SEER-SEM Solutions for Project Management and Control

2006 ◽  
pp. 499-518
Keyword(s):  
Project Management ◽  
And Control

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.

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.

Performance Management in Software Engineering

2012 ◽  
pp. 51-68
Author(s):  
Markus Ilg ◽  
Alexander Baumeister
Keyword(s):  
Project Management ◽  
Software Engineering ◽  
Performance Management ◽  
Process Model ◽  
Activity Based Costing ◽  
Managerial Accounting ◽  
Iterative Development ◽  
Development Teams ◽  
Unified Process ◽  
And Control

Performance measurement in software engineering has to meet a multiplicity of challenges. Oftentimes, traditional metrics focus on sequential development instead of using incremental and iterative development. Output is measured on a pure quantitative (e.g., SLOC), quality-disregarding basis. A project’s input is hard to assign properly using enterprise-unspecific forecasting tools which have to be calibrated at first and which do not account for time preferences. Requirements necessary for behaviourally adjusted project management and control are rarely discussed. Focusing on these shortcomings, this paper proposes an enterprise-specific approach which combines lifecycle and activity based costing techniques for software development following the incremental and iterative Unified Process model. Key advantages are calibration effort can be avoided, project management decisions are supported by a clear managerial accounting emphasis, precise milestone-depending cost objectives can be determined as the basis for personnel management and control of development teams, and cost and time variance analysis can be supported in a sophisticated way.

Project Management 2.0

2016 ◽  
pp. 1-15 ◽  
Author(s):  
Hamid Nach
Keyword(s):  
Social Media ◽  
Organizational Change ◽  
Project Management ◽  
Human Resources ◽  
Web 2.0 ◽  
Management Practice ◽  
Management Framework ◽  
Business Functions ◽  
Use Of Social Media ◽  
And Control

With growing maturity of social media over the last few years, many companies started using these tools to interact with customers and employees. Business functions such as Sales, Marketing and Human Resources have innovatively embedded these technologies to support their processes and became, as such, an instrument for renewal. The use of social media in Project Management, however, seems to be very limited. The profession lags behind having difficulty keeping pace with the rapidly evolving web 2.0 driven technological innovations which are delivering on their promise to foster collaboration. The paper discusses the potential of social media in the project management practice. As the move towards harnessing the power of social media within the Project Management framework requires adequate organizational change, the study also addresses the implications of such an initiative on structure, culture, and control.

Systematic Review of Risks in Domestic and Global IT Projects

2022 ◽  
pp. 1612-1634
Author(s):  
Franciane Freitas Silveira ◽  
Rosária de F. S. Macri Russo ◽  
Irapuan Glória Júnior ◽  
Roberto Sbragia
Keyword(s):  
Project Management ◽  
Project Managers ◽  
Psychic Distance ◽  
Exploratory Research ◽  
Domestic Sphere ◽  
Information Technology Projects ◽  
Global Projects ◽  
External Risk ◽  
And Control ◽  
Risk Categories

The development of information technology projects is no longer limited to the domestic sphere. This study identifies the differentiation of risk categories between global and domestic projects through an exploratory research carried out by means of a systematic literature review. 1367 risks were identified in 37 articles and classified within 22 categories. The major concern regarded in domestic project management was the client (external risk) and scope (internal risk) and, in global project management, the psychic distance (external) and coordination and control (internal). The main difference between the risk categories for each project type refers to the psychic distance category, which was identified almost exclusively in global projects, thus making the external risks more relevant than those in domestic projects. On the other hand, it makes risks such as client, supplier and stakeholders be underestimated. The results indicate that project managers should focus on different risks depending on the type of IT project: global or domestic.

Developing the Schedule and Cost Plan

2006 ◽  
pp. 120-156
Author(s):  
Daniel M. Brandon
Keyword(s):  
Project Management ◽  
Project Planning ◽  
Management Process ◽  
Control Processes ◽  
Project Management Institute ◽  
Operations And Maintenance ◽  
Cost Plan ◽  
And Control ◽  
Process Group ◽  
Independent Organization

The Project Management Institute (PMI) project management process groups include initiation, planning, execution, control, and closing. In practice, however, the initiation processes of a project are often not part of a project for budgeting and control issues, but rather are charged to management and administration (M&A) or operations and maintenance (O&M) general ledger accounts. In some organizations, these charges are later reversed back to a project after it is decided to move forward with that project. Thus, only the planning, execution, and control processes become part of the project for accounting purposes; sometimes detail planning is part of a project but not overall planning. Similarly, the closing process group may or may not be a formal part of the project, and sometimes those processes are performed by an independent organization. This chapter is concerned with detail project planning, particularly the schedule and cost plan.

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 Elaborating factors affecting visual control in a big room

2019 ◽  
Vol 19 (1) ◽  
pp. 34-47
Author(s):  
Jukka Majava ◽  
Harri Haapasalo ◽  
Kirsi Aaltonen
Keyword(s):  
Project Management ◽  
Construction Industry ◽  
Single Case ◽  
Management Strategies ◽  
Holistic Approach ◽  
Visual Control ◽  
Future Research ◽  
Content Type ◽  
Factors Affecting ◽  
And Control

Purpose The “big room” concept and lean philosophy have become increasingly popular in the construction industry. Visual control is a central part of lean philosophy and the big room concept; its aim is to improve information flow, joint problem-solving and real-time decision-making. Visual control facilitates effective project management by providing information on what work is performed and why, customer requirements, deadlines, work status and potential problems. This study aims to explore how visualisation supports project management and control in a big room and the factors that facilitate good visual control. Design/methodology/approach This research is based on the case study method, and the objective is to elaborate the current understanding of factors that affect visual control. The study includes a literature review and an empirical study of a large construction project. Findings The results indicate that many factors facilitate visual control. Despite the importance of facilities and tools, communication and teamwork are identified as the key factors. On a broader level, the results indicate a need for a holistic approach in developing visual management strategies and practices in the construction industry and in complex projects in particular. Research limitations/implications A single case may not be able to offer a generalised picture of this complex topic. However, the study provides novel insights for practitioners and researchers interested in the development of visual control and big rooms. Future research topics are also proposed. Originality/value While previous studies have identified many elements of successful big room implementation – including integration and early involvement, information sharing, tools and facilities – this study focusses specifically on the factors that facilitate visual control.

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