scholarly journals A gestão de projetos como apoio ao processo de produção de um periódico científico

2015 ◽  
Vol 13 (3) ◽  
pp. 612 ◽  
Author(s):  
Fabrício Martins Lacerda ◽  
Cristina Dai Prá Martens ◽  
Emerson Antonio Maccari
Keyword(s):  
Project Management ◽  
Management Practices ◽  
Scientific Journal ◽  
Organizational Cultures ◽  
Planning And Management ◽  
Management Processes

A evolução do conceito de projetos e o desenvolvimento e aceitação das metodologias e abordagens para seu planejamento e gerenciamento tem permitido sua aplicabilidade a diferentes áreas, realidades e culturas organizacionais. A busca por métodos e ferramentas capazes de conduzir seus projetos a um final bem-sucedido, a exemplo de um periódico científico, tem motivado muitas organizações a buscar, nas boas práticas de gestão de projetos, um melhor planejamento e gerenciamento. Nesse contexto, o objetivo deste trabalho é analisar o processo de produção de um periódico científico sob a ótica da gestão de projetos. Foi desenvolvido um estudo de caso único que verificou a aplicação dos processos de gestão de escopo, prazo e custo do projeto de produção de uma revista científica de especialidade médica. Como resultados, destaca-se que, mesmo não tendo conhecimento das boas práticas de gestão de projetos, a organização aplica algumas de suas ferramentas de maneira informal e embrionária. Foram identificados pontos que merecem atenção, pois impactam no atraso da veiculação da Revista. Proposições de melhorias foram apresentadas por meio da aplicação da metodologia da gestão de projetos, o que poderá contribuir para um melhor planejamento e gerenciamento do projeto.Abstract: The advancement of the concept of projects and the development and acceptation of methodologies and approaches for its planning and management, has permitted its applicability in different areas, realities and organizational cultures. The search for methods and instruments capable of conducting your project to a successful accomplishment, e.g. a scientific journal, has motivated many organizations to enhance planning and management by resorting to good project management practices. In this context, the objective of this paper is to analyze the process of making a scientific journal within a perspective of project management. A case study was developed that verified the application of management processes of scope, deadline and costs of the project of producing a specialized medical scientific journal. Within the results, emphasis goes to the fact that despite not having information about good project management practices, the organization applies some of its tools informally and embryonically. Some elements that impact on the delay of the magazines diffusion were identified as in need of enhancement. Improvement proposals were presented by applying project management methodologies that can contribute with enriched planning and project management.  Keywords: Scientific Journal. Editing. Project Management.

Innovative management strategies for building and sustaining a digital initiatives department with limited resources

2018 ◽  
Vol 34 (2) ◽  
pp. 117-136 ◽  
Author(s):  
A. Miller
Keyword(s):  
Project Management ◽  
Management Practices ◽  
Management Strategies ◽  
Academic Library ◽  
Collaborative Management ◽  
Strong Line ◽  
Content Type ◽  
Innovative Strategies ◽  
Other Information

Purpose The purpose of this paper is to offer and explore innovative strategies for building and sustaining digital initiatives at information organizations. Although the examples provided are based on case studies at an academic library, the practices are rooted in project management principles and therefore applicable to all library types, museums, archives and other information organizations. The innovative strategies on staffing and funding will be particularly useful to organizations faced with monetary and staffing shortages and highlights collaborative management practices. Design/methodology/approach Concept of strategic and collaborative management practices led by an experienced project manager cross-trained in management, technical and soft skills enables the successful development and sustainability of digital initiatives. A cross-trained librarian’s management practices of leading the Digital Scholarship Initiatives at a particular university will be examined as a case study and aided with literature supporting the need for digital initiatives leaders to have training beyond the credentials of librarian, curator, archivist or historian in the technologically savvy twenty-first century ecology of information centers. Findings The innovative strategies implemented in the case study yielded increases in the number of hours of digital lab usage, digital projects developed, seminars or workshops presented, attendance of library hosted events, number of programs implemented and awareness on campus, all with limited staff and funding. The variety and level of production and marketing is instrumental to the growth and sustainability of digital initiatives. Practical implications The innovative strategies emphasized in this paper use the concept of borrowed or shared time to start staffing needs and is particularly helpful to organizations that do not have a strong line of dedicated staffing or funding to begin building digital initiatives. Offers small ways to start immediately while setting the stage to plan for big ideas for the future. Originality/value This paper suggests a credentialed information expert, such as a librarian, archivist or curator, that is, also cross-trained in project management and technology is the key to not only successfully leading digital initiatives but is instrumental for its sustainability and the marketing, growth and future of digital initiatives.

