Leading Change for Sustainable Development through Strategic Project Management: A Case Study on Change Management

2009 ◽  
Vol 5 (2) ◽  
pp. 241-254 ◽  
Author(s):  
Kasim Randeree ◽  
Arqam Iqbal
Keyword(s):  
Sustainable Development ◽  
Project Management ◽  
Change Management ◽  
Leading Change ◽  
Strategic Project

scholarly journals Optimized Application of Sustainable Development Strategy in International Engineering Project Management

Mathematics ◽  
2021 ◽  
Vol 9 (14) ◽  
pp. 1633
Author(s):  
Zhiwu Zhou ◽  
Julián Alcalá ◽  
Víctor Yepes
Keyword(s):  
Sustainable Development ◽  
Project Management ◽  
Literature Review ◽  
Management System ◽  
Research Method ◽  
Programming Algorithm ◽  
International Project ◽  
Engineering Project ◽  
Project Management System

The aim of this paper is to establish an international framework for sustainable project management in engineering, to make up the lack of research in this field, and to propose a scientific theoretical basis for the establishment of a new project management system. The article adopts literature review, mathematical programming algorithm and case study as the research method. The literature review applied the visual clustering research method and analyzed the results of 21-year research in this field. As a result, the project management system was found to have defects and deficiencies. A mathematical model was established to analyze the composition and elements of the optimized international project management system. The case study research selected large bridges for analysis and verified the superiority and practicability of the theoretical system. Thus, the goal of sustainable development of bridges was achieved. The value of this re-search lies in establishing a comprehensive international project management system model; truly integrating sustainable development with project management; providing new research frames and management models to promote the sustainable development of the construction industry.

Changes of Projects by Considering the Principles of Sustainable Development Case Study

2013 ◽  
pp. 304-320
Author(s):  
Roland Gareis
Keyword(s):  
Sustainable Development ◽  
Project Management ◽  
Organizational Learning ◽  
Stakeholder Participation ◽  
Comprehensive Analysis ◽  
Change Processes ◽  
Temporary Organizations

Permanent organizations, such as companies, divisions, profit, and cost centres, as well as temporary organizations, i.e. projects and programmes, change. Reasons for changes might be new values of organizations such as transparency, empowerment, stakeholder participation, risk-orientation, etc., which are values on which sustainable development is based. Different change types, namely organizational learning, further developing, transforming, and radical re-positioning can be identified and can be described by specific chains of processes. For performing change processes of permanent organizations projects and programmes can be applied. The processes for managing the different changes of projects, in which the principles of SD might be considered, are described. The focus is on the management of transforming a project. The case study: Transforming the Project Hospital North is based on a comprehensive analysis of this project transformation in the book Project Management & Sustainable Development Principles by Roland Gareis, Martina Huemann, and André Martinuzzi (all WU Vienna) published by PMI (Gareis et al. 2013).

scholarly journals Project Management in the Tourism Industry: the Basics of TMBOK

2019 ◽  
Vol 10 (1) ◽  
pp. 26-37
Author(s):  
O. A. Burukina
Keyword(s):  
Sustainable Development ◽  
Project Management ◽  
Change Management ◽  
Global Economy ◽  
Systematic Approach ◽  
Systems Approach ◽  
Tourism Industry ◽  
Strategic Development ◽  
Tourism Enterprises ◽  
National Economies

Purpose: the article aims at substantiating the applicability of project management methodology and tools to the tactical and strategic development of the tourism industry at both the global and national levels of economic development. The author sees the possibility of sustainable development of the tourism industry on the basis of a systems approach to improving the functioning of tourism enterprises using the tools and methods of project management. Taking into account the current contribution of tourism to the global economy and the national economies of many countries, the problem of sustainability of tourism enterprises and national tourism industries in general seems to be one of the foundations for solving the problems of sustainable development included in the 2030 Agenda for Sustainable Development.Methods: the study was conducted on the basis of a systematic approach with the use of logical and comparative analysis of various types of project management methodology potentially applied to tourism projects both for solving operational tourism problems and for the strategic development of tourism industries, as well as the method of structural-functional modeling aimed at laying the foundation for the tourism project management methodology.Results: the problem of sustainability of the tourism industry – the leading sector of the national economies of many countries and the global economy as a whole – has been considered using a systematic approach. An attempt was made to prove the applicability of the project management methodology and tools to the tourism industry and the dependence of the sustainable development of the tourism industry, both at the local and national levels, on more effective management of processes, programs and portfolios based on a systems approach and project management as a method to improve tourism firms’ operations. The methodology of project management in tourism as a driving force for social, economic and cultural change is considered as the basis for successful implementation of projects to ensure benefits for all stakeholders: tour operators, consumers of tourism projects, local communities and all companies involved in tourism projects.Conclusions and Relevance: currently, the tourism industry faces a situation in which tourism projects are implemented in the context of reactive risk and change management with the almost complete absence of proactive change management, which adversely affects the quality of tourism projects and greatly hinders the development of national tourism industries in general. The proposed concept of applying the project methodology based on the author’s model of project management in tourism, the model of the tourism project and the model of TMBOK (tourism management body of knowledge) provides for a system of measures necessary for integrating the project management methodology into the practice of tour operators for the further sustainable development of all tourism business stakeholders. 

