scholarly journals A Requirements Solution While Training Professional Project Leaders

2021 ◽  
Vol 33 (5) ◽  
pp. 205-218
Author(s):  
Vanessa Atenea Vargas-Pérez ◽  
Laura Silvia Vargas-Pérez ◽  
Agustín Francisco Gutiérrez-Tornés ◽  
Ana María Soto-Hernández ◽  
Edgardo Manuel Felipe-Riverón

Globalization urges the necessity of having world class leaders, and very frequently in its formation, is required to teach them computational tools to mainly improve their project management facilities. In order to give project management a greater quality, a very important point is to control and follow up all users’ diverse requirements, from the beginning to the end of each or any type of project: administrative, academic, engineering, software, video games, virtual and mixed reality, etc. This research shows a project requirements manager’s approach which allows knowing the specific requirements in each of its phases and give an advanced description of its various types and their traceability. This prototype promotes project requirement management best practices, and link them to the various areas of engineering, administration, planning and also with society, industry, commerce and academic sectors.

2013 ◽  
Vol 3 (1) ◽  
pp. 18-33 ◽  
Author(s):  
John A. Denholm ◽  
Aristidis Protopsaltis ◽  
Sara de Freitas

This paper reports on a conducted study, measuring the perceptions of post-graduate students on the effectiveness of serious games in the classroom. Four games were used (Project Management Exercise, “Winning Margin” Business Simulation, Management of Change and Management of Product Design and Development) with scenarios ranging from product design to project management. The games might be classified as Team-Based Mixed-Reality (TBMR) games. The games were conducted over the period October 2010 to May 2011and the questionnaires conducted during June 2011. The results, from a sample size of 80 of largely international students, indicated a clear ranking of emotions experienced when participating in the games with “Exciting” outweighing “Apprehensive”, “Bored” and Indifferent”. The majority of students indicated that both “their team winning” and “showing their personal competence” were important to them. However 70% said that working in teams was valuable in itself implying that team-working was a strong element in the conclusion that the games were of value. For all four games, over 60% said that conflict was valuable and over 75% said participating improved their “working in teams” skills. The value of feedback was rated highly, as was improved motivation. Over 60% said that the participation in the games was more useful than lectures on the same topic.


Author(s):  
Diletta Colette Invernizzi ◽  
Giorgio Locatelli ◽  
Naomi J. Brookes ◽  
Martin Grey

Project management literature has, until now, mainly focused on new build and only in the last decades the issues of decommissioning (mega) projects has arisen. To respond to this changing environment, project management will need to understand the challenges of decommissioning projects. Decommissioning projects within Oil & Gas, Chemical and Nuclear sectors are characterized by high costs, long schedules and uncertainty-based risks. The budget for Nuclear Decommissioning Projects and Programmes (NDPs) are subject to well publicized increases and, due to their relatively recent emergence, complexity and variety, key stakeholders lack a full understanding of the key factors influencing these increases. Benchmarking involves “comparing actual or planned practices [...] to identify best practices, generate ideas for improvement” [1] and offers significant potential to improve the performance of project selection, planning and delivery. However, even if benchmarking is the envisaged methodology to investigate the NDPs characteristics that impact on the NDPs performance, until now, it has only been partially used and there is a huge gap in the literature concerning benchmarking NDPs. This paper adapts a top-down benchmarking approach to highlight the NDPs characteristics that mostly impact on the NDPs performance. This is exemplified by a systematic quantitative and qualitative cross-comparison of two major “similar-but-different” NDPs: Rocky Flats (US) and Sellafield (UK). Main results concern the understanding of the alternatives of the owner and/or the contractors in relation to (1) the physical characteristics and the end state of the nuclear site, (2) the governance, funding & contracting schemes, and (3) the stakeholders’ engagement.


2014 ◽  
Vol 30 (3) ◽  
pp. 369-378 ◽  
Author(s):  
Christian Knackstedt ◽  
Klaus Schmidt ◽  
Lukas Syrocki ◽  
Andreas Lang ◽  
Birna Bjarnason-Wehrens ◽  
...  

Author(s):  
Sergey Bushuyev ◽  
Denis Bushuiev ◽  
Victoria Bushuieva ◽  
Olena Verenych

The problem of creating effective models, methods and tools for strategic management of projects and programs for the development of organizations in the transition to a circular economy. Global trends in the development of organizations prove that the world is transforming with acceleration. The life cycle of knowledge and technologies for managing complex projects and programs is significantly reduced. The technical and technological complexity of organizational development projects increases due to innovations. These trends create significant challenges in the development of project management systems and programs for the formation of a circular economy in Ukraine. This is especially true of projects and programs in conditions of uncertainty about the impact of COVID 19 and anticipation of a global crisis after a pandemic. Today, the application of proven best practices (benchmarking) is no longer a way forward. Forming a vision, goals and strategy for the implementation of organizational development projects in advance makes our actions rigid, not flexible. When creating a project or program begins with focusing on what is valuable to our customers and the country, it is enough for us to use best practices. But the complexity and innovative orientation of development projects of organizations in the transition to a circular economy creates a number of challenges. One of the answers to these challenges is cost-effective work on project management and development programs, taking into account the trends of transition to a circular economy. Project management teams learn to distinguish between what is valuable and what doesn't matter, this is the path that management methodologies have taken for decades. A number of projects have taken the first steps in implementing the necessary cost-effective / flexible transition that supports sustainability and adaptability to turbulent environmental changes. In the conditions of modern destructive economic relations in the world community the problem of a choice of strategy of projects as drivers of development of the organizations is vital. One of the key approaches to the development of the EU is the transition to a circular economy with maximum utilization of both waste products and projects, and the disposal of project products after the end of product life cycles.


