scholarly journals What does a Project Manager Need to Know about Soft Skills?

2020 ◽  
Vol 1 (1) ◽  
Author(s):  
Jinzhao Tian
Keyword(s):  
Project Management ◽  
Soft Skills ◽  
Project Managers ◽  
Project Teams ◽  
Soft Skill ◽  
Team Members ◽  
Wide Range ◽  
The Face ◽  
The Impact ◽  
Insight Into

In the face of ever-increasing globalisation, the question of how to manage project teams efficiently andsuccessfully was never likely to be settled easily. It has been shown that 92% of project team members believe that softskiils are needed in their teamwork, 60% think that soft skill impacts project management, and 83% hold the view thatsoft skill is relevant to the performance of project teams. The research aims to help overseas project managers to obtaingreater insight into the impact of soft skill on project teams and so manage them more effectively. The introduction contextpresents the general concepts of soft skills and project management. Through a wide range of cases and examples ofproject teams, the impact of those skills on project teams will be explored.

Using Twitter for Collaborative Student and Project Manager Learning

2016 ◽  
pp. 812-830
Author(s):  
Kate Barnett-Richards ◽  
Marie Sams
Keyword(s):  
Social Media ◽  
Project Management ◽  
Education Institution ◽  
Pilot Project ◽  
Project Managers ◽  
Project Teams ◽  
Management Project ◽  
Uk Higher Education ◽  
Insight Into ◽  
Social Media Tool

This chapter presents an insight into a pilot project which took place at a UK higher education institution which used Twitter as a social media tool for engaging industry managers and students in sharing knowledge and collaborating on problem solving in the field of project management. Project management education and team formation literature is discussed, as well as reflections from the authors on the advantages and challenges for project teams on using Twitter as a social media tool. The wider implications for Project Managers adopting social media is considered more broadly, and important factors are recommended when making decisions whether to use social media to encourage teamwork and co-operation.

scholarly journals Managerial Responses to the Onset of the COVID-19 Pandemic in Healthcare Organizations Project Management

2021 ◽  
Vol 18 (22) ◽  
pp. 12082
Author(s):  
Ariadna Bednarz ◽  
Marta Borkowska-Bierć ◽  
Marek Matejun
Keyword(s):  
Project Management ◽  
Risk Analysis ◽  
Management Practices ◽  
Project Performance ◽  
Project Managers ◽  
Project Teams ◽  
Research Subjects ◽  
Healthcare Organizations ◽  
Future Developments ◽  
The Impact

The goal of this study was to identify and assess the impact of the COVID-19 pandemic on project management practices in healthcare organizations, taking into account, in particular, risk analysis, project performance, organization of the work of project teams, and tendencies in future developments in project management. In order to achieve this goal, a study was conducted on 20 project managers in selected healthcare organizations in Poland. The results indicate that a systematically conducted risk analysis as part of the implemented projects enabled rapid and effective reactions during the COVID-19 pandemic. The pandemic has also significantly altered the organization of the work of project teams and, in the opinion of the research subjects, this will significantly impact future solutions for project management in healthcare organizations. The obtained results form a basis for the increase in professionalization in project management in healthcare organizations.

scholarly journals Dallas Refugee Engagement Project

2019 ◽  
Vol 4 (Spring 2019) ◽  
Author(s):  
Anna Landreneau ◽  
Kovan Barzani ◽  
Uroob Haris ◽  
Lawrence Jiang ◽  
Michael Park ◽  
...  
Keyword(s):  
Project Management ◽  
Goal Setting ◽  
Project Managers ◽  
Short Term ◽  
Management Tools ◽  
Public Equity ◽  
High Level ◽  
The Impact ◽  
Humanitarian Work ◽  
Insight Into

The full capabilities of well-structured project management are rarely realized outside of the scope of the respective profession. The tools and skills in which project managers specialize are furthermore often considered in high-level business contexts, but are far less remembered as crucial components to many other endeavors. This project portfolio serves as an insight into the structure and process of managing a short-term social awareness project and an exploration and application of various project management tools. It also provides a review of the success of implementing sound project management toward humanitarian work on a community level. Public Equity, the team of university students behind this project and report, ultimately hopes to inspire others to learn how they may increase the impact of their community work through strong planning and goal setting.

