scholarly journals Identifying New Knowledge Areas to Strengthen the Project Management Institute (Pmi) Framework

2019 ◽  
Vol 11 (1) ◽  
pp. 1892-1903
Author(s):  
K. Chandrashekhar Iyer ◽  
Partha S. Banerjee
Keyword(s):  
Project Management ◽  
Qualitative Comparative Analysis ◽  
Theory Approach ◽  
Project Schedule ◽  
Performance Expectations ◽  
Domain Specific ◽  
Project Management Institute ◽  
Competing Demands ◽  
Remedial Actions ◽  
Case Data

Abstract In an increasingly volatile, uncertain, complex and ambiguous (VUCA) world, managers of capital pro­jects are under relentless pressure to consistently meet their performance expectations. At the execution stage, managers have to constantly orchestrate competing demands on scare resources and, simultaneously, manage project operations to meet time, costs and quality com­pliances. This calls for simple methods to distinguish factors that could cause execution stage delays and pri­oritise their remedial actions. The objective, therefore, was to propose and test a methodology through empiri­cal evidence, which could be useful for managers to focus on the distinguishing factors (rather than on all factors) to achieve execution excellence. We used a three-stage methodology leveraging the existing Project Management Institute (PMI) framework to define variables and then tested the methodology using case data generated from projects adopting a grounded theory approach. A set-theoretic, multi-value qualitative comparative analysis (QCA) tool helped appropriately configure this empirical case data and a subsequent Boolean minimisation tech­nique then identified the distinguishing factor(s) that explained superior project schedule performance. The results corroborated literature findings. Two contributions emerged from this study: (a) our methodology enabled a richer analysis of the case than what would have been possible by adopting a more conventional approach; and (b) there is a potential for a domain-specific extension of the PMI framework to cover technology transfer projects having their unique knowledge areas.

Emotional working memory load selectively increases negativity bias

2020 ◽  
Author(s):  
Nicholas Harp ◽  
Michael D. Dodd ◽  
Maital Neta
Keyword(s):  
Memory Load ◽  
Response Competition ◽  
Negativity Bias ◽  
Cognitive Resources ◽  
Shared Resources ◽  
Domain Specific ◽  
Specific Effects ◽  
Competing Demands ◽  
The Face ◽  
Positive Valence

Cognitive resources are needed for successful executive functioning; when resources are limited due to competing demands, task performance is impaired. Although some tasks are accomplished with relatively few resources (e.g., judging trustworthiness and emotion in others), others are more complex. Specifically, in the face of emotional ambiguity (i.e., stimuli that do not convey a clear positive or negative meaning, such as a surprised facial expression), our decisions to approach or avoid appear to rely on the availability of top-down regulatory resources to overcome an initial negativity bias. Cognition-emotion interaction theories (e.g., dual competition) posit that emotion and executive processing rely on shared resources, suggesting that competing demands would hamper these regulatory responses towards emotional ambiguity. Here, we employed a 2x2 design to investigate the effects of load (low versus high) and domain (non-emotional vs. emotional) on evaluations of surprised faces. As predicted, there were domain-specific effects, such that categorizations of surprise were more negative for emotional than non-emotional loads. Consistent with prior work, low load (regardless of domain; i.e., domain-general) was associated with greater response competition on trials resulting in a positive categorization, showing that positive categorizations are characterized by an initial negativity. This effect was diminished under high load. These results lend insight into the resources supporting a positive valence bias by demonstrating that emotion-specific regulatory resources are important for overriding the initial negativity in response to emotional ambiguity. However, both domain-general and domain-specific loads impact the underlying processes.

scholarly journals Integration of Mixed-Integer Nonlinear Program and Project Management Tool to Support Sustainable Cost-Optimal Construction Scheduling

2021 ◽  
Vol 13 (21) ◽  
pp. 12173
Author(s):  
Borna Dasović ◽  
Uroš Klanšek
Keyword(s):  
Project Management ◽  
Optimal Schedule ◽  
Indirect Costs ◽  
Management Tool ◽  
Mixed Integer ◽  
Task Completion ◽  
Nonlinear Program ◽  
Project Schedule ◽  
Construction Scheduling ◽  
Optimal Construction

This paper presents the integration of mixed-integer nonlinear program (MINLP) and project management tool (PMT) to support sustainable cost-optimal construction scheduling. An integrated structure of a high-level system for exact optimization and PMT was created. To ensure data compatibility between the optimization system and PMT and to automate the process of obtaining a cost-optimal schedule, a data transformation tool (DTT) was developed within a spreadsheet application. The suggested system can determine: (i) an optimal project schedule with associated network diagram and Gantt chart in continuous or discrete time units; (ii) optimal critical and non-critical activities, including their early start, late start, early finish, late finish along with total and free slack times; and (iii) minimum total project cost along with the allocation of direct and indirect costs. The system provides functionalities such as: (i) MINLP can be updated, and schedules can be re-optimized; (ii) the optimal schedule can be saved as a baseline to track changes; (iii) different optimization algorithms can be engaged whereby switching between them does not require model changes; (iv) PMT can be used to track task completion in the optimized schedule; (v) calendar settings can be changed; and (vi) visual reports can be generated to support efficient project management. Results of cost-optimal project scheduling are given in a conventional PMT environment, which raises the possibility that the proposed system will be more widely used in practice. Integration of MINLP and PMT allows each software to be used for what it was initially designed. Their combination leads to additional information and features of optimized construction schedules that would be significantly more difficult to achieve if used separately. Application examples are given in the paper to show the advantages of the proposed approach.

