An Analysis of Mission-Based Project Governance Strategies of Charitable Organizations: In the Case of the “Aid De facto Orphans” Project

2019 ◽  
Vol 11 (1) ◽  
pp. 153-171
Author(s):  
Wenhui Xu ◽  
Wenqi Dong ◽  
Min Cai
Keyword(s):  
Project Management ◽  
Resource Mobilization ◽  
Analysis Framework ◽  
Governance Mechanisms ◽  
Charitable Organizations ◽  
Charitable Organization ◽  
Project Governance ◽  
Governance Strategies ◽  
Changsha City ◽  
And Control

Abstract With the idea of governance spreading, governance thinking has also begun being applied in the field of project management, giving rise to an emerging theory of project governance. The nature of charitable organizations and their disadvantage in resource mobilization make it necessary also to apply the idea and analysis framework of governance to project operations and move from project management to project governance. This article will illustrate, through an analysis of the “Aid De facto Orphans” Project that the Changsha City Yuelu District Boundless Love Commonwealth Culture Promotion Association (DAWJ) has launched, that a charitable organization in its process of project governance must also hold fast to its mission and, on the basis of the mission, set objectives of project governance, select partners, build governance mechanisms and control governance performance.

scholarly journals ORGANIZATIONAL GOVERNANCE TO INTEGRATE SUSTAINABILITY PROJECTS: A CASE STUDY

2014 ◽  
Vol 20 (1) ◽  
pp. 1-24 ◽  
Author(s):  
Saumyendu Ghosh ◽  
Lauren Buckler ◽  
Mirosław J. Skibniewski ◽  
Sam Negahban ◽  
Young Hoon Kwak
Keyword(s):  
Sustainable Development ◽  
Project Management ◽  
Business Environment ◽  
Organizational Governance ◽  
Project Governance ◽  
Construction Organizations ◽  
Management Perspective ◽  
Governance Process ◽  
Governance Strategies

Sustainable development represents a major challenge of the 21st century. Organizations use projects to implement strategic corporate objectives, exploring sustainable development from a project management perspective is imperative. While current project management techniques are well defined in terms of content and process to manage the budget-scope-time constraint, availability of organization resources and ability to adopt project governance strategies in a changing business environment, like incorporating sustainability in business process is ambiguous, literature has not explored how to cope with a normative situation like sustainability. We consider Small-to-Mid-Size-Construction-Organizations (SMSCOs), which makes up the largest portion of the project-based industry and are most impacted by new government regulations, as our population of interest. This paper addresses two primary objectives in relation to organizational resources available for SMSCOs: to identify an organization's shortcomings in undertaking a sustainable project, and to identify means for improving organizational readiness to cope with governance of sustainable projects. A case study with a SMSCO to understand activities, resource availability, and how to improve organization readiness to undertake projects related to sustainability is discussed. A conceptual framework is presented for the adoptive project governance process to ensure resource constrained organizations like SMSCO's can align better to govern such projects.

Project Expectation Management – A Quality Approach to Customer Satisfaction

2016 ◽  
Vol 5 (1) ◽  
Author(s):  
Karuna Devi Mishra ◽  
Dr. Sudarsanam
Keyword(s):  
Project Management ◽  
Customer Satisfaction ◽  
Project Managers ◽  
Market Place ◽  
Dynamic Approach ◽  
Project Environment ◽  
Project Governance ◽  
Expectation Management ◽  
Management Project ◽  
Quality Approach

This paper investigates the current challenges faced by the project managers in creating realistic expectations of customers in dynamic changing project environment which are created by rapid introduction of new unknowns, as they progress. One might say they are more akin to packing boxes of frogs without a cover, setting each thing right before a new challenge is faced. The difficulties posed by these projects are identified and the literature is reviewed for suitable approaches. Why do projects fail and what more is critical to the success of project? All projects are conceived with a vision to satisfy certain needs of the business. Hence, the beneficiary of these needs become key stakeholder. Appropriate participation of this key stakeholder in steering the project ensures the success of the project. Also businesses are impacted by competition and changing market place resulting in skewed expectation management. Managing expectations enhances the success of the project immensely. Now, goal of the project plays a pivotal role and hence respecting it, is an important task, in project management. Project governance is an important aspect which needs to change according to the requirements and requires a dynamic approach rather than a ‘rule book approach’.

Control of project data and team satisfaction as results of PMO effort in new product development projects

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sanderson César Macêdo Barbalho ◽  
Gladston Luiz Silva
Keyword(s):  
Project Management ◽  
Product Development ◽  
New Product Development ◽  
Portfolio Management ◽  
New Product ◽  
Success Factor ◽  
Content Type ◽  
Team Satisfaction ◽  
Project Data ◽  
And Control

PurposeThis paper aims to explore how new product development (NPD)-based project management offices (PMOs) work, their drivers to deliver performance and their project success impact.Design/methodology/approachThe study used a survey of 35 Brazilian and multi-national companies that identified the effort to perform a list of PMO functions, some PMO drivers in the company and five project performance perception indicators. The authors apply a specific set of statistics to uncover the relations between these dimensions of interest.FindingsThe factorial analysis allows us to find the main functions influencing each other. The project teams’ perception of project management (PM) performance is suggested as a success factor that drives PMOs when working on portfolio management issues, managing project files and promoting PM over the company.Practical implicationsThis paper contributes to a contingency approach for designing a project machine involving PMOs to support NPD projects. Managers can set the most suitable PMO functions avoiding mimicry when structuring their NPD efforts.Originality/valuePMOs have impacted team satisfaction and control of project data but not indicators related to triple constraints.

