An Empirical Study on the use of Project Management Tools and Techniques across Project Life-Cycle and their Impact on Project Success

2010 ◽  
Vol 35 (3) ◽  
pp. 41-66 ◽  
Author(s):  
Peerasit Patanakul ◽  
Boonkiart Iewwongcharoen ◽  
Dragan Milosevic
Keyword(s):  
Life Cycle ◽  
Project Management ◽  
Empirical Study ◽  
Project Success ◽  
Management Tools ◽  
Project Life Cycle ◽  
Tools And Techniques ◽  
Project Life

scholarly journals Project management in Ghana: expectations, realities and barriers to use

2005 ◽  
Vol 1 (1) ◽  
pp. 20
Author(s):  
Fred Venter
Keyword(s):  
Life Cycle ◽  
Project Management ◽  
Empirical Study ◽  
Survey Data ◽  
Project Life Cycle ◽  
Barriers To Use ◽  
Project Life

This article reports the findings of an empirical study of the problems of developing Project Management (PM) practice in Ghanaian organisations. Based on previous research and survey data, the characteristics of the project life cycle (PLC) are used as a basis to examine the nature, type and severity of the problems encountered by organisations implementing projects. It is also used to determine the extent and relevance of PM usage: concepts, methods and application. It is concluded that although PM is important, legitimate and relevant, its practice in Ghana has been fraught with problems. Some recommendations for overcoming these problems are also made, and it is recommended that further research is required in order to ascertain the nature of PM practice and to gauge the attitudes and opinions of people involved in projects in Ghana.

scholarly journals The Role of Top Management as a Moderator on Project Success during Project Life Cycle

2021 ◽  
Vol 5 (1) ◽  
pp. 111-135
Author(s):  
Maqsood Ahmad ◽  
Raheela Habib
Keyword(s):  
Life Cycle ◽  
Project Management ◽  
Project Success ◽  
Project Performance ◽  
Project Manager ◽  
Top Management ◽  
Project Life Cycle ◽  
Performance Project ◽  
Project Life

The paper identifies the role of top management as a moderator during planning, monitoring, controlling, and evaluation phases for the success of a project. This study also discusses the novelties of the coordination between role of top management and legitimate power of project manager as significant impact on project performance and success during project life cycle phases. The instrument is adapted to measure planning, monitoring, controlling, evaluation, the role of project manager, project performance, project success, and the role of top management. Managers are targeted for data collection from the construction sector, education sector, and IT sector for the analysis. The findings show that coordination between variables as well as the role of a project manager is like a bridge between top management and other team members in four phases of project life cycle (planning, monitoring, controlling, and evaluation) for ultimate success. This study has a significant advantage for the organization and industries before implementing any project as it will be helpful for the top management to give authority and responsibility to the project managers while considering the scope of the project. For academia, this study helps to enhance the knowledge area of project management by introducing coordination management while discussing the other knowledge areas of project management. Keywords: project planning, project monitoring, project controlling, project evaluation, role of project manager, project performance, project success. Jell Classification: H43; O22

scholarly journals Project management in Ghana: Expectations, realities and barriers to use

2004 ◽  
Vol 4 (1) ◽  
Author(s):  
Daniel F. Ofori ◽  
Robert Hinson
Keyword(s):  
Life Cycle ◽  
Project Management ◽  
Empirical Study ◽  
Survey Data ◽  
Project Life Cycle ◽  
Barriers To Use ◽  
Project Life

This article reports the findings of an empirical study of the problems of developing Project Management (PM) practice in Ghanaian organisations. Based on previous research and survey data, the characteristics of the project life cycle (PLC) are used as a basis to examine the nature, type and severity of the problems encountered by organisations implementing projects. It is also used to determine the extent and relevance of PM usage: concepts, methods and application. It is concluded that although PM is important, legitimate and relevant, its practice in Ghana has been fraught with problems. Some recommendations for overcoming these problems are also made, and it is recommended that further research is required in order to ascertain the nature of PM practice and to gauge the attitudes and opinions of people involved in projects in Ghana.

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.

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.

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.

scholarly journals ROADMAP FOR THE IMPLEMENTARION OF A PROJECT MANAGEMENT MODEL IN A SME OF ENGINEERING AND TURN-KEY SUPPLY OF INDUSTRIAL EQUIPMENT

2016 ◽  
Vol 13 (3) ◽  
pp. 252 ◽  
Author(s):  
David Hermida ◽  
David De la Fuente ◽  
Fernando García
Keyword(s):  
Life Cycle ◽  
Project Management ◽  
Best Practices ◽  
Qualitative Analysis ◽  
Management Model ◽  
Industrial Equipment ◽  
Unique Result ◽  
Project Life Cycle ◽  
Project Life

Project management is focused on planning, executing, monitoring and controlling of all aspects of a project, defined as a temporary effort to carry out a unique result, in order to achieve the targets set under the criteria of time, quality and cost restrictions. In a small or medium-sized organization focused on this type of activity, the integration of the various factors involved in the project life cycle is needed. A roadmap developed as a set of guidelines for effective project management, tailored to this type of organizations but based on the existing sets of best practices and methodological standards (traditionally oriented to huge corporations), is pursued in this work through a comprehensive-qualitative analysis added to an interview approach.

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