2006 ◽  
Vol 4 (3) ◽  
Author(s):  
G. Van Zyl ◽  
P. Venier

The aim of the paper is to introduce a human resource efficiency model in order to rank the most important human resource driving forces for project management best practices. The results of the model will demonstrate how the human resource component of project management acts as the primary function to enhance organizational performance, codified through improved logical end-state programmes, work ethics and process contributions. Given the hypothesis that project management best practices involve significant human resource and organizational changes, one would reasonably expect this process to influence and resonate throughout all the dimensions of an organisation.


2021 ◽  
Vol 26 (3) ◽  
pp. 79-86
Author(s):  
Agnieszka JĘDRUSIK

The purpose of this article is to present the process of risk management in project management. The analysis was based on a comparison of two best practices of IPMA and PRINCE. Risk management differs significantly between the two approaches, but it is up to the organization to choose its own management, monitoring and methodology tailored to the specific industry or sector. Risk management is an important aspect of the entire project life cycle and must be monitored throughout the project life cycle to protect not only the budget but all areas of the so-called "golden triangle". A very important aspect is the organization's awareness that risk management is everyone's responsibility, not just the project manager. This paper presents two different approaches to project risk management in two different methodologies.


Author(s):  
Zsolt Tibor Kosztyán

A válság okozta megszorítások a projektek költségvetését sem hagyták változatlanul. Nagyon sokszor nemcsak a jövőbeni projekttervek költségvetését kell átgondolni, hanem a már futó projektek költségvetését is újra kell szabni. E tanulmány ilyen esetekben nyújthat módszertani támogatást. A szerző ebben a kutatásban négy költség- és időcsökkentő módszert hasonlít össze. Ismerteti, hogy ezeket az eljárásokat milyen módon lehet ötvözni, illetve mikor, melyiket célszerű alkalmazni. Az eljárások között van olyan módszer, amely a hagyományos projektmenedzsment (pl. építési, beruházási projektek menedzselésének) eszköztárát gazdagítja, de találkozhatunk olyan eljárásokkal is, amelyek az agilis projektszemléleten alapuló módszerek körét szélesítik. A bemutatott módszerek nemcsak a hálótervezési, hanem a mátrixos projekttervezési eljárások esetén is alkalmazhatók. ____ Due to the effects of the crisis, budgets of present as well as future projects are decreasing steadily. In this study four different methods are introduced for minimising budget and time demands. These introduced methods support not only the traditional but also the agile project management. Furthermore these methods can be used not only in case of network planning, but also for matrix-based project planning.


2011 ◽  
Vol 7 (S285) ◽  
pp. 272-272
Author(s):  
Steve Croft ◽  
Bryan Gaensler

SummaryWe are entering a new era in the study of variable and transient radio sources. This workshop discussed the instruments and the strategies employed to study those sources, how they are identified and classified, how results from different surveys can be compared, and how radio observations tie in with those at other wavelengths. The emphasis was on learning what common ground there is between the plethora of on-going projects, how methods and code can be shared, and how best practices regarding survey strategy could be adopted.The workshop featured the four topics below. Each topic commenced with a fairly brief introductory talk, which then developed into discussion. By way of preparation, participants had been invited to upload and discuss one slide per topic to a wiki ahead of the workshop.1. Telescopes, instrumentation and survey strategy. New radio facilities and on-going projects (including upgrades) are both studying the variability of the radio sky, and searching for transients. The discussion first centred on the status of those facilities, and on projects with a time-domain focus, both ongoing and planned, before turning to factors driving choices of instrumentation, such as phased array versus single pixel feeds, the field of view, spatial and time resolution, frequency and bandwidth, depth, area, and cadence of the surveys.2. Detection, pipelines, and classification. The workshop debated (a) the factors that influence decisions to study variability in the (u,v) plane, in images, or in catalogues, (b) whether, and how much, pipeline code could potentially be shared between one project and another, and which software packages are best for different approaches, (c) how data are stored and later accessed, and (d) how transients and variables are defined and classified.3. Statistics, interpretation, and synthesis. It then discussed how (i) the choice of facility and strategy and (ii) detection and classification schemes influence what is seen (in terms of types of object and rates) by different surveys, (iii) how results from different surveys could be compared, and (iv) how what we know from existing surveys drives choices (i) and (ii), particularly as regards finding new classes of object.4. Multiwavelength approaches. The workshop concluded by discussing what information is needed from wavelengths other than radio in order to classify transients and variables adequately and predict their rates as a function of topics (1), (2) and (3). It asked what the constraints are on responding to, and issuing triggers for, follow-up observations, and how that might feed back into considerations for designing our telescopes and surveys.


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