Integrating critical chain project management with last planner system for linear scheduling of modular construction

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Tarek Salama ◽  
Ahmad Salah ◽  
Osama Moselhi
Keyword(s):  
Project Management ◽  
Control Procedure ◽  
Modular Construction ◽  
Content Type ◽  
Linear Scheduling ◽  
Last Planner System ◽  
Critical Chain Project Management ◽  
Last Planner ◽  
And Control ◽  
Critical Chain

Purpose The purpose of this paper is to present a new method for project tracking and control of integrated offsite and onsite activities in modular construction considering practical characteristics associated with this type of construction. Design/methodology/approach The design embraces building information modelling and integrates last planner system (LPS), linear scheduling method (LSM) and critical chain project management (CCPM) to develop tracking and control procedures for modular construction projects. The developed method accounts for constraints of resources continuity and uncertainties associated with activity duration. Features of proposed method are illustrated in a case example for tracking and control of modular projects. Findings Comparison between developed schedule and Monte Carlo simulation showed that baseline duration generated from simulation exceeds that produced by developed method by 12% and 10% for schedules with 50% and 90% confidence level, respectively. These percentages decrease based on interventions of members of project team in the LPS sessions. The case example results indicate that project is delayed 5% and experienced cost overrun of 2.5%. Originality/value Developed method integrated LPS, LSM and CCPM while using metrics for reliability assessment of linear schedules, namely, critical percent plan complete (PPCcr) and buffer index (BI). PPCcr and BI measure percentage of plan completion for critical activities and buffer consumption, respectively. The developed method provides a systematic procedure for forecasting look-ahead schedules using forecasting correction factor Δt and a newly developed tracking and control procedure that uses PPCcr and BI. Quantitative cost analysis is also provided to forecast and monitor project costs to prove the robustness of proposed framework.

Collaborative Communication in Interfirm Relationships: Moderating Effects of Integration and Control

1996 ◽  
Vol 60 (3) ◽  
pp. 103-115 ◽  
Author(s):  
Jakki J. Mohr ◽  
Robert J. Fisher ◽  
John R. Nevin
Keyword(s):  
Control Structure ◽  
National Sample ◽  
Interfirm Relationships ◽  
Mutual Support ◽  
Moderating Effects ◽  
Collaborative Communication ◽  
Exchange Relationships ◽  
Governance Strategies ◽  
And Control ◽  
Levels Of Integration

Governance strategies, such as integration or control, structure and regulate the conduct of parties in exchange relationships; as such, they serve to constrain the latitude of the decision making of channel partners. Similarly, collaborative communication can be used to create an atmosphere of mutual support, thereby creating volitional compliance between partners. The authors develop a model that addresses the interrelationships of governance and communication and examine the effects of collaborative communication on channel outcomes (the dealer's perceptions of commitment to, satisfaction with, and coordination of activities with a focal manufacturer) across various levels of integration and control. Based on survey data collected from a national sample of computer dealers, the findings indicate that when levels of integration or manufacturer control are high, the effect of collaborative communication on outcomes is weaker than when integration or control is low.

Analysis and Application of BIM Technology in the Project Goal Control

2013 ◽  
Vol 671-674 ◽  
pp. 2978-2981 ◽  
Author(s):  
Ding Tang Wang
Keyword(s):  
Project Management ◽  
Large Data ◽  
The Real ◽  
Virtual Construction ◽  
Potential Problems ◽  
Project Construction ◽  
Visualization Technology ◽  
And Control

BIM is a method which is based on the integration of digitalization technology and visualization technology to manage information related project construction. This paper states the build process of imitating reality by using BIM’s visualization technology with multi-dimension and large data, and unique features for finding the potential problems and risks under virtual construction environment by BIM’s technology, so as to find problems in advance and evaluate them preliminarily, put forward corresponding countermeasures and prevent measures, work out optimized scheme to guide the real construction, and control effectively the project’s quality, progress and cost. BIM solves fundamentally the management defects from traditional project, and will certainly bring about a series of great changes in the circles of project management.

scholarly journals Tactical Considerations For The Effective Use Of Cause-Related Marketing

2011 ◽  
Vol 7 (2) ◽  
pp. 58 ◽  
Author(s):  
John K. Ross III ◽  
Mary Ann Stutts ◽  
Larry Patterson
Keyword(s):  
Charitable Organizations ◽  
Charitable Organization ◽  
Cause Related Marketing ◽  
Effective Use

This study measured how consumers feel about firms that use cause-related marketing (CRM) and the charitable organizations that benefit from CRM. Respondents (N=225) were interviewed concerning cause-related marketing campaigns. Most respondents felt CRM was a good way to raise money for the cause, had purchased a product to help support a cause, and expressed favorable attitudes toward both the firm and the charitable organization. Women had more favorable attitudes toward both the firm and the cause than did males.

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