scholarly journals SIGNS AND FAILURE PATH OF RUSSIAN PROJECTS

2019 ◽  
Vol 7 (2) ◽  
pp. 111-115
Author(s):  
Дмитрий Баталов ◽  
Dmitry Batalov ◽  
Руслан Кадыргулов ◽  
Ruslan Kadyrgulov ◽  
Юлия Морозова ◽  
...  
Keyword(s):  
Project Management ◽  
Project Success ◽  
Added Value ◽  
Important Criterion ◽  
Failure Path ◽  
Typical Path ◽  
Definition Of ◽  
A Company

In the article, based on the results of the research of Russian projects of failed, the authors determine the need to increase the definition of project success. They add important criterion - the added value for a company and applicability of project results in operation. For systematize the reasons for the failure of projects, the article proposes the elementary taxonomy consisting of 2 groups. The presence of factors of the first group, the project definitely will not be successful upon completion. The presence of factors of the second group, the project can be completed within the budget and in the schedule, but the quality of the project results will suffer greatly, making them inapplicable in operations. The authors determine 4 types of state that the project lives while moving toward failure, thereby determining the typical path of degradation of project management. For identify the failure of the project, the authors propose to apply the early and late signs indicated in the article. To save the project, the authors indicate their recommendations, which are to stop and re-plan the project.

scholarly journals Impact of Social Responsibility on the Quality of Company Governance

2019 ◽  
Vol 65 (2) ◽  
pp. 21-29
Author(s):  
Ana Jurić ◽  
Aleksandra Zupanc ◽  
Tjaša Štrukelj
Keyword(s):  
Social Responsibility ◽  
Limited Liability ◽  
Added Value ◽  
Socially Responsible ◽  
Company Governance ◽  
Research Findings ◽  
Definition Of ◽  
A Company

AbstractThe central aim of the article is company governance, i.e., researching governance of a company that does not want to be only financially successful but also direct its governance toward socially responsible governance. The article begins with the definition of “theoretical backgrounds,” in which social responsibility in regard to company governance improvement in quality is explained. The article then focuses on the measurement of the quality of company governance; in the research, the selected tool chosen to evaluate the governance of the chosen company regarding social responsibility, i.e., SEECGAN index, is used. Further, the case study of a Slovenian public limited liability company is used. One of the important research findings is the recognition that the addressed part of the SEECGAN index needs to be innovated and further developed. Additional questions for the completion of the index used presents the added value of the article. This article has two limitations: 1) it focuses only on the tool chosen to evaluate the governance of the chosen company regarding social responsibility; 2) the case study is based on publicly accessible data.

scholarly journals Risk in managing innovation project

2018 ◽  
Vol 47 (2) ◽  
pp. 72-81
Author(s):  
Mgr inż. Tomasz Łopaciński
Keyword(s):  
Project Management ◽  
Management Journal ◽  
Innovative Project ◽  
Innovative Products ◽  
Innovation Project ◽  
Managing Innovation ◽  
Definition Of ◽  
A Company

Innovative products and services are essential to ensure a long-term viability of a company. More and more often they are created and implemented through innovative projects. The aim of the article is to show the uniqueness of innovative projects, present the risk that is specific to this kind of projects and indicate the methods with which these projects should be managed. The article analyses the features of innovations, presents the definition of an innovative project and discusses its classification and management principles. Moreover, it presents seven areas of risks specific to an innovative project, developed on the basis of articles published in “Project Management Journal” in the years 2005-2016 and other selected publications.

The Effect of Organizational Commitment on Project Outcomes under Common Agency

2015 ◽  
Vol 6 (2) ◽  
pp. 50-71
Author(s):  
Bruce E. Hurst ◽  
Michael H. McGivern
Keyword(s):  
Information Technology ◽  
Project Management ◽  
Organizational Commitment ◽  
Project Success ◽  
The United States ◽  
Common Agency ◽  
Organizational Goals ◽  
Project Outcomes ◽  
Information Technology Project ◽  
Definition Of

This research was undertaken to look at possible ways to broaden the definition of project management success beyond the tradition measures of time, cost, and scope. The research was designed to determine if the human organization comprised of layers of relationships and governance would or could change and reduce the high failure rate attributed to IT projects. The human aspect of conflicting organizational goals, those established by the information technology principal and the business unit principal with the project manager acting as agent, was the foundation for the study. The study expanded project management theory as it related to three variables: organizational commitment, project governance, and complex agency relationships. This was accomplished through a survey distributed to 403 information technology project managers in the United States designed to measure the three variables against the dependent variable project success. The results indicated that governance, organizational commitment, and the effects of common agency on a project manager's performance in meeting what might be conflicting success criteria do have a positive correlation. This research could provide new directions for researchers, project management practitioners, and strategic corporate planners when establishing project success criterion.

