Methodological Approaches to Commercial Organization Project Management Standard Development

10.12737/279 ◽  
2013 ◽  
Vol 2 (1) ◽  
pp. 0-0
Author(s):  
�������� ◽  
Dmitry Artemev ◽  
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������� ◽  
Dmitriy Gergert
Keyword(s):  
Project Management ◽  
Organization Management ◽  
Project Management System ◽  
Management Standard ◽  
Management Processes ◽  
Corporate System ◽  
Project Phases ◽  
Commercial Organization ◽  
The Relationship

This paper examines some questions of approaches to corporate project management. The relationship between maturity level of project management and standartization of project activities is contemplated; the role of project office at all levels of evolutionary maturity is defined; the organizational framework of implementation of project management corporate system (PMCS) and project management standard is analyzed; the place of PMCS in organization management structure is defined. A conceptual model of corporate project management standard�s development and implementation is proposed. Within this model the boundary conditions for created system and, respectively, for the standard are defined: functional framework of the standard and project management system are defined; key roles in organization project management processes are established; key processes and functions on organization project management are formulated. Besides, the project phases on development and deployment of project management corporate methodology are offered in this paper.

scholarly journals Modeling the mediating roles of self-directed learning and knowledge management processes between emotional intelligence and learning outcomes in higher education

PLoS ONE ◽  
2021 ◽  
Vol 16 (7) ◽  
pp. e0255177
Author(s):  
Zahid Shafait ◽  
Muhammad Asif Khan ◽  
Yuriy Bilan ◽  
Judit Oláh
Keyword(s):  
Higher Education ◽  
Emotional Intelligence ◽  
Knowledge Management ◽  
Learning Outcomes ◽  
Self Directed Learning ◽  
Mediating Role ◽  
Management Processes ◽  
Directed Learning ◽  
The Relationship

Objective: Drawing on the knowledge-based view and ability-based theories of emotional intelligence (EI), in this study, we investigate the effects of EI on learning outcomes related to academics and administrators in Chinese research universities and we also test the direct association between learning outcomes and creative performance. In addition, we examine the mediating role of self-directed learning (SDL) and knowledge management processes (KMPs) on the relationship between EI and learning outcomes. Methods: The sample, for this study, consisted of 547 academic and administrative personnel at Chinese higher educational institutions (HEIs), and the hypothesized associations were examined through partial least squares structural equation modeling. Results: Our results indicated that EI has no significant influence on learning outcomes. However, an indirect relationship between EI and learning outcomes is established through SDL and KMPs. Conclusions: This study strengthens the professional understanding of EI and supports that the personnel at HEIs should value SDL and KMPs, which in turn enhances their learning outcomes. Although EI has received increased importance in higher education institutions, there are few studies that have investigated the relationship of EI, SDL, KMP, and learning outcomes. This is one of the initial studies that has empirically examined the interface of EI and learning outcomes in HEIs and also provides timely insights into the understanding of the mediating role of SDL and KMP.

Design of an Integrated Project Management Information System for Large Scale Public Projects

2013 ◽  
pp. 150-164
Author(s):  
Mona Taghavi ◽  
Ahmed Patel ◽  
Hamed Taghavi
Keyword(s):  
Decision Making ◽  
Project Management ◽  
Large Scale ◽  
Functional Model ◽  
Information Service ◽  
Project Management System ◽  
Public Projects ◽  
Complete Life Cycle ◽  
Management Processes ◽  
Efficiency And Effectiveness

Due to the unprecedented growth of outsourcing ICT projects by the Iranian government, a critical need exists for the proper execution and monitoring of these projects. In this paper, the authors propose a web-based project management system to improve the efficiency and effectiveness of the management processes and accelerate decision making. Based on the requirements and information flow between various units involved in the complete life-cycle of ICT project management, a functional model and system architecture with various underlying structures has been designed. The functional model contains two sub-systems: process management and information service. The proposed system structure is based on a four-layer client-server computing model. As a part of a publically available ICT system, it must be secure against cybercrime activities. This system can bring efficiency in managing the projects, improve decision making, and increase the overall management process with total accounting and management transparency. The proposed system overcomes the problems associated with a central system and traditional management processes, as is currently the case in Iran.

Managing Information for a Risk Based Approach to Stakeholder Management

2015 ◽  
pp. 320-333
Author(s):  
Franco Caron ◽  
Fulvio Salvatori
Keyword(s):  
Risk Management ◽  
Project Management ◽  
Management System ◽  
Quantitative Estimate ◽  
Stakeholder Management ◽  
International Project ◽  
Project Management System ◽  
Management Processes ◽  
Pipe Line

This paper proposes a risk based approach in order to obtain a quantitative estimate of the salience of the stakeholders involved in a project. The integration between stakeholders and risk management processes in the Project Management System allows us to realize a twofold objective: a quantitative estimate of the salience of each stakeholder in terms of the contribution to the overall project riskiness and an identification of the most effective responses as a function of the dynamics of the risks generated by each stakeholder. The proposed approach has been applied to an international project concerning the building of a pipe line.