Using action research in innovation project management: building legitimacy and organizational learning in an SME during a merger process

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Constance Elizabeth Kampf ◽  
Charlotte J. Brandt ◽  
Christopher G. Kampf
Keyword(s):  
Project Management ◽  
Organizational Learning ◽  
Action Research ◽  
Management Practices ◽  
Innovation Process ◽  
Theory And Practice ◽  
Organizational Level ◽  
Content Type ◽  
Innovation Project

PurposeThe purpose is to explore how the process of action research (AR) can support building legitimacy and organizational learning in innovation project management and portfolio practices in merger contexts.Design/methodology/approachMeta-reflection on method issues in Action Research through an action research case study with an innovation group during an organizational change process. This case demonstrates an example of an action research cycle focused on building practitioner legitimacy rather than problem-solving.FindingsKey findings include (1) demonstrating how AR can be used for building legitimacy through visualizing the innovation process, and embedding those visuals in top management practices of the organization; and (2) demonstrating how AR can work as an organizational learning tool in merger contexts.Research limitations/implicationsThis study focuses on an action research cooperation during a two-and-a-half-year period. Thus, findings offer the depth of a medium term case study. The processes of building legitimacy represent this particular case, and can be investigated in other organizational contexts to see the extent to which these issues can be generalized.Practical implicationsFor researchers, this paper offers an additional type of AR cycle to consider in their research design which can be seen as demonstrating a form of interplay between practitioner action and organizational level legitimacy. For practitioners, this paper demonstrates a connection between legitimacy and organizational learning in innovation contexts. The discussion of how visuals were co-created and used for building legitimacy for an innovation process that differs from the standard stage gate model demonstrates how engaging in AR research can contribute to developing visuals as resources for building legitimacy and organizational learning based on connections between theory and practice.Originality/valueThis case rethinks AR practice for innovation project management contexts to include legitimacy and organizational learning. This focus on legitimacy building from organizational learning and knowledge conversion contributes to our understanding of the soft side of innovation project management. Legitimacy is demonstrated to be a key concern for innovation project management practices.

Perspectives of Big Data Analysis for Knowledge Generation in Project Management Contexts

2015 ◽  
pp. 1-18 ◽  
Author(s):  
George Leal Jamil ◽  
Luiz Fernando Magalhães Carvalho
Keyword(s):  
Big Data ◽  
Knowledge Management ◽  
Project Management ◽  
Management Practices ◽  
Knowledge Generation ◽  
Process Data ◽  
Management Processes ◽  
Final Study ◽  
Study Case ◽  
Applicable Knowledge

Knowledge generation for Project Management (PM) is a critical modern issue. Projects are a complex, inter-related set of tasks that aim to provide a service or product in a controlled, managed way. In these scenarios, there is a continuous producing of data and information, which is a potential situation for Knowledge Management (KM) interaction. This chapter evaluates aspects and factors on how it is possible to process data and information, in order to generate applicable knowledge to improve project management. A specific consideration is to understand the observation of contexts of huge amounts of data—known nowadays as Big Data—and its potential knowledge generation for project management, as presented in the final study case. A better comprehension on how knowledge management practices, applied to Big Data contexts, can improve project management processes is the main objective in this chapter.

A case study of project management practices in virtual settings

2010 ◽  
Vol 41 (4) ◽  
pp. 75-97 ◽  
Author(s):  
Catherine Beise ◽  
Traci A. Carte ◽  
Chelley Vician ◽  
Laku Chidambaram
Keyword(s):  
Project Management ◽  
Management Practices

scholarly journals Integration, Application and Importance of Collaboration in Sustainable Project Management

2019 ◽  
Author(s):  
Johan Larsson ◽  
Lisa Larsson
Keyword(s):  
Project Management ◽  
Sustainable Management ◽  
Management Practices ◽  
Single Case ◽  
Single Case Study ◽  
Infrastructure Projects ◽  
The Past ◽  
Sustainability Challenges ◽  
Infrastructure Maintenance

