2001 International Student Paper Award Winner

2001 ◽  
Vol 32 (4) ◽  
pp. 4-17 ◽  
Author(s):  
Xiaojin Wang
Keyword(s):  
International Student ◽  
Paper Award ◽  
Award Winner ◽  
Student Paper

2004 Student Paper Award Winner

2005 ◽  
Vol 36 (1) ◽  
pp. 5-14 ◽  
Author(s):  
George Brook
Keyword(s):  
Project Management ◽  
Paper Award ◽  
Technical Quality ◽  
Award Winner ◽  
Huge Amount ◽  
Television Production ◽  
Future Production ◽  
Student Paper ◽  
Management Experience ◽  
Production Industry

Despite the difficulties inherent in the television production industry, it continues to thrive and flourish. Given the huge amount of experience, expertise, and resources available, it is possible to manage projects in television production with excellence and integrity. However, even though the television production industry offers many advantages in the practice of project management, including highly developed methodologies and straightforward (technical) quality management, productions fail or encounter significant setbacks with great regularity. This points to the inherent complexity and difficulty of the production process. This paper identifies commonalities in the project management experience within television production, in an effort to develop a list of universal “worst practices.” It is hoped that by identifying a suite of worst practices, this paper will be helpful in guiding future production endeavors.

Virtual Project Management: Tools and the Trade

1998 ◽  
Vol 29 (1) ◽  
pp. 22-30 ◽  
Author(s):  
Connie L. Guss
Keyword(s):  
Project Management ◽  
Student Development ◽  
International Student ◽  
Organizational Structures ◽  
Theory And Practice ◽  
Paper Award ◽  
Management Tools ◽  
Student Paper ◽  
Project Organizations ◽  
Virtual Project

This paper investigates the broad subject of project management organizations as they enter a new era of organizational arrangements. Practitioners and academics often refer to these arrangements as globally dispersed or as virtual project enterprises. This paper focuses on four related areas of virtual project organizations and their project teams. The paper presents a brief history about approaches to project management theory and practice and defines virtual project organizations. The paper addresses challenges concerning communication and technology for virtual project organizations. The paper then summarizes four key organizational structures that form the basis of project-based organizations. This context is necessary in showing why some of the problems in understanding organizational structures are related to how well this information is communicated through models. An evolution of management approaches necessitates a modification in the types of project management models and communication tools. The paper introduces a new model that is capable of educating practitioners about the importance of focusing on people-centered project management tools for virtual project organizations. The final section of the paper examines one strategic and operational planning and communication tool: the roundtable road-mapping method. The tool is simple yet it is important in understanding the level of personal involvement that may be required for successful communication and planning in nontraditional virtual project structures. The following paper is the winner of the 1997 International Student Paper Award. Sponsored by the PMI Educational Foundation, the International Student Paper Award recognizes excellence in student development of original concepts in project management. Mrs. Guss was presented the award at PMI '97 in Chicago, Illinois.

2002 Student Paper Award Winner: Project Management Maturity Models: The Silver Bullets of Competitive Advantage?

2002 ◽  
Vol 33 (4) ◽  
pp. 4-14 ◽  
Author(s):  
Kam Jugdev ◽  
Janice Thomas
Keyword(s):  
Project Management ◽  
Competitive Advantage ◽  
Intangible Assets ◽  
Assessment Tools ◽  
Paper Award ◽  
Award Winner ◽  
Maturity Models ◽  
Know How ◽  
Sustained Competitive Advantage ◽  
Student Paper

Project management maturity models are important assessment tools for the profession. Maturity models identify organizational strengths and weaknesses as well as provide benchmarking information. They capture explicit, codified practice (know-what), but do not include the intangible assets of project management (know-how). Some have made the claim that project management maturity models (MMs) can lead to a competitive advantage for firms. This paper uses four resource-based frameworks to assess whether or not maturity models lead to a sustained competitive advantage. In the context of the strategy domain, the authors conclude that MMs can result in a temporary competitive advantage but not a sustained competitive advantage. Clearly, a sustained competitive advantage is rooted in a combination of know-what and know-how.

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