scholarly journals Benchmarking model based on genetic mechanisms in project management

2020 ◽  
pp. 140-155
Author(s):  
L.S. Chernova
Keyword(s):  
Project Management ◽  
Best Practice ◽  
Product Formation ◽  
Project Managers ◽  
Knowledge Systems ◽  
Transfer Of Knowledge ◽  
Global Trend ◽  
The Matrix ◽  
Genetic Mechanisms

The application of knowledge accumulated in the fundamental mechanisms of wildlife is a global trend in the development of project ma-nagement. This trend requires additional research on the development of exis-ting methodologies, knowledge systems, and genetic mechanisms of project and program management. Convergence (oncoming) of knowledge systems of various branches and benchmarking are mechanisms that transfer knowledge and best practice between domains. The authors proposed a classification of convergence mechanisms for further transfer of knowledge − benchmarking between different domains. Four principles of constructing and developing methodologies for project management based on transfer of knowledge and best practice are formulated. These are the principles of the necessary diversity (Ashby), the coherence of methodologies, convergence, integration and harmonization, the focus on the result and product. They are given basic definitions and application of genetic models in creation of methodologies of project management. The model of application of genetic mechanisms of the matrix model of knowledge (mRNA), models and methods of project management is proposed. The benchmarking model of genetic mechanisms and information in project management is defined as a sequence of matrix RNA processing steps. The following steps that are described in the interpretation of project management methodologies are initiation, transcription, processing and transport, translation, splicing, modification, product formation, and termination. Considered approach has a significant impact on the development of the competence of project managers, taking into account the creation and production of fundamentally new knowledge and management mechanisms.

Cultural Sensitivity

2020 ◽  
Vol 8 (2) ◽  
pp. 23-46
Author(s):  
Rameez Khalid ◽  
Shahid Raza Mir ◽  
Kanza Sohail ◽  
Salman Tawfik
Keyword(s):  
Project Management ◽  
Cultural Sensitivity ◽  
Qualitative Data ◽  
Project Managers ◽  
Team Behavior ◽  
Team Members

This study maps Pakistani project management (PM) teams on the Lewis model in different PM lifecycle phases and determines the traits of different subcultures within Pakistan in PM phases. Qualitative data was collected through 56 questionnaires and 15 interviews of Pakistani project managers. Findings suggest that, cumulatively, the team members show more linear-active traits as compared to the Lewis's classification of Pakistan. Also, at subcultural level, team behavior varied in different PM phases. Moreover, Pakistani project managers were found to prefer their teams to show linear-active traits in all PM phases except ‘initiating,' where reactive traits are preferred.

The effects of internal stickiness on the success of projects

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Valdemilson de Assis Alves de Araujo ◽  
Isabel Cristina Scafuto ◽  
Fernando Ribeiro Serra ◽  
Leonardo Vils ◽  
Flavio Bizarrias
Keyword(s):  
Project Management ◽  
Knowledge Transfer ◽  
Project Managers ◽  
Transfer Of Knowledge ◽  
Content Type ◽  
The Individual ◽  
Nonparametric Correlation ◽  
The Relationship ◽  
A Company ◽  
Practical Implications

Purpose This study aimed to investigate the effects of internal stickiness (IS) on the success of projects through the perception of managers involved in projects.Design/methodology/approach This study collected 253 valid responses from project managers, using a validated IS scale and project success scale. The results were analyzed using nonparametric correlation due to the nature of the data.Findings The dimensions of success are interrelated, and IS, considering the barriers to knowledge transfer, is negatively related to all of these dimensions. This confirms the importance of the behavior of the individual and the team, rather than only formal processes to avoid IS and positively impact the success of projects.Practical implications The tacit and behavioral component of knowledge management needs to be further explored in practice. Project management activities need to pay greater attention to knowledge development, knowledge transfer and learning between those involved in the project and within a company.Originality/value The study provides a better understanding of knowledge transfer barriers, represented by the IS construct, to the success of projects. The success of projects depends on the relationship with teams that include members of organizational sectors not related to the existence of permanent project management teams. The relationship contributes to the successful transfer of knowledge between the recipient and the source of knowledge according to the recipient's needs.

