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.

The Role of Technology in the Project Manager Performance Model

2008 ◽  
Vol 39 (1) ◽  
pp. 34-48 ◽  
Author(s):  
Vittal S. Anantatmula
Keyword(s):  
Project Management ◽  
Management Practices ◽  
Research Effort ◽  
Project Performance ◽  
Project Managers ◽  
Project Manager ◽  
Project Team ◽  
Performance Model ◽  
Manager Performance

Technology assumes importance in the context of project management due to greater challenges in today's technology-enabled work environment, where technology tools are routinely used for colaboration, communication, and dep oyment of project management practices. It is becoming common practice for even co-located project teams to use the electronic medium for these purposes. Notwithstanding the importance of technology, research has shown that it is difficult to associate the use of technology with business performance and the absence of such relation can be extrapolated to project performance as well. However, technology can play a major role in supporting project managers in managing projects effectively and efficiently. Several studies have addressed the importance and leadership style of project managers. However, specific roles and responsibilities of a project manager toward the project team is an area that needs further study. In this research effort, using the literature review, important people-related factors of project performance are identified. Then structured personal interviews were used to gather data for understanding relations among these factors in order to develop a project manager performance model. The model was developed employing the interpretive structural modeling(ISM) methodology. The model was used to determine the role of the project manager in managing the project team and improving the project performance. Results show that both leadership and management roles are important. This study helped to analyze underlying interactions among these factors and, consequently, understand the supportive function of technology to the project manager in improving project performance.

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.

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.

Project Expectation Management – A Quality Approach to Customer Satisfaction

2016 ◽  
Vol 5 (1) ◽  
Author(s):  
Karuna Devi Mishra ◽  
Dr. Sudarsanam
Keyword(s):  
Project Management ◽  
Customer Satisfaction ◽  
Project Managers ◽  
Market Place ◽  
Dynamic Approach ◽  
Project Environment ◽  
Project Governance ◽  
Expectation Management ◽  
Management Project ◽  
Quality Approach

This paper investigates the current challenges faced by the project managers in creating realistic expectations of customers in dynamic changing project environment which are created by rapid introduction of new unknowns, as they progress. One might say they are more akin to packing boxes of frogs without a cover, setting each thing right before a new challenge is faced. The difficulties posed by these projects are identified and the literature is reviewed for suitable approaches. Why do projects fail and what more is critical to the success of project? All projects are conceived with a vision to satisfy certain needs of the business. Hence, the beneficiary of these needs become key stakeholder. Appropriate participation of this key stakeholder in steering the project ensures the success of the project. Also businesses are impacted by competition and changing market place resulting in skewed expectation management. Managing expectations enhances the success of the project immensely. Now, goal of the project plays a pivotal role and hence respecting it, is an important task, in project management. Project governance is an important aspect which needs to change according to the requirements and requires a dynamic approach rather than a ‘rule book approach’.

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 A Correlational Study on Project Management Methodology and Project Success

2019 ◽  
Vol 9 (2) ◽  
pp. 56-65
Author(s):  
Michael Pace
Keyword(s):  
Project Management ◽  
Project Success ◽  
Project Managers ◽  
Project Manager ◽  
Correlational Study ◽  
Demographic Information ◽  
Moderating Variables ◽  
Multiple Project Management ◽  
The Impact ◽  
The Relationship

Abstract This non-experimental correlational study extends previous research investigating the relationship between project management methodology and reported project success, as well as the moderating variables of industry and project manager experience. The sample included North American project managers with five years’ experience, 25 years of age or older, and experience with multiple project management methodologies. The survey instrument consisted of 58 questions, utilizing a 5-point Likert scale to record responses. The survey contained three sections, including demographic information, questions related to a successful project, and questions related to a less-than successful (failed / challenged) project. 367 usable responses were received. The examination of the constructs included Pearson’s correlation coefficient as well as linear regression to determine the impact of moderating variables. Results indicated that project management methodology has a weak correlation with reported project success, and this correlation is not moderated by industry nor project manager experience. The results did not align with previously conducted studies, illustrating a need to continue the study of methods impacting success including investigating additional moderating variables.