Project Tango: Building a team, laying ground rules and managing communications with stakeholders

2020 ◽  
Vol 10 (2) ◽  
pp. 93-101
Author(s):  
Farkhondeh Hassandoust ◽  
Antonio Díaz Andrade
Keyword(s):  
Project Management ◽  
Telecommunication Network ◽  
Soft Skills ◽  
Stakeholder Management ◽  
Leadership Skills ◽  
Critical Role ◽  
Project Managers ◽  
Mobile Telecommunication ◽  
Team Members ◽  
Teaching Case

Project management is a mix of both science and art. It is a science because project managers need to estimate and manage time and cost. It is an art because they should ensure that all team members are in sync, while stakeholders are efficiently projecting the point across without communication gaps. It has been long recognised that developing nontechnical (i.e. ‘soft’) skills of project managers and team members plays a critical role in the success of any project regardless of industry. Such skills reflect the leadership skills of project managers, which typically fall under the knowledge areas of project resource management, project communications management and project stakeholder management. Even though there are many strategies for improving soft skills in a project team, the challenges in implementing these strategies are not often discussed. Recognition of the significance of these aspects is not novel, yet most project management studies are focused on the technical (i.e. ‘hard’) skills of project management. This teaching case aims to bridge this gap by inviting students to reflect on how soft skills can make a difference throughout the project lifecycle. The case is about a mobile telecommunication network upgrade project in New Zealand. Despite being completed on time, on budget and at the agreed scope, the project was never implemented due to the acquisition of the client by a larger telecommunications company, which had other strategic priorities. The focus of the teaching case is on leadership skills and communication management in projects.

Using Twitter for Collaborative Student and Project Manager Learning

2016 ◽  
pp. 253-271
Author(s):  
Kate Barnett-Richards ◽  
Marie Sams
Keyword(s):  
Social Media ◽  
Project Management ◽  
Education Institution ◽  
Pilot Project ◽  
Project Managers ◽  
Project Teams ◽  
Management Project ◽  
Uk Higher Education ◽  
Insight Into ◽  
Social Media Tool

This chapter presents an insight into a pilot project which took place at a UK higher education institution which used Twitter as a social media tool for engaging industry managers and students in sharing knowledge and collaborating on problem solving in the field of project management. Project management education and team formation literature is discussed, as well as reflections from the authors on the advantages and challenges for project teams on using Twitter as a social media tool. The wider implications for Project Managers adopting social media is considered more broadly, and important factors are recommended when making decisions whether to use social media to encourage teamwork and co-operation.

THE IMPACT OF LEADERSHIP PRACTICES TO TEAM MEMBERS’ SATISFACTION

2009 ◽  
Vol 8 (1) ◽  
Author(s):  
Chalimah .
Keyword(s):  
Conflict Resolution ◽  
Leadership Practices ◽  
Hotel Industry ◽  
Leader Behavior ◽  
Team Leader ◽  
Shop Floor ◽  
Team Members ◽  
Top Executives ◽  
Wide Range ◽  
The Impact

eamwork is becoming increasingly important to wide range of operations. It applies to all levels of the company. It is just as important for top executives as it is to middle management, supervisors and shop floor workers. Poor teamwork at any level or between levels can seriously damage organizational effectiveness. The focus of this paper was therefore to examine whether leadership practices consist of team leader behavior, conflict resolution style and openness in communication significantly influenced the team member’s satisfaction in hotel industry. Result indicates that team leader behavior and the conflict resolution style significantly influenced team member satisfaction. It was surprising that openness in communication did not affect significantly to the team members’ satisfaction.