Training Teams in Managing Projects in a Matrix Structure

2008 ◽  
Author(s):  
Lior Davidovitch ◽  
Avi Parush ◽  
Tom Hewett ◽  
Avy Shtub
Keyword(s):  
Project Management ◽  
Systems Engineering ◽  
Team Learning ◽  
Functional Organization ◽  
Project Managers ◽  
Control Group ◽  
Matrix Structure ◽  
The Matrix ◽  
Dynamic Stochastic ◽  
Matrix Organization

Projects are performed in different kinds of organizations: functional structure, project-based structure or matrix structure. The matrix organization is a combination of the functional organization and the “pure” project organization. In a matrix organization, there are usually two chains of command. The chain dealing with issues related to the functional division and the chain dealing with issues related to the project. Due to the split authority between project managers and functional managers, management becomes much more complicated. The cooperation between the project managers is vital for the matrix organization to perform well. Therefore, training teams of project managers in the matrix structure environment is required. A new method for training teams of project managers is presented. The proposed method is based on a real-time simulation called the Project Team Builder (PTB). PTB simulates a dynamic, stochastic multi-project management environment. A project management course for graduate students in systems engineering utilized PTB. The students used the simulator in a multi-user multi-project mode. A class of undergraduate engineering students participated in the same experiment as a control group. The 132 participants were divided into teams of three students (44 teams) which performed repetitive simulation-runs. Three factors were investigated: 1. Previous experience, 2. History recording mechanism, and 3. Team debriefing process. The findings indicate that for the initial learning phase, and for the transfer to different scenario phase, these three independent factors affect the performances. Furthermore, the interactions between the experience and history factors; between the experience and debriefing factors; and between the history and debriefing factors were all significant. Based on these findings a new paradigm for simulation-based team-learning model in a matrix organization structure is presented. The new model includes integration of history mechanism and debriefing procedure in the Kolb’s Team Learning Experience model.

CREATING A CORPORATE PROJECT MANAGEMENT SYSTEM IN AN ORGANIZATION

2020 ◽  
Vol 2 (7) ◽  
pp. 49-54
Author(s):  
E. G. ERLYGINA ◽  
◽  
I. I. SAVEL’EV ◽  
Keyword(s):  
Project Management ◽  
Management System ◽  
Enterprise Management ◽  
Leadership Position ◽  
Project Approach ◽  
Project Management System ◽  
Strategic Process

Project approach in enterprise management is an important aspect in the company s performance which allows maintaining the company's leadership position in its field of activity. In this regard, the corporate project management system is an effective tool for managing the company's activities. The paper presents a possible typology of organizational projects, defines the place of project management in the strategic process of the organization. The classification of projects by main areas of activity is given. The problems of the project management system are considered and measures are developed to eliminate counteractions when implementing a corporate project management system.

Project Expectation Management – A Quality Approach to Customer Satisfaction

2016 ◽  
Vol 5 (1) ◽  
Author(s):  
Karuna Devi Mishra ◽  
Dr. Sudarsanam
Keyword(s):  
Project Management ◽  
Customer Satisfaction ◽  
Project Managers ◽  
Market Place ◽  
Dynamic Approach ◽  
Project Environment ◽  
Project Governance ◽  
Expectation Management ◽  
Management Project ◽  
Quality Approach

This paper investigates the current challenges faced by the project managers in creating realistic expectations of customers in dynamic changing project environment which are created by rapid introduction of new unknowns, as they progress. One might say they are more akin to packing boxes of frogs without a cover, setting each thing right before a new challenge is faced. The difficulties posed by these projects are identified and the literature is reviewed for suitable approaches. Why do projects fail and what more is critical to the success of project? All projects are conceived with a vision to satisfy certain needs of the business. Hence, the beneficiary of these needs become key stakeholder. Appropriate participation of this key stakeholder in steering the project ensures the success of the project. Also businesses are impacted by competition and changing market place resulting in skewed expectation management. Managing expectations enhances the success of the project immensely. Now, goal of the project plays a pivotal role and hence respecting it, is an important task, in project management. Project governance is an important aspect which needs to change according to the requirements and requires a dynamic approach rather than a ‘rule book approach’.