scholarly journals Project management relationship to green innovation processes in sustainable fabric companies

2021 ◽  
Vol 12 (3) ◽  
pp. 13-26
Author(s):  
Isabel Cristina Scafuto ◽  
Valdemilson de Assis Alves de Araújo ◽  
Andrea dos Anjos Moreiras ◽  
Cláudia Terezinha Kniess
Keyword(s):  
Sustainable Development ◽  
Project Management ◽  
Management Practices ◽  
Green Innovation ◽  
Green Materials ◽  
Innovation Projects ◽  
The Relationship ◽  
Innovation Processes

The concept of green innovation refers to innovation that seeks to make radical or progressive improvements to products or processes that contribute to sustainable development. Green innovation can improve the global image of a business and lead to better market performance. Green innovation projects can contribute to economic growth and a positive quality of life without negatively affecting the environment. Consequently, this study aims to examine the relationship between the development of green materials resulting from green innovation and project management. To achieve the research objective, we conducted a multi-case study with companies developing green innovation derived textile. The findings show that the firms surveyed do not use formal project management to execute their green innovation projects and that their project management is intuitive. Although the companies surveyed are concerned with sustainable development and strive to innovate to satisfy their customers responsibly, their project management practices are informal. This study contributes to the practice. It is possible to introduce project management into enterprises to enhance green innovation while adapting practices or using less formal and bureaucratic techniques.

scholarly journals APPLICATION OF PROJECT-BASED CHANGE MANAGEMENT IN CONSTRUCTION: A CASE STUDY

2014 ◽  
Vol 21 (1) ◽  
pp. 107-118 ◽  
Author(s):  
Chun-Sung Chen ◽  
Yu-Kun Tsui ◽  
Ren-Jye Dzeng ◽  
Wei-Chih Wang
Keyword(s):  
Project Management ◽  
Change Management ◽  
Information Sharing ◽  
Construction Project ◽  
Cost Savings ◽  
Construction Project Management ◽  
Commercial Building ◽  
General Contractor ◽  
Control And Management

Real-time information is vital to enhance dynamic control and management via information sharing and analysis in order to reduce construction conflicts and project delays. However, most construction project management programs are ineffective for project prompt responses, especially with respect to change management. This work presents a novel construction project management system called the web project-based change management (WPCM) system. The WPCM system responds to changes in information efficiently in order to facilitate change management among project participants (e.g. general contractor, suppliers, and subcontractors) in a construction project environment. Capable of increasing information sharing in construction change management, web-based technology can also provide cost savings via the Internet. A case study involving a commercial building project in Taiwan demonstrates the effectiveness of both the proposed WPCM system and information sharing in change control during the construction phase. In addition to increasing the efficiency of change control and management for a general contractor, as well as dynamic project tracking and management, the proposed system enables subcontractors and suppliers to access and manage the change information timely. Future work should implement the system functions comprehensively and apply the system to additional projects more strictly for further verification of its reliability.

scholarly journals ORGANIZATIONAL GOVERNANCE TO INTEGRATE SUSTAINABILITY PROJECTS: A CASE STUDY

2014 ◽  
Vol 20 (1) ◽  
pp. 1-24 ◽  
Author(s):  
Saumyendu Ghosh ◽  
Lauren Buckler ◽  
Mirosław J. Skibniewski ◽  
Sam Negahban ◽  
Young Hoon Kwak
Keyword(s):  
Sustainable Development ◽  
Project Management ◽  
Business Environment ◽  
Organizational Governance ◽  
Project Governance ◽  
Construction Organizations ◽  
Management Perspective ◽  
Governance Process ◽  
Governance Strategies

Sustainable development represents a major challenge of the 21st century. Organizations use projects to implement strategic corporate objectives, exploring sustainable development from a project management perspective is imperative. While current project management techniques are well defined in terms of content and process to manage the budget-scope-time constraint, availability of organization resources and ability to adopt project governance strategies in a changing business environment, like incorporating sustainability in business process is ambiguous, literature has not explored how to cope with a normative situation like sustainability. We consider Small-to-Mid-Size-Construction-Organizations (SMSCOs), which makes up the largest portion of the project-based industry and are most impacted by new government regulations, as our population of interest. This paper addresses two primary objectives in relation to organizational resources available for SMSCOs: to identify an organization's shortcomings in undertaking a sustainable project, and to identify means for improving organizational readiness to cope with governance of sustainable projects. A case study with a SMSCO to understand activities, resource availability, and how to improve organization readiness to undertake projects related to sustainability is discussed. A conceptual framework is presented for the adoptive project governance process to ensure resource constrained organizations like SMSCO's can align better to govern such projects.

