scholarly journals Work Environment and its Impact on Triple Constraint of Project Management

2012 ◽  
Vol 4 (10) ◽  
pp. 545-552
Author(s):  
Syed Ali Raza ◽  
Tamkeen Zehra Shah .
Keyword(s):  
Life Cycle ◽  
Project Management ◽  
Work Environment ◽  
Working Hours ◽  
Strong Relationship ◽  
Job Security ◽  
Project Managers ◽  
Measurement Tool ◽  
It Industry ◽  
The Impact

Project management’s fundamental concern is to effectively manage its triple constraints throughout the life cycle of a project to maximize productivity. At the same timework environment is considered a key feature, which influences the framework of project management. The present study assesses the impact of the work environment on the triple constraints (Scope, Time and Cost) of projects in the IT industry. The theoretical framework comprises Remuneration, Job Satisfaction, Job Security, and Working Hours as components of work environment and triple constraints as the dependent variable. Three hundred Project Managers across a number of IT firms have been approached, out of which 279 have responded to the questionnaire. The measurement tool has been developed by the researcher except for one construct, which has been adopted, followed by a pilot study. Inferential statistics have been applied to test the data. The study concludes that all project managers view a flexible and conducive work environment as bearing a strong relationship with the triple constraint of project management.

An Exploratory Study of the Current State of Career Development for Project Managers in the IT and Other Industries

2016 ◽  
pp. 1654-1673
Author(s):  
Yang Fan ◽  
Michael Thomas ◽  
Yishi Wang
Keyword(s):  
Project Management ◽  
Career Development ◽  
Work Environment ◽  
Job Training ◽  
Career Path ◽  
General Pattern ◽  
Project Managers ◽  
It Industry ◽  
Current State ◽  
Management Career

Critical to project success and job satisfaction of project managers is effective Human Resource Management (HRM). The temporary nature of projects has changed the traditional career paths for project managers and the way project-oriented companies prioritize their motivation tactics. By conducting a survey to explore a general pattern of employers' HRM practices in different industries regarding the project management career, this paper presents the fact that most employers prefer on-job training to organizational career path in motivating and retaining project manager and that there is no difference between IT industry and other industries in terms of the extent of use of on-job training and the organizational career path. These findings contribute to an in-depth understanding of the project management career path and suggest that project managers be proactive in adjusting to change in the workplace by being more autonomous in their career development decisions based on the larger work environment.

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.

GreenPM®

2013 ◽  
pp. 39-57 ◽  
Author(s):  
Tom Mochal ◽  
Andrea Krasnoff
Keyword(s):  
Project Management ◽  
Software Package ◽  
Material Handling ◽  
Resource Depletion ◽  
Project Managers ◽  
The Other ◽  
Management Process ◽  
The World ◽  
The Impact ◽  
Unlimited Amount

The world is going green and we are collectively realizing that we do not have an unlimited amount of natural resources to utilize as we have done in the past. Material Handling Industry of America (2007) notes, “Not only do we have climate problems but we are also dealing with a resource depletion issue.” However, the project management profession seems to be in its infancy in applying green standards. How can we apply these “green” concepts to our project management discipline? One obvious way is that we can manage green projects more efficiently. For example, if you are the project manager on a project that will result in using less packaging in your products, it would be good if your project completed on time. The sooner that project ends, the sooner the green benefits will be achieved. On the other hand, if you are dealing with projects such as installing a new software package or upgrading network infrastructure, how can these projects become more environmentally friendly? The answer is Green Project Management (GreenPM®). Green project management is a model that allows project managers to think green throughout a project and make decisions that take into account the impact on the environment—if any. It is a way to ingrain “greenthink” (or green thinking) into every project management process. Greenthink connects the environment with the decisions that are made, whether project-related, professional, or in our everyday lives.

scholarly journals Understanding Relationship between Milestone and Decision-Making in Project Management: A Qualitative Study among Project Managers in Saudi Arabia

2018 ◽  
Vol 13 (8) ◽  
pp. 184 ◽  
Author(s):  
Umar Altahtooh ◽  
Thamir Alaskar
Keyword(s):  
Decision Making ◽  
Saudi Arabia ◽  
Project Management ◽  
Qualitative Study ◽  
Thematic Analysis ◽  
Project Managers ◽  
Structured Interviews ◽  
Pragmatic Research ◽  
The Impact ◽  
The Relationship

Despite the importance of milestone as a key knowledge in project management, there has been lack of research to understand the relationship between milestones and decision-making. This paper presents a pragmatic research context that aims understanding the nature of milestones and their relationship with different decision-making structures and responsibilities across projects. Data were collected through 14 semi-structured interviews with project managers and analyzed using thematic analysis. The findings explore the concepts of project milestones among project managers in Saudi Arabia. The paper finds that there is a relationship between milestones and the impact on decision-making.

scholarly journals A Study of the Impact of Project Managers’ Power and Influence on their Organisation’s Project Management Maturity

2020 ◽  
Vol 312 ◽  
pp. 03001
Author(s):  
Virginia Shahida Ngonda ◽  
Larry E Jowah
Keyword(s):  
Project Management ◽  
South African ◽  
Project Managers ◽  
Technical Expertise ◽  
Sufficient Power ◽  
Positive Correlations ◽  
Nation Wide Survey ◽  
The Impact ◽  
Power Project ◽  
Power And Influence