An Analysis of Web-based Document Management and Communication Tools Usage Among Project Managers

2017 ◽  
Vol 8 (1) ◽  
pp. 1-24 ◽  
Author(s):  
Tomislav Rozman ◽  
Tanja Kocjan Stjepanovič ◽  
Andrej Raspor
Keyword(s):  
Project Management ◽  
Management Practice ◽  
Project Managers ◽  
Document Management ◽  
Communication Tools ◽  
Web Based ◽  
Motivation Factors ◽  
Communication Software ◽  
Group Interviews ◽  
Eu Project

The article analyzes modern cloud document management systems and communication tools from the viewpoint of a EU project managers, who lead multidisciplinary, multilingual and international teams. It also explores the types of users who use these tools as well as the motivation factors guiding their choices. The research includes observation within the project group, interviews and semi-structured surveys among 40 EU project managers, who have managed 244 EU projects. The main finding is that a lot of project managers still don't use shared, cloud document system. The biggest obstacle to more efficient usage of existing systems is their un-friendliness, security concerns and lack of skills. Meetings are still perceived as the most efficient channel for distributing and receiving project tasks, but they are closely followed by communication software. Applying the authors' findings to the project management practice can lead to better communication and shared document storage management, which can influence overall effectiveness of project management.

scholarly journals BIM for Existing Construction: A Different Logic Scheme and an Alternative Semantic to Enhance the Interoperabilty

2021 ◽  
Vol 11 (4) ◽  
pp. 1855
Author(s):  
Franco Guzzetti ◽  
Karen Lara Ngozi Anyabolu ◽  
Francesca Biolo ◽  
Lara D’Ambrosio
Keyword(s):  
Project Management ◽  
Building Information Modeling ◽  
Information Modeling ◽  
Historical Buildings ◽  
Architectural Heritage ◽  
New Approach ◽  
Building Information ◽  
Heritage Building ◽  
New Construction

In the construction field, the Building Information Modeling (BIM) methodology is becoming increasingly predominant and the standardization of its use is now an essential operation. This method has become widespread in recent years, thanks to the advantages provided in the framework of project management and interoperability. Hoping for its complete dissemination, it is unthinkable to use it only for new construction interventions. Many are experiencing what happens with the so-called Heritage Building Information Modeling (HBIM); that is, how BIM interfaces with Architectural Heritage or simply with historical buildings. This article aims to deal with the principles and working methodologies behind BIM/HBIM and modeling. The aim is to outline the themes on which to base a new approach to the instrument. In this way, it can be adapted to the needs and characteristics of each type of building. Going into the detail of standards, the text also contains a first study regarding the classification of moldable elements. This proposal is based on current regulations and it can provide flexible, expandable, and unambiguous language. Therefore, the content of the article focuses on a revision of the thinking underlying the process, also providing a more practical track on communication and interoperability.

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.

scholarly journals Insights of project managers into the problems in project management

2016 ◽  
Vol 16 (1) ◽  
pp. 90-103 ◽  
Author(s):  
Peter Vincent Livesey
Keyword(s):  
Project Management ◽  
Delphi Study ◽  
Soft Skills ◽  
Project Managers ◽  
Delphi Panel ◽  
Relative Importance ◽  
Team Management ◽  
Management Skills ◽  
Hard Skills ◽  
Importance Index

A Delphi study using project managers who had managed projects in excess of $500 million was used to confirm the significance and frequency of problems resulting from the nature of projects. Using the results obtained from the Delphi study a ranking of the problems experienced in these projects was obtained by calculating a Relative Importance Index. Additionally, the Delphi panel members were asked their views concerning the need for traditional project management skills (hard skills) and team management skills (soft skills) as project size increased from below $50 million to over $500 million. A substantial increase in the need for both skills was indicated with the increase in the need for soft skills being the most significant.

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