The Expectations of Project Managers from Artificial Intelligence: A Delphi Study

2022 ◽  
pp. 875697282110617
Author(s):  
Vered Holzmann ◽  
Daniel Zitter ◽  
Sahar Peshkess
Keyword(s):  
Artificial Intelligence ◽  
Project Management ◽  
Delphi Study ◽  
Management Practices ◽  
Project Managers ◽  
Management Knowledge ◽  
Future Potential ◽  
Multiple Levels ◽  
High Level ◽  
Far Future

Artificial intelligence (AI) technologies are rapidly developing these days and are expected to impact the field of project management on multiple levels; however, there remains a high level of uncertainty regarding the effect that AI might have on project management practices. This article aims to address this topic based on a Delphi study with a panel of 52 project management experts who reflected on future potential AI applications for the project management Knowledge Areas. The article provides a visionary perspective that can be further translated into practical solutions in the near and far future to improve project management practices.

scholarly journals Project Management in Development Cooperation. Non-Governmental Organizations

Innovar ◽  
2015 ◽  
Vol 25 (56) ◽  
pp. 53-67 ◽  
Author(s):  
Maricela I. Montes-Guerra ◽  
Aida R. De-Miguel ◽  
M. Amaya Pérez-Ezcurdia ◽  
Faustino N. Gimena ◽  
H. Mauricio Díez-Silva
Keyword(s):  
Project Management ◽  
Management Practices ◽  
Project Performance ◽  
Project Managers ◽  
Development Cooperation ◽  
Governmental Organizations ◽  
Non Governmental Organizations ◽  
Applicable Knowledge ◽  
The Impact ◽  
Positive Effect

This article analyzes the adoption of project management practices in development cooperation NGOs and their influence on project performance. This paper illustrates the impact in the implementation of methodologies, techniques and tools on outcomes, measured by success criteria of several projects recently implemented. Information from the project managers of the organizations was collected, and complemented by a literature review. We analyzed the correlation among the variables that determine the adoption of a project, and the criteria that determine its success. The positive effect of project management adoption in the performance of cooperation projects is demonstrated, in spite of the low use of methodologies, techniques and tools within the sector. The article shows the importance of project management in cooperation and aid projects, with the purpose of increasing researchers' awareness about the field as applicable knowledge and about the benefits of its use in the sector. The paper shows that project management can improve project efficiency and accountability in other sectors.

scholarly journals Insights of project managers into the problems in project management

2016 ◽  
Vol 16 (1) ◽  
pp. 90-103 ◽  
Author(s):  
Peter Vincent Livesey
Keyword(s):  
Project Management ◽  
Delphi Study ◽  
Soft Skills ◽  
Project Managers ◽  
Delphi Panel ◽  
Relative Importance ◽  
Team Management ◽  
Management Skills ◽  
Hard Skills ◽  
Importance Index

A Delphi study using project managers who had managed projects in excess of $500 million was used to confirm the significance and frequency of problems resulting from the nature of projects. Using the results obtained from the Delphi study a ranking of the problems experienced in these projects was obtained by calculating a Relative Importance Index. Additionally, the Delphi panel members were asked their views concerning the need for traditional project management skills (hard skills) and team management skills (soft skills) as project size increased from below $50 million to over $500 million. A substantial increase in the need for both skills was indicated with the increase in the need for soft skills being the most significant.

scholarly journals Shared Leadership In IT Project Management: A Practice Survey

2013 ◽  
Vol 17 (4) ◽  
pp. 223
Author(s):  
Chet Stagnaro ◽  
Chris Piotrowski
Keyword(s):  
Project Management ◽  
Shared Leadership ◽  
Management Practices ◽  
Project Managers ◽  
It Project Management ◽  
Actual Usage ◽  
Positive Attitudes ◽  
It Project ◽  
Industry Certification ◽  
Managerial Level

In the management field today, shared leadership (SL) is considered a form of distributed leadership, conceptualized largely as working or functioning within a team framework. Yet, there seems to be sparse research on the application of shared leadership principles in the IT field, particularly project management practices. To address this void in the literature, the current study was designed to determine the actual usage and assess the views of managerial-level practitioners toward SL. To that end, a 12-item Likert-type instrument was developed that reflected attitudes, intent, and actual usage. An E-mail response form was forwarded to a target sample of 250 IT project managers in the U.S. Of these, 102 responded with completed survey data. The independent variables in this study were gender, years in IT practice, and industry certification. These project managers expressed overwhelmingly positive attitudes and confirmed wide usage of SL in work-based projects. No significant differences, based on gender, years of experience, and certification were noted. Overall, these findings support the efficacy of the SL model and team-based leadership styles.

