scholarly journals Why Take PMP Rather than Prince2 in Project Management in Saudi Arabia?

2020 ◽  
Vol 5 (3) ◽  
Author(s):  
Umar Altahtooh
Keyword(s):  
Saudi Arabia ◽  
Project Management ◽  
Joint Venture ◽  
Project Managers ◽  
Private Organizations ◽  
Project Management Institute ◽  
Controlled Environments ◽  
The Uk ◽  
Project Management Professional ◽  
Venture Company

Many government ministries and private organizations in Saudi Arabia are starting to require project management certifications for their managers. Both the Project Management Professional (PMP) and the Projects IN Controlled Environments (PRINCE2) certifications are an industry-recognized qualification for project managers. Today, the Project Management Institute (PMI) has more than 300 chapters in over 80 countries, while AXELOS is a joint venture company between the UK Cabinet Office and Capita Plc. This paper shows why the marketplace in Saudi Arabia is demanding PMP rather than PRINCE2. The aim of this study is to contribute to such literature by understanding the dominance of PMP in project management in Saudi Arabia.

Project Management Web Portals and Accreditation

2011 ◽  
pp. 848-854
Author(s):  
Vicky Triantafillidis
Keyword(s):  
Project Management ◽  
Project Managers ◽  
Professional Certification ◽  
Management Skills ◽  
Web Portal ◽  
Body Of Knowledge ◽  
Project Management Institute ◽  
Core Practice ◽  
Industry Sectors ◽  
Project Management Professional

Project management skills and professional certification are quickly developing into required core practice (Hammond et al., 2006). Peter Shears, CEO of the Australian Institute of Project Management (AIPM), stated at a April, 2006, conference, that there was increased demand for skilled project managers within all organizations across all industry sectors (Hammond et al., 2006). AIPM is an Australian Project Management Web portal offering certifications of AIPM’s Registered Project Management (RegPM). As a supporter of the project management profession, the Project Management Institute (PMI) also plays an enormous role. The PMI Web portal encourages a standard with the Project Management Body of Knowledge (PMBOK) Guide describing what should be done to manage a project. PMI’s Project Management Professional (PMP®) credential program is also available from the PMI Web portal recognizing and approving skills (Project Management Institute, Inc., 2006).

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.

Managing Projects

2017 ◽  
Author(s):  
Jeff Pinto
Keyword(s):  
Project Management ◽  
New Product Development ◽  
Oil And Gas ◽  
Project Managers ◽  
Management Skills ◽  
Public And Private ◽  
Oil And Gas Exploration ◽  
Private Organizations ◽  
Product Service ◽  
Organizational Operation

Projects, defined as temporary endeavours undertaken to create a unique product, service, or result, have become a common method for initiating and managing change in modern organizations. Once viewed as a specialized organizational operation within some well-understood settings (construction, new product development, oil and gas exploration, and so forth), projects have evolved to becoming the principle means by which both public and private organizations can make positive changes to their operating environment. Hence, the need for project management skills has never been greater, as more and more organizations seek to adopt project-based work as a proactive method for engaging their customer bases. This chapter highlights the key features of projects, including their critical constraints and management challenges. It focuses in particular on both the promising results that effective project management affords organizations as well as the myriad challenges that project managers face as firms adopt project-based work in their operations.

scholarly journals Reframing Project Management Process Paralysis: An Autoethnographic Study of the UK Fire Service

2021 ◽  
Author(s):  
Carl Barber ◽  
Nicholas Dacre ◽  
Hao Dong
Keyword(s):  
Decision Making ◽  
Project Management ◽  
Fire Service ◽  
Project Managers ◽  
Complex Nature ◽  
Institutional Perspective ◽  
Good Decision ◽  
Organisational Routines ◽  
Social Environmental ◽  
The Uk

