Construction Total Project Management Planning Issues

2002 ◽  
Vol 33 (1) ◽  
pp. 37-48 ◽  
Author(s):  
Janet K. Yates ◽  
Adel Eskander
Keyword(s):  
Project Management ◽  
Management Planning ◽  
Total Project

scholarly journals Software Project Management Systems Using Kanban Method in the CV. Primavisi Globalindo

2020 ◽  
Vol 4 (2) ◽  
pp. 215-231
Author(s):  
Muhammad Aliyya Ilmi ◽  
Fajar Pradana ◽  
Widhy Hayuhardhika Nugraha Putra
Keyword(s):  
Project Management ◽  
Project Planning ◽  
Software Project ◽  
Unit Testing ◽  
Functional Requirements ◽  
Software Projects ◽  
Management Planning ◽  
Scheduling System ◽  
Usability Test ◽  
Project Management And Scheduling

Reducing the risk of failure in working on software projects is one of the successes for the company. It can be done by implementing project planning management properly. One important aspect of project management planning is scheduling. Scheduling includes recording human resources and tasks in the project. The Kanban method is one of the methods used to overcome problems in controlling project schedules. This study aims to develop a project scheduling system that applies the Kanban method. In this research, project management and scheduling system will be developed using the Kanban method. This system expected to be able to assist companies in handling projects. Kanban was chosen because it can easily respond to project changes, easily implemented, and company needs. In this study, unit testing was performed on the system's three main features and tested the validity of the system's 49 functional requirements. The usability test produces a value of 76. Based on the validation and usability test results, it can be concluded that the system is included in the acceptable category.

scholarly journals The effectiveness of the project management application analysis in the Kazakhstani defense industrial complex holding

2020 ◽  
Vol 18 (3) ◽  
pp. 141-149
Author(s):  
Alizhan Tulembayev ◽  
Aliya Adilova ◽  
Askhat Serikbekuly ◽  
Dina Seidaliyeva ◽  
Yerlan Shildibekov
Keyword(s):  
Project Management ◽  
Defense Industry ◽  
Project Planning ◽  
Average Score ◽  
Industrial Complex ◽  
Management Planning ◽  
Military Industrial Complex ◽  
Planning Processes ◽  
The Republic ◽  
The Military

Nowadays, leading world companies widely use methodology, standards, and project management tools in many areas of project-oriented activities, including investment, innovation, and information projects. Last years the implementation and functioning of the country’s enterprises’ project management system have been actively discussed in Kazakhstan.This work aims to identify critical processes of project management planning that affect the effectiveness of projects at the enterprise of the military-industrial complex of Kazakhstan. For this purpose, a survey of top managers of defense industry companies was conducted. A total of 28 respondents were interviewed, working at 18 enterprises of the military-industrial complex of the Republic of Kazakhstan and directly participating in the implementation of projects. Data were personally collected by a questionnaire survey conducted during 2019. To verify the formulated model’s assumptions and success, correlation analysis, and other relevant tests were used. Using the model of project management planning quality (PMPQ), process efficiency has been assessed, and critical factors for the effectiveness of defense industry projects have also been identified. The results show that the Republic of Kazakhstan’s defense industry complex projects has a low level of efficiency and an average score for the use of project planning processes. Project efficiency evaluation has also revealed critical knowledge areas for defense projects like human resource management, schedule development, and define scope. The research expands knowledge in PM, revealing the importance of planning processes for the defense industry that need more focus to achieve top-level success and effectiveness of projects. AcknowledgmentThis study is the second part of grant AP05134488 that has been funded by the Ministry of Education and Science of the Republic of Kazakhstan.

Managing Organizational Change

2013 ◽  
pp. 1253-1278
Author(s):  
Martin L. Bariff
Keyword(s):  
Organizational Change ◽  
Project Management ◽  
Case Studies ◽  
Project Manager ◽  
Lessons Learned ◽  
Body Of Knowledge ◽  
Project Management Institute ◽  
Schedule Risk ◽  
Project Deliverables ◽  
Total Project

Many project deliverables extend beyond a product or a service for sale to customers. The deliverable may include a new or a revised process for internal workflow or relations with customers, suppliers, or partners. The success of these projects will depend upon adoption of the new or revised process in addition to typical metrics for cost, schedule, risk, and quality. The project manager and team will be responsible for “managing organizational change”—a skillset that is not addressed within the Project Management Institute Body of Knowledge. The purpose of this chapter is to provide sufficient knowledge about approaches and implementation for organizational change to achieve total project success. Case studies are included to illustrate best practices and lessons learned.

An Experiential Case Study in IT Project Management Planning

2011 ◽  
pp. 1-21
Author(s):  
Charles K. Davis
Keyword(s):  
Project Management ◽  
Software Development ◽  
Role Playing ◽  
Development Project ◽  
Organizational Setting ◽  
Management Planning ◽  
Software Development Project ◽  
Information Technology Project ◽  
Key Issues ◽  
Information Technology Project Management

The case covers key issues in information technology project management. It deals with developing a full set of project plans, including milestones, tasks, schedules, staffing, deliverables, and projected costs, for a complex software development project (Gido & Clements, 2003; Kerzner, 2003; Schwalbe, 2002). The essence of this case is the analyzing of a specific organizational setting with critical software needs and the developing of the needed plans. As in many similar situations, this organization is relatively complex, and the situation is not entirely clear. By reviewing the facts of the case, collecting outside information, conducting role playing interviews, analyzing requirements, and estimating schedules and costs, one can collect the information needed to develop baseline project plans for the software development envisioned in this case.

Total Project Management: An Integrated Approach to the Management of Capital Investment Projects

1982 ◽  
Vol 196 (1) ◽  
pp. 337-346
Author(s):  
H Darnell ◽  
M W Dale
Keyword(s):  
Project Management ◽  
Learning Process ◽  
Capital Investment ◽  
Integrated Approach ◽  
Investment Analysis ◽  
Investment Projects ◽  
Knowledge Based ◽  
The Uk ◽  
Substandard Performance ◽  
Total Project

Substandard performance and failure to meet objectives in capital investment has been a major contribution to the catastrophic decline in the profitability of industry in the UK. The structure of a project is described and the differences between a project and ongoing operations are discussed. An approach to capital investment analysis is described which is based on rate of cashflow and which relates closely to the actual events that occur. The nature and character of the risks involved are examined and a variety of problems discussed. The inevitability of the learning process is pointed out together with the benefits of structuring this learning. Some of the human and organizational imperatives required for success are defined and the need for a knowledge-based approach to the main project disciplines is advocated. These disciplines are outlined together with some discussion of their inter-relations. The operational techniques which ensure a total, and avoid a fragmented, approach to managing a project are briefly described and the importance of top management involvement is emphasized. By taking the steps advocated in the paper the risks inherent in capital investment projects can be reduced to an acceptable level.

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