‘Smart' Project Management

2016 ◽  
pp. 179-192
Author(s):  
Céline M. Silvius ◽  
Gilbert Silvius
Keyword(s):  
Project Management ◽  
Mobile Devices ◽  
Project Managers ◽  
Project Manager ◽  
Team Collaboration ◽  
Team Members ◽  
Explorative Study ◽  
Management Processes ◽  
Share Information

Mobile devices and applications are changing the way individuals gather, process and share information. A development which also applies to project management. This chapter reports an explorative study on the functionality of 50 project management apps. The apps were analyzed on the variables: type of functionality, project management processes supported, methodology/standard supported, topics covered, website support, languages supported, project roles supported, number of team members supported and number of projects supported. Our analysis showed that the functionality of project management apps today is mainly focused on two application areas: (A) Supporting the role of the project manager individually in the planning/organizing processes of the project and (B) Supporting team communication and team collaboration. Lacking in functionality seems to be the communication/collaboration with project sponsor and other stakeholders. Based on our study we recommend project managers to be selective when starting to use project management apps.

An Investigation to an Enabling Role of Knowledge Management Between Learning Organization and Organizational Learning

2011 ◽  
pp. 1579-1594
Author(s):  
Juin-Cherng Lu ◽  
Chia-Wen Tsai
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Learning Organization ◽  
Current Knowledge ◽  
Business Environment ◽  
High Tech ◽  
Management Processes ◽  
Exploratory Investigation ◽  
The Relationship

This chapter is an exploratory investigation of the relationship and interaction between the learning organization and organizational learning in terms of an enabling role of knowledge management. In the severe and dynamic business environment, organizations should respond quickly to their rivals and environment by transforming into a learning organization. A learning organization could provoke innovation and learning through its structure, task and process redesigns, and evermore adapt gradually toward the eventual goal of organizational learning. Therefore, the dynamic process between the learning organization and organizational learning is an important issue of current knowledge management and practice — that is, the enabling role of knowledge management could enhance the interaction between learning organization and organizational learning. Furthermore, the authors will explore the relationship and interaction between the learning organization and organizational learning in terms of knowledge management processes in business. Two cases, TSMC and Winbond, the semiconductor and high-tech firms in Taiwan, will be studied to illustrate the findings and insights for the study and the chapter.

Hierarchical Organization as a Facilitator of Information Management in Human Collaboration

2009 ◽  
pp. 44-109 ◽  
Author(s):  
Khaled Ahmed Nagaty
Keyword(s):  
Information Processing ◽  
Problem Solving ◽  
Information Management ◽  
Structural Model ◽  
Hierarchical Organization ◽  
Team Collaboration ◽  
Management Processes ◽  
The Relationship ◽  
Role Of Information

The purpose of this chapter is to discuss the relationship between three entities: hierarchical organization, information management and human collaboration. This relationship is composed of two parts: the first part is the relationship between the hierarchical organization and information management where the role of the hierarchical organization to facilitate the information management processes is discussed. The second part is the relationship between information management and human collaboration where the role of information management to improve human collaboration in problem solving is discussed. The information management processes are illustrated through an information management life cycle model. This model has three major stages: active, semi-active and inactive stages and has three major phases: creation, searching and utilization phases. The creation phase includes: information creation and using, information authoring and modifying and information organization and indexing. The searching phase includes: information storage and retrieving and information exchange. The utilization phase includes: information accessing and filtering processes. The arguments about the role of hierarchical organization in information management and human collaboration are also discussed. The author showed that the hierarchical organization acts as a facilitator for common information management processes which are required in team collaboration such as: information gathering, organization, retrieving, filtering, exchange, integration or fusion, display and visualization. Human collaboration models are discussed with emphasis on the team collaboration structural model which has four unique but interdependent stages of team collaboration. These stages are: team knowledge construction, collaborative team problem solving, team consensus, and product evaluation and revision. Each stage has four levels: meta-cognition process which guides the overall problem solving process, the information processing tasks which is required by the team to complete each collaboration stage, the knowledge required to support the information processing tasks and the communication mechanisms for knowledge building and information processing. The author focused on the role of information management to improve human collaboration across the four collaboration stages of the team collaboration structural model. He showed that the hierarchical organization is more efficient for information management processes and team collaboration rather than other alternative organizations such as flat, linear and network organizations.

scholarly journals Issues of assessing the effectiveness of implementing modern information technologies in project management of an industrial corporation

2021 ◽  
Vol 7 (2) ◽  
pp. 428-435
Author(s):  
Natalia Valerievna Moskvicheva ◽  
Anna Anatolievna Burdina ◽  
Narmina Oktaevna Melik-Aslanova
Keyword(s):  
Project Management ◽  
Management System ◽  
Information Technologies ◽  
Information Management System ◽  
Project Managers ◽  
Theory And Practice ◽  
Modern Theory ◽  
Project Management System ◽  
System A ◽  
Management Processes

Project management has received significant development in recent decades. The project approach to management is also applied in the field of communication, information technology, and research. The article analyzes the prerequisites for improving the modern theory and practice of project management. Problems and methods of project management in large industrial corporations are considered and the necessity of implementing an information management system designed to automate and maintain management processes. Authors identify the main prerequisites for implementing a corporate project management system: a sufficient level of the company development; limited financial and human resources; simplification of control over the activities of project managers.

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