scholarly journals Managerial Responses to the Onset of the COVID-19 Pandemic in Healthcare Organizations Project Management

2021 ◽  
Vol 18 (22) ◽  
pp. 12082
Author(s):  
Ariadna Bednarz ◽  
Marta Borkowska-Bierć ◽  
Marek Matejun
Keyword(s):  
Project Management ◽  
Risk Analysis ◽  
Management Practices ◽  
Project Performance ◽  
Project Managers ◽  
Project Teams ◽  
Research Subjects ◽  
Healthcare Organizations ◽  
Future Developments ◽  
The Impact

The goal of this study was to identify and assess the impact of the COVID-19 pandemic on project management practices in healthcare organizations, taking into account, in particular, risk analysis, project performance, organization of the work of project teams, and tendencies in future developments in project management. In order to achieve this goal, a study was conducted on 20 project managers in selected healthcare organizations in Poland. The results indicate that a systematically conducted risk analysis as part of the implemented projects enabled rapid and effective reactions during the COVID-19 pandemic. The pandemic has also significantly altered the organization of the work of project teams and, in the opinion of the research subjects, this will significantly impact future solutions for project management in healthcare organizations. The obtained results form a basis for the increase in professionalization in project management in healthcare organizations.

The System of Management Ideas

2019 ◽  
pp. 24-41
Author(s):  
Michael Mol ◽  
Julian Birkinshaw ◽  
Nicolai J. Foss
Keyword(s):  
Local Adaptation ◽  
Process Model ◽  
Management Practices ◽  
Organizational Level ◽  
Time And Space ◽  
Multiple Levels ◽  
The Individual ◽  
High Level

This chapter argues that there is a system of management ideas, that is, a set of institutionalized high level heuristics that guide organizational and individual behaviours in managerial reality, involve distinct knowledge that is transferred across time and space, may change as a result of local adaptation or innovation, and may be selected for or against. This system operates at multiple levels, particularly the individual, organizational, and institutional levels. A system of management ideas can be analysed through a micro-foundational approach, where actions of individual agents lead to an evolution of the system through processes of variation, selection, and retention. This approach is applied to the organizational level choice of adopting existing, fashionable management practices versus creating novel management practices. The authors present a process model depicting this make-or-buy choice in management practices and provide insights into why and when organizations choose each of these routes.

Agile Approaches for Successfully Managing and Executing Projects in the Fourth Industrial Revolution

2019 ◽  
pp. 1-19
Author(s):  
Alexius A. Emejom ◽  
Carl Burgess ◽  
Donna Pepper ◽  
Joan Adkins
Keyword(s):  
Project Management ◽  
Management Practices ◽  
Industrial Revolution ◽  
Space Station ◽  
Project Managers ◽  
Fourth Industrial Revolution ◽  
Project Outcomes ◽  
Agile Project Management ◽  
Project Management Institute ◽  
Agile Practices

The fourth industrial revolution utilizes artificial intelligence by automating large quantities of numbers to increase the chances of project success. The Project Management Institute lists examples of project outcomes, including but not limited to the Pyramids of Giza, the Great Wall of China, the Panama Canal, and the placement of the International Space Station into Earth's orbit. This chapter highlights how the fourth industrial revolution (Industry 4.0) impacted the evolution of agile project management practices. It discusses how these could be applied in conjunction with traditional waterfall project management or as a standalone approach. Topics discussed include a definition and elements of project management, waterfall vs. agile project management, transitioning to agile methods, developments in agile project management, agile practices, and leading agile projects and project managers.

A Systematic Implementation of Project Management

2009 ◽  
pp. 130-139
Author(s):  
John Wang ◽  
James G.S. Yang ◽  
Jun Xia
Keyword(s):  
Risk Factors ◽  
Project Management ◽  
Management Practices ◽  
Management Process ◽  
Unique Product ◽  
Management Knowledge ◽  
Component Processes

In contrast to ongoing, functional work, a project is a temporary endeavor undertaken to achieve or create a unique product or service(s). The project management knowledge and practices are best described as component processes—initiating, planning, executing, controlling, and closing. We have taken a closer look at project management by reviewing the types of methodologies and tools that exist in business today. We observed the major existing risk factors facing project management practices. We also evaluated the unique issues in delivering projects brought about by globalization. As we were extracting the information, it became apparent that there should be measures taken related to the project management process that could alleviate the some major risk factors in some way.