Project managers are determinants of their organisations’ project management maturity as their competence is one of the factors that affect their organisations’ capability of an organisation to successfully execute projects. This capability of an organisation is reflected in its project management maturity. The study reported in this conference paper sought to investigate whether there is a correlation between South African project managers’ power and influence on their organisation’s project management maturity. This was done to determine if project managers have sufficient power to influence their organisation’s project management maturity. The paper reports on a nation-wide survey that collected data from self-identified project managers. It received three hundred and six valid responses which were edited, coded, and analysed descriptively and inferentially. The study found weak positive correlations between project managers’ power, project managers’ technical expertise and their organisations’ project management maturity. Thus, as project managers’ power and technical expertise increase, it is likely that their organisation’s project management maturity also increases. However, causation could not be established as it was not possible to establish the temporal order amongst the variables. The established correlations were too weak to be used for prediction.

scholarly journals Project management education in Croatia

2020 ◽  
Vol 25 (1) ◽  
pp. 255-278
Author(s):  
Ivana Bestvina Bukvić ◽  
Iva Buljubašić ◽  
Marija Ivić
Keyword(s):  
Project Management ◽  
Management Education ◽  
Business Environment ◽  
Project Managers ◽  
Project Manager ◽  
It Industry ◽  
Study Programs ◽  
Project Management Professionals ◽  
Education Model ◽  
Additional Level

Since today's dynamic and competitive business environment increasingly requires additional level of competence, the project manager is, certainly, a profession whose value and demand is growing. As to reach the project objective, the project manager should have an adequate education, which is the reason why the corporations, especially in the Information Technology (IT) industry, are among leaders in investment to project management education and certification. The aim of this paper is to contribute to the identification and understanding of the project management education model in Croatia and explore possibilities for its improvements, especially in the field of the project management in the IT industry. For that reason, through 2018 and 2019, authors conducted the research on availability of project management education programs in Croatia, opportunities for international certification as well as attitudes of the project management professionals in IT sector on the existing education model. The study suggests that there is a growing trend of project managers’ certification, especially in the IT industry, as well as a variety of informal programs for project management education. Simultaneously, there is a lack of project management university study programs. Empirical results show that project management study programs lack the practical segment and are, in most cases, offering only fundamental theoretical knowledge. Therefore, authors, on the basis of the literature review and analysis of IT sector needs assessment, provide recommendations of the domains, to be included into future university study programs.

Digitization in construction

BUILDER ◽  
2019 ◽  
Vol 266 (9) ◽  
pp. 15-17
Author(s):  
Anna Tryfon-Bojarska ◽  
Ewelina Wińska
Keyword(s):  
Life Cycle ◽  
Project Management ◽  
Case Studies ◽  
Construction Industry ◽  
Industrial Revolution ◽  
Digital Transformation ◽  
Property Development ◽  
Innovative Project ◽  
Fourth Industrial Revolution ◽  
The Impact

The fourth industrial revolution leads to a comprehensive digital transformation of enterprises. Its nine pillars also affect the construction industry. This article presents the impact of digital transformation on innovative projects which are implemented in the construction industry. It describes examples of digital innovations that are used in the life cycle of a property development undertaking, as well as examples and case studies of applied innovative project management models.

Work Life Balance of Working Parents: A study of IT Industry

2015 ◽  
Vol 10 (1) ◽  
Author(s):  
Saloni Pahuja
Keyword(s):  
Social Life ◽  
Sampling Technique ◽  
Working Hours ◽  
Work Life ◽  
Professional Life ◽  
Work Life Balance ◽  
It Industry ◽  
Working Parents ◽  
Life Balance ◽  
The Impact

Managing the competing demands of work, family and social life is an issue that affects almost every organization. Work life balance is a challenging issue for IT professionals whether male or female as increasing working hours and monitoring the hours worked are far more rigorous than ever before. This paper explores the gender wise perception of work life balance among working parents of I.T. Industry and also examines the impact of work life balance on working parents’ personal and professional life. The Data was thus collected from 200 working parents of IT industry through questionnaire by adopting random sampling technique. The statistical techniques used were ttest, Correlation and Regression Analysis. Findings depicted no significance differences in the perception of male and female towards work life balance. It also revealed high degree of positive correlation of 0.909 and 0.742 between work life balance and working parent’s personal and professional life respectively. And high impact of work life balance on working parent’s personal and professional life.

scholarly journals Predicting overall Staffs’ Creativity and Innovative Work Behavior in Banking

2019 ◽  
Vol 14 (2) ◽  
pp. 188-202 ◽  
Author(s):  
Ho Thanh Tri ◽  
Vo Thi Nga ◽  
Juraj Sipko
Keyword(s):  
Work Environment ◽  
Structural Equation ◽  
Positive Impact ◽  
Empirical Test ◽  
Strong Relationship ◽  
Work Behavior ◽  
Empowering Leadership ◽  
Innovative Work Behavior ◽  
Innovative Work ◽  
The Impact

Abstract This study focuses on the impact of empowering leadership and challenges work environment on both sale employee’s creativity and innovative work behavior in the Vietnamese banking industry. An empirical test, a structural equation model comprising a sample of 319 sale employees in 15 banks, indicates a strong relationship between sales staff creativity and innovative work behavior. Moreover, the findings indicate that both an empowering leadership and a challenging work environment can trigger sale employees’ creativity. Finally, innovative work behavior has a positive impact on innovative output. In general, this study contributes with some suggestions for bank managers to identify appropriate methods in order to stimulate the creativity and innovative work behavior of employees with the objective of achieving strong and sustainable business performance.

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