Managing Organizational Change

2013 ◽  
pp. 1253-1278
Author(s):  
Martin L. Bariff
Keyword(s):  
Organizational Change ◽  
Project Management ◽  
Case Studies ◽  
Project Manager ◽  
Lessons Learned ◽  
Body Of Knowledge ◽  
Project Management Institute ◽  
Schedule Risk ◽  
Project Deliverables ◽  
Total Project

Many project deliverables extend beyond a product or a service for sale to customers. The deliverable may include a new or a revised process for internal workflow or relations with customers, suppliers, or partners. The success of these projects will depend upon adoption of the new or revised process in addition to typical metrics for cost, schedule, risk, and quality. The project manager and team will be responsible for “managing organizational change”—a skillset that is not addressed within the Project Management Institute Body of Knowledge. The purpose of this chapter is to provide sufficient knowledge about approaches and implementation for organizational change to achieve total project success. Case studies are included to illustrate best practices and lessons learned.

Preparing for a Career

2021 ◽  
pp. 37-59
Author(s):  
Elizabeth L. Shoenfelt
Keyword(s):  
Project Management ◽  
Technical Writing ◽  
Nonprofit Sector ◽  
Oral Communication ◽  
Job Analysis ◽  
Master's Programs ◽  
Domain Specific ◽  
Government Sector ◽  
The Government ◽  
Business Acumen

This chapter uses survey data from industrial-organizational (I-O) master’s graduates and their employers to identify essential competencies for success as an I-O practitioner. In addition to core I-O knowledge and skills, I-O graduates and their employers rated enabling competencies of oral communication, business acumen and consulting skills, and project management as most critical. Ethics and business/technical writing likewise were highly rated. By work sector, the top competencies identified by graduates were job analysis (in the government sector), data analysis (in the education sector), project management (in the nonprofit sector), and consulting skills (in the private sector and consulting). It is recommended that students seek I-O master’s programs that develop enabling competencies in addition to domain-specific I-O competencies.

Project management in higher education: a grounded theory case study

2019 ◽  
Vol 40 (5) ◽  
pp. 338-352 ◽  
Author(s):  
Seth Porter
Keyword(s):  
Grounded Theory ◽  
Project Management ◽  
Portfolio Management ◽  
Project Managers ◽  
Theory Approach ◽  
Content Type ◽  
Complex Process ◽  
Management Concepts ◽  
Qualitative Research Methodology

Purpose This paper analyzes project and portfolio management within a major research library, while it was undergoing a complete physical renovation and reinvention of programs and services. This is a complex, almost 100-million-dollar undertaking that implemented a project management (PM) methodology known as portfolio management. The purpose of this paper is to analyze the implementation and management of this process and provide a brief overview on project and portfolio management as a discipline. Additionally, it provides strengths and weaknesses as well as recommendations when implementing PM. Design/methodology/approach The analysis uses a qualitative research methodology case study with a theoretical foundation of inductive grounded theory. The case study is based primarily on seven interviews of project managers who are involved with the project. It also uses document analysis to assist in triangulating the findings and provide a contextual overview of a complex process. A number of themes emerged into overall categories and findings. Findings The key takeaways were the perceived strengths and weaknesses of the process. The strengths were improved communication and transparency, improved organization and documentation and formal decision-making process and resource allocation. The weaknesses were the hammer and the nail problem, the tools and paperwork, rigidity and the lack of agility within the process. This study also describes the process in detail and gives recommendations for improving the methods implemented in similar circumstances. Originality/value This paper analyzes strategic management concepts from an empirical grounded theory approach and real-world perspective with key recommendations.

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).

Developing the Schedule and Cost Plan

2006 ◽  
pp. 120-156
Author(s):  
Daniel M. Brandon
Keyword(s):  
Project Management ◽  
Project Planning ◽  
Management Process ◽  
Control Processes ◽  
Project Management Institute ◽  
Operations And Maintenance ◽  
Cost Plan ◽  
And Control ◽  
Process Group ◽  
Independent Organization

The Project Management Institute (PMI) project management process groups include initiation, planning, execution, control, and closing. In practice, however, the initiation processes of a project are often not part of a project for budgeting and control issues, but rather are charged to management and administration (M&A) or operations and maintenance (O&M) general ledger accounts. In some organizations, these charges are later reversed back to a project after it is decided to move forward with that project. Thus, only the planning, execution, and control processes become part of the project for accounting purposes; sometimes detail planning is part of a project but not overall planning. Similarly, the closing process group may or may not be a formal part of the project, and sometimes those processes are performed by an independent organization. This chapter is concerned with detail project planning, particularly the schedule and cost plan.

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