Project Execution Success in an Epcm Environment by Ensuring Project Management & Project Controls Rigor During Pre Construction Phases

2020 ◽  
Author(s):  
Sujith Pratap Chandran ◽  
Prasannakumar K. Purayil
Keyword(s):  
Project Management ◽  
Project Controls ◽  
Management Project

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’.

An Organisational Evaluation Capability Hierarchy Model for Self-diagnosis1

2005 ◽  
Vol 4 (1-2) ◽  
pp. 27-32 ◽  
Author(s):  
Colin A Sharp
Keyword(s):  
Project Management ◽  
Financial Management ◽  
Theory And Practice ◽  
Evaluation Theory ◽  
Information Systems Management ◽  
Capability Maturity ◽  
Wide Range ◽  
Hierarchy Model ◽  
Management Project

The use of Capability Maturity Models in financial management, project management, people management and information systems management in a wide variety of organisations indicates the potential for an Organisational Evaluation Capability Hierarchy to guide the self-diagnosis of organisations in building their evaluation maturity. This paper is about the theory behind this growing trend in organisational governance and organisational diagnosis, and explores its relevance to evaluation theory and practice. This theoretical analysis may have long-term practical benefits for evaluation practitioners, as is being developed in the fields of project management, financial management, and people management in a wide range of organisations.

Knowledge Sharing in Project Environments

2021 ◽  
Vol 12 (1) ◽  
pp. 1-17
Author(s):  
Zinga Novais ◽  
Jorge Vareda Gomes ◽  
Mário José Batista Romão
Keyword(s):  
Project Management ◽  
Knowledge Sharing ◽  
Project Managers ◽  
Project Team ◽  
Team Members ◽  
Business Operations ◽  
Successful Execution ◽  
Management Project ◽  
A Company

Projects have been increasingly used in the implementation of organizations' business operations. Knowledge sharing has been considered essential in project environment; therefore, the integration of knowledge management within project management becomes crucial for project success. The objective of this research is to study how knowledge sharing is integrated within the context of a project, and what is the perception of project team members about it. A case study was carried out in a company within the financial sector, focused on a project team of the entity. The results revealed that project managers, other professionals in project management, and the organization itself are very much aware of the importance of knowledge sharing. The results also emphasized that, regardless of the lack of incentives by top management, project team members consider that knowledge sharing highly contributes for a successful execution of projects.

Sports Management, Project Management, and Sports Event Management

2020 ◽  
pp. 1-19
Author(s):  
Anestis Fotiadis
Keyword(s):  
Project Management ◽  
Service Providers ◽  
Third Party ◽  
Sports Management ◽  
Event Management ◽  
Organizational Skills ◽  
Community Stakeholders ◽  
Management Project ◽  
Business Events ◽  
Management Work

Event management requires the use of project management and organizational skills to envision, plan, and execute social and business events. It involves studying the brand, identifying its target audience, devising the event concept, and coordinating the technical aspects before actually launching the event. Individuals who develop expertise in event management work in principle with budgets, schedules, and vendors and third-party service providers, and community stakeholders guaranty that they create successful events that meet the needs of their organization or the expectations of their client.

Using Twitter for Collaborative Student and Project Manager Learning

2016 ◽  
pp. 812-830
Author(s):  
Kate Barnett-Richards ◽  
Marie Sams
Keyword(s):  
Social Media ◽  
Project Management ◽  
Education Institution ◽  
Pilot Project ◽  
Project Managers ◽  
Project Teams ◽  
Management Project ◽  
Uk Higher Education ◽  
Insight Into ◽  
Social Media Tool

This chapter presents an insight into a pilot project which took place at a UK higher education institution which used Twitter as a social media tool for engaging industry managers and students in sharing knowledge and collaborating on problem solving in the field of project management. Project management education and team formation literature is discussed, as well as reflections from the authors on the advantages and challenges for project teams on using Twitter as a social media tool. The wider implications for Project Managers adopting social media is considered more broadly, and important factors are recommended when making decisions whether to use social media to encourage teamwork and co-operation.

6. Studying law: Developing (Legal) Skills

2018 ◽  
Author(s):  
Imogen Moore ◽  
Craig Newbery-Jones
Keyword(s):  
Decision Making ◽  
Project Management ◽  
Problem Solving ◽  
Time Management ◽  
Digital Communication ◽  
Legal Research ◽  
Transferable Skills ◽  
Subject Specific ◽  
Management Project ◽  
General Skills

This chapter discusses the general skills for employment that the student will develop while studying law. It will also focus on some of the more specific ‘legal’ skills they will acquire. General skills are true transferable skills. This means that they are applicable in most, if not all, spheres of employment. These include collaboration/teamwork, problem solving, researching (hardcopy and digital) and referencing, decision making, time management, project management; and oral, written and digital communication. Subject-specific skills are the employability skills that are relevant to specific types of employment or academic subjects. These include advocacy, negotiation skills, client interviewing, letter writing, and legal research.

Positioning of the Stakeholders in the Interaction Project Management-Project Marketing: A Case of a Coconstructed Industrial Project

2009 ◽  
Vol 40 (3) ◽  
pp. 34-46 ◽  
Author(s):  
Laurence Lecoeuvre Soudain ◽  
Philippe Deshayes ◽  
Henrikki Tikkanen
Keyword(s):  
Project Management ◽  
Automotive Industry ◽  
Industrial Project ◽  
Project Phases ◽  
Management Project ◽  
The Difference ◽  
Business To Business

Based on a business-to-business (B-to-B) case within the automotive industry, this study proposes logics (constructivist and determinist, respectively) of protagonists and highlights the complexity of their dynamics during the successive project's phases. The concept of milieu will emphasize the complex business in which project marketing takes place; notably, it allows better identification of relevant relationships. Our article focuses on this concept of milieu with regard to the interactions between project marketing and project management actors during project phases. In particular, this article underlines the difference and the accommodation between the dynamics of interaction and the dynamics of congruence of marketing and management logics.

Systematic approach to project efficiency management on the base of genetic algorithms

10.12737/99 ◽  
2012 ◽  
Vol 1 (1) ◽  
pp. 0-0
Author(s):  
������� ◽  
Olga Makeeva ◽  
������� ◽  
Igor Tsarkov
Keyword(s):  
Genetic Algorithms ◽  
Project Management ◽  
Time Management ◽  
Systematic Approach ◽  
Critical Path ◽  
Universal Model ◽  
Time Cost ◽  
Different Types ◽  
Management Project

The discovery of Critical Path Method (CPM) made breakdown of project management possible. In the result, project management consists of some knowledge areas like project time management, project cost management etc. But there is a problem: CPM couldn�t take into account resource constrains and costs. So there are a lot of models which include different types of constraints. But the vast majority of such models have serious problem: it�s impossible to scale them to universal model which could take into account time, cost and resources together. We suppose that this universal model could be developed on the base of genetic algorithms and it allow increasing efficiency and quality of project management. In this article we discuss the base principals and tools of such model and specific genetic algorithm is proposed

Juggling with Fast and Slow Time: Some of the Challenges of Project Management

2006 ◽  
Vol 6 (4) ◽  
pp. 251-255
Author(s):  
Barbara Allan
Keyword(s):  
Project Management ◽  
Human Resources ◽  
Life Cycles ◽  
Project Planning ◽  
Slow Time ◽  
Management Project ◽  
Project Life

Paper presented by Barbara Allan at the 37th BIALL Annual Study Conference in Brighton, June 2006, covering the human resources aspects of project management; project life cycles and project planning and implementation.

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