The Effect of Organizational Commitment on Project Outcomes under Common Agency

2016 ◽  
pp. 1527-1550
Author(s):  
Bruce E. Hurst ◽  
Michael H. McGivern
Keyword(s):  
Information Technology ◽  
Project Management ◽  
Organizational Commitment ◽  
Project Success ◽  
The United States ◽  
Common Agency ◽  
Organizational Goals ◽  
Project Outcomes ◽  
Information Technology Project ◽  
Definition Of

This research was undertaken to look at possible ways to broaden the definition of project management success beyond the tradition measures of time, cost, and scope. The research was designed to determine if the human organization comprised of layers of relationships and governance would or could change and reduce the high failure rate attributed to IT projects. The human aspect of conflicting organizational goals, those established by the information technology principal and the business unit principal with the project manager acting as agent, was the foundation for the study. The study expanded project management theory as it related to three variables: organizational commitment, project governance, and complex agency relationships. This was accomplished through a survey distributed to 403 information technology project managers in the United States designed to measure the three variables against the dependent variable project success. The results indicated that governance, organizational commitment, and the effects of common agency on a project manager's performance in meeting what might be conflicting success criteria do have a positive correlation. This research could provide new directions for researchers, project management practitioners, and strategic corporate planners when establishing project success criterion.

Open Source LMS Customization

2011 ◽  
pp. 250-263
Author(s):  
Miguel Ángel Conde González ◽  
Carlos Muñoz Martín ◽  
Alberto Velasco Florines
Keyword(s):  
Open Source ◽  
Management System ◽  
Learning Management System ◽  
Automatic Generation ◽  
Added Value ◽  
Learning Platforms ◽  
Learning Management ◽  
Definition Of ◽  
A Company

This paper reflects the possibility of doing adaptations on a learning management system (LMS) depending on the necessities of a company or institution. In this case, ACEM allows the definition of courselevel and platform-level reports and the automatic generation of certificates and diplomas for Moodle LMS. These adaptations are intended to complement all the different learning platforms by contributing added-value features like the generation of customizable diplomas and certificates and reports, which allow the obtaining information about both grades and participation in every activity of a course. All this necessities are not provided by default.

scholarly journals Study to Apply Project Management and Fundamental Competencies for Improvement of Project Activities in University

2020 ◽  
pp. 164-169
Author(s):  
Masahisa Shinoda ◽  
◽  
Keita Nishioka
Keyword(s):  
Project Management ◽  
Teaching Staff ◽  
Two Dimensional ◽  
Careful Planning ◽  
Business World ◽  
Project Quality ◽  
Body Of Knowledge ◽  
Process Groups ◽  
Definition Of

The present study proposes an idea for project management and fundamental competencies to improve project activities in university. Considering that students are beginners in terms of project activities and that the project term is limited, effective ideas and tools are needed for projects to succeed. In this study, Project Management Body of Knowledge Guide (PMBOK), a well-known reference in business world, is applied to improve project activities. In addition, performance is also critical for ongoing projects. To satisfy this requirement, a definition of “Fundamental Competencies for Working Person” is applied to project activities. A change of students’ recognition from this perspective through the project activities is evaluated. The students felt the lack of making careful planning during their project activities. Moreover, they wish to acquire execution skill to improve their project quality. A two-dimensional map with process groups and knowledge areas defined by PMBOK and competency factors defined by “Fundamental Competencies for Working Person” is proposed to improve the prospects for project execution. This map becomes the useful tool as a procedure and the instruction guide for the project students and the teaching staff, and facilitates improvement in the quality of the project products and the process.

EFFECT OF PROJECT MANAGEMENT ON PROJECT SUCCESS

2012 ◽  
Vol 02 (03) ◽  
pp. 01-11
Author(s):  
AKEWUSHOLA, RAHEEM OLASUPO ◽  
OLATEJU, OLAWALE IBRAHIM ◽  
HAMMED, OLAWALE GAZAL
Keyword(s):  
Project Management ◽  
Project Success ◽  
Business Success ◽  
Chi Square ◽  
Project Cost ◽  
Construction Company ◽  
Project Quality ◽  
Research Findings ◽  
Management Staff

This study evaluates the effects of project management on project success in Blackstone Construction Company. The study adopted a survey research design, using a combination of stratified and judgmental sampling techniques, A structured questionnaire was administered on 40 top and middle levels management staff of the company. The scales in the questionnaire were content validated, and has a reliability correlation coefficient of 0.11.The data collected was analyzed using descriptive statistics and Chi−Square distribution. The research findings reveal that there is a relationship between project quality and business success, Project quality and technical success. The study also reveals that there is a significant relationship between Project cost and acceptability by clients. It was therefore recommended among others that total project cost on the side of clients should be minimized by ensuring that the project manager is innovative enough and creative in the apportion of project cost without reducing the quality of the project.

