing number of projects have built in sustainability considerations into project design and implementation. Recent research findings show that lack of sustainability knowledge for project managers is a key barrier to drive projects and programs contributing towards a sustainable society. Definitions and approaches (pillar-based and principles-based) to sustainability in project management together with project manager competence requirements are discussed. The purpose of this chapter is to devise an assessment tool for project managers incorporating the concept of pillar-based and principles-based sustainability approaches as well as the EIA-driven and objectives-led assessment methodologies. Criteria for selecting assessment scheme appropriate to various project initiatives are developed. Integrating selected assessment methodology into sustainability evaluation framework within the project life cycle forms a complete tool. This chapter contributes to devising a practical assessment tool for project managers in managing project sustainability.

Variations in Critical Success Factors Over the Stages in the Project Life Cycle

1988 ◽  
Vol 14 (1) ◽  
pp. 5-18 ◽  
Author(s):  
Jeffrey K. Pinto ◽  
John E. Prescott
Keyword(s):  
Life Cycle ◽  
Critical Success Factors ◽  
Success Factors ◽  
Project Managers ◽  
Team Members ◽  
Critical Success ◽  
Life Cycle Stages ◽  
Project Life Cycle ◽  
Ridge Regression Analysis ◽  
Project Life

Afield study was conducted to investigate changes in the importance of project critical success factors across four stages in the project life cycle. A total of 408 project managers or project team members cur-rently involved in a project responded to the questionnaire. Ridge regression analysis was performed on the initially derived ten critical success factors, reducing the final number of critical success factors to eight. A stepwise regression was then done on the critical success factors at each of the four stages in the project life cycle. Results indi-cated that the relative importance of several of the criticalfactors change significantly based on life cycle stages.

scholarly journals Environmental Impact Assessment of Transportation Infrastructure in the Life Cycle: Case Study of a Fast Track Transportation Project in China

Energies ◽  
2019 ◽  
Vol 12 (6) ◽  
pp. 1015 ◽  
Author(s):  
Hui Li ◽  
Quanxue Deng ◽  
Jingxiao Zhang ◽  
Ayokunle Olubunmi Olanipekun ◽  
Sainan Lyu
Keyword(s):  
Life Cycle ◽  
Environmental Impact ◽  
Fast Track ◽  
Transportation Infrastructure ◽  
Project Life Cycle ◽  
Infrastructure Project ◽  
Environmental Emissions ◽  
Materials Used ◽  
Project Life

The transportation sector generates enormous amount of environmental emission. This study aims to assess the environmental impact of the environmental emissions in a transportation infrastructure project life cycle. Using the fast track transportation project in China as a case study, the materials used and the energy consumed over the life cycle were converted into environmental emissions. The life cycle of fast track transportation project was divided into three phases including construction, maintenance and repair, and demolition phases. Both qualitative and quantitative method were applied to explore the environmental impact of transportation project. The life cycle assessment (LCA) method was used for the development environmental impact assessment (EIA) model to analyze the contribution of each process in the transportation project life cycle. The empirical results show that the construction phase has the highest environmental impact (62.7%) in the fast track transportation project life cycle, followed by the demolition (35.8%) and maintenance phases (1.7%). Among the materials used in the fast track transportation project, steel has the highest proportion of environmental impact in the construction phase (55.5%). This indicates the enormous environmental impact of the construction phase in fast track transportation project life cycle results from the use of steel material. This study contributes to reducing environmental emissions by revealing the greatest phase of environmental impact and material-source of environmental impact over the life cycle in a transportation infrastructure project.

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.

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