The Covid-19 pandemic has created new social, environmental, and economic challenges for organisational routines, and a multilevel perspective of project management processes and decision making is required to untangle the complex nature of projects and phenomena. This research hence aims to investigate reframing of traditional project failure reasoning in pressurised situations by adopting a wider organisational view of the causation of failure using models from high-risk industries which support good decision-making practices and highlighting the project, programme and organisational structures which inherently position a project manager to fail in conditions with cognitive overload, limitations, and constraints. Through an institutional perspective, both individuals (the project managers) and organisations are considered under the influence of normative and cognitive pressures, and both are sources of change.

scholarly journals Sistema tutorial de aprendizaje y nivelación para aspirantes a PMP

2016 ◽  
Vol 3 (1) ◽  
pp. 7
Author(s):  
Víctor Daniel Gil Vera
Keyword(s):  
Project Management ◽  
Project Management Institute ◽  
E Learning ◽  
Project Management Professional

La certificación Project Management Professional (PMP) permite a una persona desempeñar su labor y ser reconocida como directora profesional de proyectos; sirve para demostrar a empleadores, clientes y profesionales en un área, que se tiene el conocimiento, la experiencia y las habilidades necesarias para dirigir proyectos y lograr resultados satisfactorios. Este artículo tiene como objetivo desarrollar un sistema tutorial de aprendizaje para dispositivos móviles que sirva como herramienta de preparación a todos los aspirantes a la certificación PMP otorgada por el Project Management Institute (PMI).Gracias a las tecnologías de la información y la comunicación (TIC), en la actualidad existen numerosas herramientas y estrategias de enseñanza que involucran el uso de recursos electrónicos y digitales (M-learning, B-learning, E-learning, etc.) para dinamizar y hacer más efectivos los procesos de enseñanza–aprendizaje. Con el desarrollo de este trabajo se concluye que los sistemas tutoriados (ST) facilitan el proceso de aprendizaje y permiten transformar el modelo educativo tradicional en un modelo versátil, flexible y didáctico. 

Agile Approaches for Successfully Managing and Executing Projects in the Fourth Industrial Revolution

2019 ◽  
pp. 1-19
Author(s):  
Alexius A. Emejom ◽  
Carl Burgess ◽  
Donna Pepper ◽  
Joan Adkins
Keyword(s):  
Project Management ◽  
Management Practices ◽  
Industrial Revolution ◽  
Space Station ◽  
Project Managers ◽  
Fourth Industrial Revolution ◽  
Project Outcomes ◽  
Agile Project Management ◽  
Project Management Institute ◽  
Agile Practices

The fourth industrial revolution utilizes artificial intelligence by automating large quantities of numbers to increase the chances of project success. The Project Management Institute lists examples of project outcomes, including but not limited to the Pyramids of Giza, the Great Wall of China, the Panama Canal, and the placement of the International Space Station into Earth's orbit. This chapter highlights how the fourth industrial revolution (Industry 4.0) impacted the evolution of agile project management practices. It discusses how these could be applied in conjunction with traditional waterfall project management or as a standalone approach. Topics discussed include a definition and elements of project management, waterfall vs. agile project management, transitioning to agile methods, developments in agile project management, agile practices, and leading agile projects and project managers.

Organizational Project Management Models

2011 ◽  
pp. 2941-2947 ◽  
Author(s):  
Marly Monteiro de Carvalho ◽  
Fernando José Barbin Laurindo ◽  
Marcelo Schneck de Paula Pessôa
Keyword(s):  
Project Management ◽  
Historical Perspective ◽  
Management Models ◽  
Body Of Knowledge ◽  
Project Management Institute ◽  
Requirement Definition ◽  
Management Area ◽  
The Status ◽  
Manager Support ◽  
Project Management Professional