LOOKING FOR PROJECT SUCCESS IN INFRASTRUCTURE PROJECTS: HOW CAN WE ACHIEVE IT?

2019 ◽  
Vol 6 (1) ◽  
Author(s):  
Konrad Spang ◽  
Heinz Ehrbar ◽  
Ahmed Elbaz
Keyword(s):  
Project Management ◽  
Time Delays ◽  
Project Success ◽  
Success Factor ◽  
Infrastructure Projects ◽  
Cost Overruns ◽  
Gotthard Base Tunnel ◽  
Long Duration ◽  
Definition Of

Even though the main aim of project management (PM) is to assure successful projects, the PM literature still lacks a clear definition of project success (PS), since it highly depends on the stakeholders' expectations and the point in time in which the project was evaluated. In this context and due to their specialties e.g. long duration or a large number of stakeholders, the infrastructure projects are subjected to time delays and cost overruns and therefore, criticized in the society and described as failed or unsuccessful projects. This paper hypothesizes the need to adapt our PM approach to follow more systemic methods and presents the main principles of systematic project management (SPM) as a success factor (SF) for infrastructure projects. In addition, a case study about the Gotthard Base Tunnel is presented to verify the literature findings.

scholarly journals Analysing the Relationship between Price and Online Reputation by Lodging Category

2018 ◽  
Vol 10 (12) ◽  
pp. 4474 ◽  
Author(s):  
Manuel Rodríguez-Díaz ◽  
Rosa Rodríguez-Díaz ◽  
Ana Rodríguez-Voltes ◽  
Crina Rodríguez-Voltes
Keyword(s):  
Quality Of Service ◽  
Value Added ◽  
Added Value ◽  
Customer Expectations ◽  
Learning Machines ◽  
The One ◽  
Definition Of ◽  
Online Reputation ◽  
Logarithmic Functions

Price is fundamental in the competitive strategy of lodgings. Determining whether a company is setting its prices appropriately in relation to its main competitors and customer expectations is essential in the new digital age. Online reputation is a way of measuring customer ratings and, when shared on the Internet, it generates expectations for future users. On the other hand, websites specializing in tourism constantly provide updated information about the prices offered by lodgings. The purpose of this study is to establish whether there is a relationship between price and the main variables of online reputation (perceived value, added value and perceived quality of service) as well as the function that best suits considering the category of accommodation, using the information available on the website Booking.com. The methodology applied is regression analysis using different functions (linear, logarithmic, inverse, quadratic and cubic). In addition, 4- and 5-star lodgings are analysed separately from those with 3 stars or less, concluding that there are significant differences between the variables that best explain the price, as well as the functions that best achieve this fit. In 4 and 5-star accommodations, the average quality of service variable is the one most related to prices, whereas in 3-star accommodations or less, the added value is the variable most related to prices. The cubic, quadratic and logarithmic functions get the best adjustments. The results obtained are of great interest to the management of the accommodation as customer ratings are linked to price levels in a competitive environment. This methodology facilitates the definition of the strategy and tactics of prices on the basis of real and updated market data, indicating in the conclusions the direct implication in the future development of learning machines and artificial intelligence applied to tourism.

scholarly journals Predefined Project Scope Changes and its Causes for Project Success

2021 ◽  
Vol 12 (3) ◽  
pp. 45-56
Author(s):  
Theyab Althiyabi ◽  
Rizwan Qureshi
Keyword(s):  
Project Success ◽  
Positive Impact ◽  
Project Planning ◽  
Development Team ◽  
Scope Definition ◽  
Planning Processes ◽  
Definition Of ◽  
The Cost ◽  
Clear Statement

In project management, the project scope is the base of significant project planning processes such as estimating the cost, schedule and building work breakdown structure. Poor project scope definition directly affects project cost and schedule. Accordingly, dealing with unrealistic scope definition of cost and schedule may lead to failing a project. Besides, changes in project scope have a negative and positive impact on project success. This paper aims to predefine the potential scope changes to keep the project scope on track and identify any weakness in scope definition at the early stages of a project. Enhancing project scope quality has a massive impact on the success of a project and it adds more control over project scope. A method is proposed to improve the quality of project scope and increase the efficiency of controlling scope changes. The proposed method will help to avoid scope creeping by defining a clear statement of work, increase the learning opportunities of the development team to optimize its processes, reducing the communication gap between the clients and development team and screen adjustments of new tasks. The proposed method is validated using a survey and the results are found encouraging.

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