Attock Refinery Upgradation Project

2006 ◽  
Vol 10 (01) ◽  
pp. 77-101
Author(s):  
Ahmed Nawaz Tariq ◽  
Arif Iqbal Rana
Keyword(s):  
Project Management ◽  
Project Planning ◽  
Project Managers ◽  
Personal Relationships ◽  
Post Mortem ◽  
Northern Pakistan ◽  
Monitoring And Control ◽  
Project Monitoring ◽  
And Control

This case is about a major expansion and upgradation project undertaken at a refinery in Northern Pakistan in the 1990s. The project was the biggest expansion project since the company's inception in the 1920s. The project was carried out by a Japanese contractor, and was marked by changes in CEO's and Project Managers. Despite the vicissitudes in relationships between the construction team and company management, the project was completed in time and within budget. The case looks at project management from the client's perspective. It can be used in a module on Project Termination, or Project Monitoring and Control in a course on Project Management). The case highlights the importance of project planning, and monitoring; the management of inter-personal relationships; and 'post-mortem' analysis and learning from projects.

Directed earned value management based on ordered fuzzy numbers

2021 ◽  
pp. 1-14
Author(s):  
Seyed Taha Hossein Mortaji ◽  
Siamak Noori ◽  
Morteza Bagherpour
Keyword(s):  
Fuzzy Numbers ◽  
Lower Cost ◽  
Project Managers ◽  
Value Management ◽  
Monitoring And Control ◽  
Earned Value ◽  
Earned Value Management ◽  
Project Monitoring ◽  
And Control

Earned value management is well-known as the most efficient method of project monitoring and control providing relatively reliable information about the project performance. However, this method requires accurate estimates of the progress of project activities, which are always associated with uncertainties that, if ignored or not addressed well, lead to incorrect results. To address this issue, the application of multi-valued logic, in particular fuzzy logic, in earned value management has recently attracted a lot of attention both in practice and research. This paper introduces directed earned value management (DEVM) in which ordered fuzzy numbers are used to express the so-called uncertainties as well as to capture more information about the trend of the project progress. To evaluate the performance of the proposed method, several numerical examples and a case study are presented. The results reveal that compared to the existing methods, DEVM has a lower computational complexity. Also, it doesn’t suffer from the overestimation effect and as a result, it has a higher ability to express project-specific dynamics. In sum, the proposed method allows project managers to make informed decisions that lead to taking preventive and corrective actions promptly and at a lower cost.

Software Quality Assurance pada Perusahaan Pengembang Perangkat Lunak Skala Kecil dan Menengah

2020 ◽  
Vol 3 (2) ◽  
pp. 283-294
Author(s):  
Hariyanto ◽  
Teduh Dirgahayu ◽  
Hanson Prihantoro P
Keyword(s):  
Quality Assurance ◽  
Software Quality ◽  
Project Planning ◽  
Software Quality Assurance ◽  
Maturity Model ◽  
Monitoring And Control ◽  
Capability Maturity ◽  
Project Monitoring ◽  
And Control

Abstrak: Semakin banyaknya perusahaan perangkat lunak yang tumbuh di Indonesia maka harus selaras oleh kualitas hasil produk yang dihasilkan (software quality). Perusahaan pengembang yang hanya berorientasi pada hasil akhir dan kecepatan pekerjaan terkadang tidak memperhatikan pengujian sebuah perangkat lunak. Penelitian ini dilakukan untuk melihat proses penerapan SQA (Software Quality Assurance) pada perusahaan pengembang perangkat lunak skala kecil dan menengah. Penelitian dilakukan pada beberapa perusahaan berbeda baik dari skala dan lokasi perusahaan secara geografis. Tujuannya adalah melihat penerapan SQA dari perspektif skala perusahaan yang berbeda. Penelitian ini menggunakan metodologi CMMI (Capability Maturity Model Integration) untuk menggambarkan kondisi pada perusahan. Metode yang digunakan dalam penelitian ini adalah kualitatif yang meliputi wawancara dengan pihak yang berkepentingan dan studi dokumen terkait SQA. Model pertanyaan wawancara mengambil 5 proses area pada CMMI yang dipilih berdasarkan product roadmap CMMI. Kelima proses area tersebut terdiri dari requirement management, measurement and analysis, project monitoring and control, project planning dan process and product quality assurance. Hasil dari penelitian ini terbukti menunjukkan bahwa perusahaan skala kecil dan menengah yang ada telah melakukan SQA dan mempunyai standar tertentu untuk metode pengembangan perangkat lunak. Namun kapasitas sumber daya yang ada masih berpengaruh dengan kualitas hasil akhir dari sebuah perangkat lunak yang dihasilkan. Abstract: Increasing number growing software companies in Indonesia it must be aligned by the quality of the resulting product (software quality).  Development companies that are only oriented to the final result and speed of work sometimes do not pay attention to testing a software. This research was conducted to see the process of implementing SQA (Software Quality Assurance) in small and medium scale software development companies. The research was conducted on several different companies both from the scale and geographical location of the company. The aim is to look at the application of SQA from the perspective of different company scales. This study uses the CMMI (Capability Maturity Model Integration) methodology to describe the conditions of the company. The method used in this research is qualitative which includes interviews with interested parties and study of documents related to SQA. The interview question model takes 5 process areas in the chosen CMMI based on the CMMI product roadmap. The five process areas consist of requirements management, measurement and analysis, project monitoring and control, project planning and process and product quality assurance. The results of this study show that the existing small and medium scale companies have carried out SQA and have certain standards for software development methods. But the capacity of existing resources still influences the quality of the final results of the software produced.