Project management plays an important role in the competitive scenario, and achieved in the 1990s the status of methodology (Carvalho & Rabechini, Jr., 2005). Nowadays, there are more than 100,000 practitioners that earned the Project Management Professional (PMP®) certification from the Project Management Institute (PMI). This indicator highlights the increasing interest in project management area, especially in the IT companies, which are one of the top five industries in PMI’s membership numbers (PMI, 2005). The widely spread framework proposed by PMI called Project Management Body of Knowledge (PMBoK), now in the third edition (PMBoK, 1996, 2000, 2004), has been adopted by several kinds of project-driven organization (PMI, 2004). PMBoK clusters the main project management best practices in nine key areas. Nevertheless, a research carried out by Standish Group (2003) showed high failure level in IT project in North America. The research involved about 13.522 projects, of which only 34% can be considered a success. The main causes for IT projects failure were related to user’s commitment, manager support and requirement definition. It is important to emphasize that, regarding the project success measure in historical perspective, the success rate improved if compared to the first similar research carried out in 1999, which was just 16%. Based on this scenario, this chapter presents the main organizational project management models in order to help companies to upgrade project performance.

Agile Approaches for Successfully Managing and Executing Projects in the Fourth Industrial Revolution

2021 ◽  
pp. 1529-1547
Author(s):  
Alexius A. Emejom ◽  
Carl Burgess ◽  
Donna Pepper ◽  
Joan Adkins
Keyword(s):  
Project Management ◽  
Management Practices ◽  
Industrial Revolution ◽  
Space Station ◽  
Project Managers ◽  
Fourth Industrial Revolution ◽  
Project Outcomes ◽  
Agile Project Management ◽  
Project Management Institute ◽  
Agile Practices

The fourth industrial revolution utilizes artificial intelligence by automating large quantities of numbers to increase the chances of project success. The Project Management Institute lists examples of project outcomes, including but not limited to the Pyramids of Giza, the Great Wall of China, the Panama Canal, and the placement of the International Space Station into Earth's orbit. This chapter highlights how the fourth industrial revolution (Industry 4.0) impacted the evolution of agile project management practices. It discusses how these could be applied in conjunction with traditional waterfall project management or as a standalone approach. Topics discussed include a definition and elements of project management, waterfall vs. agile project management, transitioning to agile methods, developments in agile project management, agile practices, and leading agile projects and project managers.

The Rational Choice of Not Applying Project Risk Management in Information Technology Projects

2009 ◽  
Vol 40 (3) ◽  
pp. 72-81 ◽  
Author(s):  
Elmar Kutsch ◽  
Mark Hall
Keyword(s):  
Information Technology ◽  
Risk Management ◽  
Project Management ◽  
Project Managers ◽  
Project Risk Management ◽  
Management Process ◽  
Information Technology Projects ◽  
Project Risk ◽  
Risk Management Process ◽  
Project Management Institute

The management of risk is considered a key discipline by the Project Management Institute and the Association for Project Management. However, knowledge of what needs to be done frequently fails to result in action consistent with that knowledge. The reasons for this seem to have received little attention. This study researched the degree of use of project risk management and barriers that prevent IT project managers from using risk management. Interviews and a survey were carried out. The results show that, in one-third of cases, because of the problem of cost justification, no formal project risk management process was applied.

scholarly journals Time Error in Project Management: A Case Study in Yanbu, Saudi Arabia

2016 ◽  
Vol 2 (1) ◽  
pp. 58 ◽  
Author(s):  
Umar Ammar Altahtooh
Keyword(s):  
Saudi Arabia ◽  
Content Analysis ◽  
Life Cycle ◽  
Project Management ◽  
Project Managers ◽  
Time Error ◽  
Project Life Cycle ◽  
Project Life ◽  
Insight Into

Time error is a reality in the majority of projects. This paper presents empirical research which investigates the influence of time error during project life cycle. Data were collected using interviews with project managers and analyzed using content analysis. The findings explore the causes of time error in projects in Yanbu, Saudi Arabia. This study gives an introductory insight into the influence of time error. It finds that time error affects the triple constraints of project management.

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