The Use of Project Management Mechanisms to Address Environmental Problems (Shown on the Example of Developing Natural-Cognitive Tourist Map of the Holosiivsky District of Kyiv)

2020 ◽  
Vol 103-104 (5-6) ◽  
pp. 33-40
Author(s):  
Kateryna Kulyk ◽  
Tetiana Lavruk ◽  
Oleksandra Romanova ◽  
Ivanna Sarakhman
Keyword(s):  
Sustainable Development ◽  
Project Management ◽  
Earth Science ◽  
High Capacity ◽  
Environmental Problems ◽  
Shared Vision ◽  
Nature Protection ◽  
Natural Heritage ◽  
Green Areas

Eco-projects have a high capacity to harmonize relations between three major sustainable development components: economical, ecological and social. The use of project management mechanisms provide opportunities for stakeholder partnership in addressing environmental problems. An essential part of this process is a shared vision of the possible scenarios for spatial development, team-based approach, techniques and procedures of eco-project implementation, along with experience of engaging with the crew. All of the eco-project management aspects mentioned above are the purpose of this work. We intended to summarise the case study that students from the Taras Shevchenko National University of Kyiv Earth science and geomorphology Department have been doing as a part of their curriculum "Ecoproject management and international cooperation in the field of nature protection". The case study raises the problem of fragmented, irrelevant, unreliable or missing information on natural heritage and green areas, which are a foundation of recreational activities and natural-cognitive tourism. The problem has been selected due to COVID-19 pandemic that has been raising awareness of local tourist attractions, environmental security, sustainable development and environment protection. Essentially, creating a comprehensive natural heritage catalogue and guides is the first step towards local tourism promotion and reaching local sustainable development goals. The Project's vision is to provide a product that offers free, clear and descriptive GIS-based materials on natural heritage and green areas of Kyiv. The mission is to design and publish information materials on natural heritage and green areas using available GIS applications. Final Natural-Cognitive Tourist Map of the Holosiivsky District of Kyiv is an outcome of the work.

scholarly journals Facilitating organisational decision making: a change risk assessment model case study

2016 ◽  
Vol 11 (2) ◽  
pp. 694-721 ◽  
Author(s):  
Charalampos Apostolopoulos ◽  
George Halikias ◽  
Krikor Maroukian ◽  
Georgios Tsaramirsis
Keyword(s):  
Risk Factors ◽  
Risk Assessment ◽  
Project Management ◽  
Change Management ◽  
Organisational Change ◽  
Assessment Model ◽  
Risk Assessment Model ◽  
Content Type ◽  
Management Project

Purpose This paper aims to take the challenge to propose a novel modelling approach named Change Risk Assessment Model (CRAM), which will contribute significantly to the missing formality of business models especially in the change risk assessment area and decision-making. Organisational change risks are assessed with the aid of analytic hierarchy process (AHP) in an attempt to define the internal dynamics of organisational change management within project management eliciting also risk cause-and-effect relationships. Design/methodology/approach The study discusses interviews/survey/AHP. Findings The study presents the following findings. Change risk factors assessment (identification and prioritisation) recommendations (see Case Study) integration of change management; project management; risk management top four risk factors, namely, leadership, communication, project management team and culture. Research limitations/implications As projects can be different in a variety of factors (quality, scope), an exhaustive list of risk factors cannot be identified. There is a continuous risk identification process throughout the projects’ life cycle. For example, many risks can be classified initially as unknown and can be refined after the initiation phase of the project. AHP factors limitation (eight per level) possible bias (survey analysis). Practical implications With the aid of modelling and especially CRAM, business change risks can be assessed numerically and prioritised. Several risk factors and related attributes were identified and categorised. This empowers project managers or other stakeholders to make proper decisions about whether to take on or abandon respective organisational or project changes. Social implications One of the values of CRAM is that it can be regarded as a global change risk assessment method that can be applied regardless of project type, size or organisation. Moreover, it has the advantage that it can be used by any kind of project, as the method is designed to be tailored to specific needs, taking significant environmental change risk factors into account. AHP has numerous uses in operational research, in project management and in general in areas where decisions (evaluation and selection) have to be made. The analysis of the case study presented, indicated that it is vital to assess the degree (impact) that each risk attribute poses to address complex organisational decisions. Originality/value CRAM aims to bridge the gap between theoretical and applied work in the integrated research field of change management, project management and risk management. Furthermore, the approach attempts to develop a novel systematic methodology (model) for assigning probabilities in attributes (criteria) pair-wise comparison and more specifically, modelling and assessing change management risks, adding a different perspective and technique to the research area.

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