Most used project management tools and techniques in information systems projects

2020 ◽  
Vol 12 (3) ◽  
pp. 225-242
Author(s):  
João Varajão ◽  
Gabriela Fernandes ◽  
Hélio Silva
Keyword(s):  
Project Management ◽  
Information Systems ◽  
Academic Research ◽  
Project Managers ◽  
Monitoring And Control ◽  
Management Tools ◽  
Content Type ◽  
Teaching Programs ◽  
Tools And Techniques ◽  
And Control

Purpose The purpose of this paper is to increase the understanding of practice in information systems (IS) project management (PM) by analyzing the use of tools and techniques by IS project managers. Design/methodology/approach The authors carried out an international questionnaire-based survey with experienced IS project managers. Findings Results reveal that, notwithstanding the similarities between the tools and techniques used in IS projects and projects from other areas, there are also significant differences concerning those more frequently used. The top five tools and techniques most used are “kick-off meeting,” “progress meetings,” “progress reports,” “requirements analysis” and “activity list.” However, the low use of some tools and techniques, from management areas such as risk and quality management, or related to the project monitoring and control, should raise concern. Research limitations/implications Through the results of this research, researchers, organizations and practitioners can identify ways of developing and enhancing PM by examining the tools and techniques identified as the most used and those that are not being used as frequently as expected. Originality/value It provides a useful benchmarking basis for evaluating the most applicable tools and techniques, designing training and teaching programs and identifying academic research opportunities in IS PM.

Systematic Review of Risks in Domestic and Global IT Projects

2022 ◽  
pp. 1612-1634
Author(s):  
Franciane Freitas Silveira ◽  
Rosária de F. S. Macri Russo ◽  
Irapuan Glória Júnior ◽  
Roberto Sbragia
Keyword(s):  
Project Management ◽  
Project Managers ◽  
Psychic Distance ◽  
Exploratory Research ◽  
Domestic Sphere ◽  
Information Technology Projects ◽  
Global Projects ◽  
External Risk ◽  
And Control ◽  
Risk Categories

The development of information technology projects is no longer limited to the domestic sphere. This study identifies the differentiation of risk categories between global and domestic projects through an exploratory research carried out by means of a systematic literature review. 1367 risks were identified in 37 articles and classified within 22 categories. The major concern regarded in domestic project management was the client (external risk) and scope (internal risk) and, in global project management, the psychic distance (external) and coordination and control (internal). The main difference between the risk categories for each project type refers to the psychic distance category, which was identified almost exclusively in global projects, thus making the external risks more relevant than those in domestic projects. On the other hand, it makes risks such as client, supplier and stakeholders be underestimated. The results indicate that project managers should focus on different risks depending on the type of IT project: global or domestic.

Developing the Schedule and Cost Plan

2006 ◽  
pp. 120-156
Author(s):  
Daniel M. Brandon
Keyword(s):  
Project Management ◽  
Project Planning ◽  
Management Process ◽  
Control Processes ◽  
Project Management Institute ◽  
Operations And Maintenance ◽  
Cost Plan ◽  
And Control ◽  
Process Group ◽  
Independent Organization

The Project Management Institute (PMI) project management process groups include initiation, planning, execution, control, and closing. In practice, however, the initiation processes of a project are often not part of a project for budgeting and control issues, but rather are charged to management and administration (M&A) or operations and maintenance (O&M) general ledger accounts. In some organizations, these charges are later reversed back to a project after it is decided to move forward with that project. Thus, only the planning, execution, and control processes become part of the project for accounting purposes; sometimes detail planning is part of a project but not overall planning. Similarly, the closing process group may or may not be a formal part of the project, and sometimes those processes are performed by an independent organization. This chapter is concerned with detail project planning, particularly the schedule and cost plan.

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