scholarly journals Leadership Qualities in Project Management

2021 ◽  
Vol 6 (521) ◽  
pp. 240-245
Author(s):  
H. Y. Luchko ◽  
◽  
I. V. Kohut ◽  
Keyword(s):  
Project Management ◽  
Professional Competence ◽  
External Environment ◽  
Project Managers ◽  
Project Manager ◽  
Effective Management ◽  
Leadership Qualities ◽  
Dynamic Changes ◽  
Management Standard ◽  
The Individual

This article is aimed at researching the phenomenon of leadership, analyzing the qualities of project leaders and defining the key qualities that project managers should have to effectively manage teams and achieve maximum results. The article defines that in order to ensure effective management of the project team with dynamic changes in the external environment, the project manager must be not only a director, but also a leader at the same time. It is precisely the leadership qualities of the project manager, which provide the ability to coordinate the team’s work in such a manner that certain results be achieved, i.e., the expectations of the main stakeholders be fulfilled or exceeded. The article examines the most characteristic traits inherent in leaders, which are highlighted by various researchers of the «traits theory». It is determined that of importance for a project manager is not only certain traits of the leader, but also professional competence. The criteria for assessing the level of competence of project managers in accordance with the ICB4 standard, as well as the necessary skills in relation to the individual competence of «Leadership», are specified. The main qualities and skills of the leader-manager according to the latest version of the PMBOOK project management standard are also considered. The research carried out by the authors resulted in distinguishing the most important qualities of the leader, which, combined with the necessary professional knowledge and skills, will allow project managers to become successful and effective in team cohesion to achieve the best results in project activities. The traits allocated as result of the research, such as responsibility, perseverance, ability to cooperate, kindness and others, will allow project managers to be successful leaders of their teams and to effectively manage projects and programs.

‘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.

Project Management Practices and Project Manager Traits as a Key to Successful Information Systems Implementation

2011 ◽  
Vol 1 (1) ◽  
pp. 37-51
Author(s):  
Evon M.O. Abu-Taieh ◽  
Jeihan M. Abu-Tayeh ◽  
Alia Abu-Tayeh
Keyword(s):  
Information Technology ◽  
Project Management ◽  
Information Systems ◽  
Best Practices ◽  
Management Practices ◽  
Project Manager ◽  
Technology Project ◽  
Science And Art ◽  
Information Technology Project ◽  
Information Technology Project Management

Information Technology project management lingers between science and art. Many will not dwell on such a thought, and define the information technology project manager as the one person that gets the information technology project done. This paper introduces 74 best practices and traits for the novice information systems project manager. The 74 personal traits and best practices were collected from 35 project managers and are based on personal experiences on a number of IT projects. This article provides an interactive platform for the information system technology project manager by catering to their needs for practical insights toward efficient and individually tailored project management.

Project Manager Profile Characterization in Energy Sector

2016 ◽  
Vol 7 (4) ◽  
pp. 64-84
Author(s):  
Germán Eduardo Giraldo González ◽  
César Augusto Leal Coronado ◽  
Gabriel Humberto Pulido Casas
Keyword(s):  
Project Management ◽  
Quantitative Analysis ◽  
Literature Review ◽  
Energy Sector ◽  
Project Managers ◽  
Environmental Risks ◽  
Project Manager ◽  
Project Delivery ◽  
Management Standards ◽  
Modern Project

This article describes and analyzes the fundamental characteristics of the project-manager profile in energy sector. This article includes a literature review, qualitative analysis based on expert's interviews, quantitative analysis based on surveys of project managers and finally, analysis and benchmarking of internationally recognized modern project management standards. This exercise contributes to the culture of project development and project management, specifically the recognition of the project manager's role and contribution to the successful project delivery. The identified profile shows satisfactory levels of education, training and experience, with some weaknesses in managing project complexities (environmental, risks, methodologies, communication and social responsibility).

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