The need to consider sustainability has substantially increased the complexity of implementing construction and infrastructure projects and new management practices have emerged during the past decade to tackle the global sustainability challenges, where the engagement and coordination of broader competences from stakeholders throughout the supply chain is required. This new project management paradigm has been accompanied by greater attention to the concept of collaborative business arrangements, often called partnering, that has emerged in construction and infrastructure projects to improve project deliveries. However, there are uncertainties about the optimal strategy to foster, integrate and maintain the required collaboration, particularly in sustainable management practices in infrastructure maintenance projects. This paper addresses these uncertainties, based on a single case study of an infrastructure maintenance contract involving an extensive collaborative business arrangement. The findings reveal that different collaborative practices affect diverse aspects of sustainable project management. Further, the extensive collaborative business arrangement has promoted sustainable deliveries based upon organizational learning and continuous improvements. Thus, this study offers an encouraging example of how extensive collaboration can be fostered and play a key role in sustainable project management practices.

scholarly journals Social Media Collaboration in Software Project Management

2019 ◽  
Author(s):  
Sania Imran ◽  
Faiqa Mehboob ◽  
Mehreen Sirshar
Keyword(s):  
Social Media ◽  
Project Management ◽  
Delphi Study ◽  
Cultural Context ◽  
Relationship Building ◽  
Software Project ◽  
Management Processes ◽  
Business Functions ◽  
The Impact

Social media has become part and parcel of the world of today. These days, it’s still the most talked about thing. It cannot be overlooked because it plays a key role in our business functions such as marketing and advertising. Social Media is all about collaboration on files, ideas and projects that help users and stakeholders to successfully complete the project. It influences how people communicate, develop relationship, build trust, increase transparency and provide cultural context. The fundamental aim of this research is to investigate the capacity for project management in social media. This paper explains how social media is used for project management knowledge areas and process groups. Also this research aims to identify SM tools that can be suitable for project management processes. Two studies Delphi Study of three rounds and structured case study interview are used to investigate the impact on the performance of the project team and process robustness. These studies support social media use by accessing the contribution to relationship building, trusts, coordination and cohesion.

scholarly journals Managing a Mature Coastal Tourism Destination: The Case of Pattaya, Thailand

2021 ◽  
Author(s):  
◽  
Chootima Longjit
Keyword(s):  
Project Management ◽  
Conceptual Framework ◽  
Management Practices ◽  
Primary Data ◽  
Tourism Destination ◽  
Music Festival ◽  
Broad Concept ◽  
Common Goals ◽  
Levels Of Integration

<p>This thesis develops the concept of destination management with a particular focus on the management of a local destination. It concentrates on seeking to understand what constitutes the general concept of destination management, exploring management practices, and clarifying the overall management of the local destination. In the absence of previous literature, a conceptual framework is developed from the bodies of literature in tourism, management, inter-organizational relationships, and integrated coastal management. This framework illustrates aspects, issues, and dimensions that are relevant to destination management and provides a structure for the analysis of destination management in Pattaya, Thailand. Given the exploratory nature of the study, a multi-phase case study is used. A mix of holistic and embedded cases is used to obtain broad and in-depth data relevant to the concept and practice of destination management. Pattaya, as one of the major coastal resorts in Thailand, is selected as the case study as tourism has been developed there for several decades and its diverse problems provide a range of management challenges. Its major tourism attractions - beaches, nightlife, Pattaya Music Festival - are examined as embedded cases. In addition to secondary data, semi-structured interviews and observation are used to collect primary data. The broad concept of destination management is developed first and then used as a basis to examine the nature and extent of destination management in Pattaya. The conceptual framework provides a structure to analyze the individual embedded cases and to compare commonalities and differences between their management processes and structures and their implications for the practice of destination management. The research reveals that there is a relationship between the practitioners' perspectives on a tourism destination and on destination management, and that there is a relationship between their initial perspectives on destination management and their management practices that occur at the destination. Destination management is defined as "the collaboration of relevant agencies responsible for providing multiple tourism products at the destination in a way to achieve common goals or destination goals." The research also highlights that destination management requires the integration of management agencies, of management purposes, and of management activities at the destination scale. In Pattaya, varying levels of integration occur and relevant agencies are commonly involved with managing aspects of tourism rather than the destination as a whole. The embedded cases reveal that two main forms of management occur in Pattaya: daily operations and project management. Daily management is practised by single agencies to achieve individual organizational goals and is evident in most aspects of beach management and the management of dispersed nightlife activities. Project-based management involves the pursuit of project goals and is carried out by committees, for example, Walking Street Committee and the Pattaya Music Festival Committees. A lack of common goals and low levels of integration are factors which lead to an absence of destination management. The formulation of destination goals and a scaled-up project management structure is suggested as one means of fostering destination management.</p>

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