scholarly journals Stochasticity and heterogeneity in host–vector models

2007 ◽  
Vol 4 (16) ◽  
pp. 851-863 ◽  
Author(s):  
Alun L Lloyd ◽  
Ji Zhang ◽  
A.Morgan Root
Keyword(s):  
Branching Process ◽  
Moment Equations ◽  
Demographic Stochasticity ◽  
The Face ◽  
Process Methodology ◽  
The Impact ◽  
Malaria Model ◽  
Heterogeneous Transmission ◽  
Insight Into ◽  
Stochastic Extinction

Demographic stochasticity and heterogeneity in transmission of infection can affect the dynamics of host–vector disease systems in important ways. We discuss the use of analytic techniques to assess the impact of demographic stochasticity in both well-mixed and heterogeneous settings. Disease invasion probabilities can be calculated using branching process methodology. We review the use of this theory for host–vector infections and examine its use in the face of heterogeneous transmission. Situations in which there is a marked asymmetry in transmission between host and vector are seen to be of particular interest. For endemic infections, stochasticity leads to variation in prevalence about the endemic level. If these fluctuations are large enough, disease extinction can occur via endemic fade-out. We develop moment equations that quantify the impact of stochasticity, providing insight into the likelihood of stochastic extinction. We frame our discussion in terms of the simple Ross malaria model, but discuss extensions to more realistic host–vector models.

How project managers can encourage and develop positive emotions in project teams

2014 ◽  
Vol 7 (3) ◽  
pp. 449-472 ◽  
Author(s):  
Morten Emil Berg ◽  
Jan Terje Karlsen
Keyword(s):  
Empirical Data ◽  
Positive Emotions ◽  
Project Managers ◽  
Engineering Industry ◽  
Project Teams ◽  
Future Research ◽  
Content Type ◽  
Team Members ◽  
Signature Strengths ◽  
Positive Meaning

Purpose – This study provides insight into how project managers can use leadership tools to encourage and develop positive emotions among the project team members toward greater overall project success. The purpose of this paper is to provide the engineering industry with a closer look at how positive emotions can create good team member relations, reduce stress, develop clearer roles, creativity and joy at the workplace. Design/methodology/approach – The empirical data were obtained using in-depth interviews of three experienced project managers. Findings – The empirical data give insight as to how project managers can use their signature strengths. Additionally, the data also show how they can evolve and draw on positive meaning, positive emotions and positive relations. Various examples of positive meaning, positive emotions, positive relations and signature strengths have been identified and discussed. Research limitations/implications – Future research should apply a more comprehensive research design, for example a survey using a larger sample, so that these findings may be generalized. Practical implications – The paper contributes to portray and analyze positive psychology in a project management setting. Additionally, the paper assists understanding the connections among positive meaning, positive emotions, positive relations and signature strengths by presenting and discussing a model. Originality/value – This research extends current understanding of how project managers use their signature strengths to encourage and develop positive emotions in project teams.

Lymphoedema after head and neck cancer treatment: an overview for clinical practice

2021 ◽  
Vol 26 (Sup4) ◽  
pp. S24-S29
Author(s):  
Claire Jeans ◽  
Bena Brown ◽  
Elizabeth C Ward ◽  
Anne E Vertigan
Keyword(s):  
Head And Neck Cancer ◽  
Head And Neck ◽  
Neck Cancer ◽  
Lymphatic System ◽  
Review Article ◽  
Psychological Issues ◽  
Wide Range ◽  
The Face ◽  
Protein Rich ◽  
The Impact

Lymphoedema is a disorder of the lymphatic system that presents as an atypical swelling and accumulation of protein-rich fluid within the interstitial spaces. Head and neck lymphoedema (HNL) is highly prevalent in patients who have been treated for head and neck cancer (HNC) and may manifest externally on the face and neck; internally within the oral cavity, pharynx or larynx; or as a combination of both. HNL is known to contribute to a wide range of physical, functional and psychological issues, and presents several unique challenges in terms of its management. This review article provides an overview of HNL for clinicians and aims to improve awareness of this condition and the impact it has on patients.

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.

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