Space Project Management Lessons Learned: A Powerful Tool for Success

Purpose Unlike manufacturing and research and developments, major infrastructure projects rarely emphasize or drive their objectives on the basis of innovation. This is in part because of a risk-averse culture, yet conceivably great benefits and opportunities are being lost because of this behavior. Design/methodology/approach The case for focusing on innovation in infrastructure projects is that the reasons driving innovation are not fully understood, and this impedes the effective implementation of lessons learned for the numerous innovative projects into practice more generally. The purpose of this study was to discover how innovation is produced and captured in major infrastructure projects in Australia and to understand how innovation may be replicated for future projects through refinement of design, project management, finance and procurement. Findings Engineering and project managers may find this paper helpful to better understand how innovation might happen in infrastructure projects and what different forms it can take. Originality/value The findings of this study demonstrate that people and culture drive consistent successful infrastructure outcomes more than simply the development of new products or processes.

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Discovering Ways That Don’t Work on the Road to Success

Cases on Educational Technology Planning, Design, and Implementation - Advances in Educational Technologies and Instructional Design ◽

10.4018/978-1-4666-4237-9.ch006 ◽

2013 ◽

pp. 94-113

Author(s):

Tawnya Means ◽

Eric Olson ◽

Joey Spooner

Keyword(s):

Project Management ◽

Active Learning ◽

Lessons Learned ◽

Management Process ◽

The Road ◽

Management Techniques ◽

On The Road ◽

Studio Classroom ◽

Complex Project ◽

Edison Project

Educational technology projects undertaken by higher education institutions range in complexity, scope, and impact. The Edison project created a sophisticated studio classroom that supports active learning teaching methods for both local and distant students. The team undertaking this complex project was composed of information technology and instructional design professionals with no real background in formal project management techniques. The team soon discovered that intuition and organic processes for implementing a complex project with increasing scope resulted in risks and challenges that threatened the success and potential impact of the project. The project team learned valuable lessons about the need for a systematic project management process. This case shares the project details, major accomplishments, and lessons learned by the team through the Active Learning Studio classroom (Edison) project.

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Managing Organizational Change

Enterprise Resource Planning ◽

10.4018/978-1-4666-4153-2.ch070 ◽

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.

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