Agile Approaches for Successfully Managing and Executing Projects in the Fourth Industrial Revolution

2021 ◽  
pp. 1529-1547
Author(s):  
Alexius A. Emejom ◽  
Carl Burgess ◽  
Donna Pepper ◽  
Joan Adkins
Keyword(s):  
Project Management ◽  
Management Practices ◽  
Industrial Revolution ◽  
Space Station ◽  
Project Managers ◽  
Fourth Industrial Revolution ◽  
Project Outcomes ◽  
Agile Project Management ◽  
Project Management Institute ◽  
Agile Practices

The fourth industrial revolution utilizes artificial intelligence by automating large quantities of numbers to increase the chances of project success. The Project Management Institute lists examples of project outcomes, including but not limited to the Pyramids of Giza, the Great Wall of China, the Panama Canal, and the placement of the International Space Station into Earth's orbit. This chapter highlights how the fourth industrial revolution (Industry 4.0) impacted the evolution of agile project management practices. It discusses how these could be applied in conjunction with traditional waterfall project management or as a standalone approach. Topics discussed include a definition and elements of project management, waterfall vs. agile project management, transitioning to agile methods, developments in agile project management, agile practices, and leading agile projects and project managers.

THE PROJECT BOUNDARY AND OCCUPATIONAL STRESS

2019 ◽  
Vol 6 (1) ◽  
Author(s):  
Ken Farnes
Keyword(s):  
Project Management ◽  
Occupational Stress ◽  
Management Practices ◽  
Project Managers ◽  
Project Manager ◽  
Social Constructionist ◽  
Project Outcomes ◽  
Project Environment ◽  
Conflicting Demands ◽  
Manager Performance

Despite advances in project management practices and profession, projects continue to have an unacceptably high failure rate, which may be influenced by project manager being highly stressed and their decision-making capabilities becoming narrowed. The project manager's role necessitates that they occupy the boundary between sponsoring organisation, clients, and other actors involved in the project environment, where they are often subjected to time pressures, project uncertainties, conflicting demands, complex and often dynamic social structure involved in the project environment. In this social constructionist study thirty six senior executives participants were interviewed. It was observed that when discussing the person-environment fit and competencies of a project manager, occupational stress and stress management were overlooked by executive project sponsors as a possible contributing factor for poor project manager performance and poor project outcomes. Despite the growing body of research evidence that has identified occupational stress across many different professions as having an adverse impact on an individual's performance and health, there has been little recognition within project management literature of the impacts of stress or coping strategies for managing stressors within the project environment. This strongly suggests that additional research on stress focused on the project environment is warranted, and that both project sponsors and project managers need to be made aware of the antecedents to stress and consequences of stress both in the personal and business sense.

scholarly journals Goleman-Boyatzis Model of Emotional Intelligence for Dealing with Problems in Project Management

2017 ◽  
Vol 17 (1) ◽  
pp. 20-45
Author(s):  
Peter Vincent Livesey
Keyword(s):  
Emotional Intelligence ◽  
Project Management ◽  
Literature Review ◽  
Delphi Study ◽  
Soft Skills ◽  
Project Managers ◽  
Project Manager ◽  
Delphi Panel ◽  
Management Skills

As projects grow in size and complexity the sizes of teams needed to manage them also increases. This places greater emphasis on the need for the project manager to develop people management skills, commonly called soft skills, of which emotional intelligence (EI) has been recognised as an important component. The objective of this research was to investigate the relevance of the Goleman-Boyatzis model of EI in dealing with the problems in large projects identified via a literature review. To achieve this end, a Delphi study using project managers who had been involved in the management of projects in excess of $500 million was used. The responses from the Delphi panel were analysed and the results showed that the competencies contained in the Goleman-Boyatzis model had a relevance of 95% or greater to the problems presented to the panel. A ranking of the various competencies contained within the model was also developed, some competencies being found to be more important than others. By confirming the importance of emotional intelligence, as described by the model, this research adds to the understanding of the necessary skills needed by a project manager to successfully manage large projects. 

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