scholarly journals Virtual Visual Planning: A Methodology to Assess Digital Project Management Tools

2020 ◽  
Vol 3 (4) ◽  
pp. 1-10
Author(s):  
Stefano Biazzo ◽  
Alberto Fabris ◽  
Roberto Panizzolo
Keyword(s):  
Project Management ◽  
Management Tools ◽  
Software Application ◽  
Software Applications ◽  
Planning And Control ◽  
Planning Approach ◽  
Management Literature ◽  
Algorithmic Techniques ◽  
And Control ◽  
Physical Tools

In contemporary Project Management literature and practice, it is possible to distinguish two paradigms: the algorithmic-rational paradigm and the relational paradigm. The algorithmic-rational paradigm is characterized by a sequence of programming methodologies that constitute the classic corpus of knowledge on Project Management (WBS, CPM, PERT, Gantt diagrams). Following the diffusion of Agile methods, dissatisfaction with the algorithmic-rational paradigm has spread and a Visual Planning approach, based on the decentralization of planning and control and the abandonment of algorithmic techniques (such as CPM and Gantt diagrams) in favour of simpler, visual and physical tools, has become increasingly established. Visual Planning is the concrete manifestation of a relational project management paradigm. In this work, through an analysis of the key practices characterizing Visual Planning, we have identified the five fundamental principles that define this approach to project management. Then, to structure and guide the choice of a software application that can support Visual Planning, we have (1) identified several features which allow distinguishing one software from another, and (2) created a correlation matrix between the core principles of Visual Planning and the software features. Through this matrix, it is possible to evaluate and measure the adherence of project management software applications to the logic and practices of physical Visual Planning.

scholarly journals Field hospitals to face COVID-19: Requirements and lessons learned in the design and construction of the Lagoa Barra Hospital - Brazil

2020 ◽  
Vol 13 (3) ◽  
pp. 387-400
Author(s):  
Alexandre Passos Ribeiro ◽  
Kemmylle Sanny de Matos Ferreira ◽  
Christine Kowal Chinelli ◽  
Carlos Alberto Pereira Soares
Keyword(s):  
Project Management ◽  
Disease Transmission ◽  
Control Process ◽  
Healthcare Systems ◽  
Lessons Learned ◽  
Management Tools ◽  
Planning And Control ◽  
Productive System ◽  
Definition Of ◽  
And Control

The construction of field hospitals has been a strategy adopted worldwide to face the consequences of the pandemic impacts caused by COVID-19 on healthcare systems. Specific characteristics of this pandemic, such as different ways and speeds of the disease transmission, and the implications at the population health and the productive system, has made the project, management, and construction of field hospitals for the patients with COVID-19 present specific features. In this work, for each phase of the FHLB  implantation, we present the main concepts, premises, restrictions, and challenges, focusing mainly on the needs programs of the project that guided the configuration of the environments, the definition of the circulation flows,  the typology of the beds, the main management tools used during the project's planning and control process, and in the lessons learned.

scholarly journals Enterprise Project Management: Systems Approach

2017 ◽  
Vol 6 (2) ◽  
pp. 3-12
Author(s):  
Ильина ◽  
Olga Ilina
Keyword(s):  
Project Management ◽  
Portfolio Management ◽  
Systems Approach ◽  
Historical Analysis ◽  
Project Planning ◽  
Management Tools ◽  
Methodology Development ◽  
Planning And Control ◽  
Definition Of ◽  
And Control

The articles deals with historical analysis of systems approach usage in project management. Definition of Enterprise Project Management as a system is suggested. The article describes research results about usage of different project management methods and tools at different levels of management in an organization. Thus, top management mostly uses project portfolio management tools, project control and project procurement methods, i.e. project suppliers’ reliability appraisal. Mid level management prefers project planning and control tools as well as project change management tools. Low level management uses project initiation and control tools such as project charter, Gantt charts, project progress reports and strategic milestone plans. The proposed approach can be used in the process of Enterprise Project Management methodology development.

scholarly journals The challenges of project management in small and medium-sized enterprises: a literature review based on bibliometric software and content analysis

2020 ◽  
Vol 27 (1) ◽  
Author(s):  
Letícia de Almeida Parizotto ◽  
Aldo Tonso ◽  
Marly Monteiro de Carvalho
Keyword(s):  
Content Analysis ◽  
Project Management ◽  
Management Practices ◽  
Future Research ◽  
High Turnover ◽  
Planning And Control ◽  
Literature Overview ◽  
Systems Collaboration ◽  
Research Gap ◽  
And Control

Abstract: The purpose of this paper is to design an overview about Project Management (PM) in Small and Medium-Sized Enterprises (SMEs) by analysing the evolution of publications and the main topics since 1996 to 2016 to motivate future research that helps SMEs to apply PM practices more efficiently. This study performed bibliometrics associated with content analysis of publications collected in scientific bases Web of Science and Scopus and in the periodic International Journal of Project Management. For that, the software VOSviewer, Nvivo, Minitab, and Excel were used in the analyses. The scan of 235 papers about Project Management in SMEs supported a literature overview. Furthermore, four thematic categories are highlighted: Project Management Practices, Planning and Control Systems, Collaboration, and Knowledge Management. Moreover, it was observed that SMEs requires a lighter PM methodology, focused on people and flexible. Besides that, the results show that the main challenges involve a lack of resources and qualified people and the high turnover. However, overcoming these issues, PM can benefit growth and innovation in SMEs. Therefore, this study presents a conceptual framework of benefits and challenges in Project Management in SMEs, reducing the research gap. Furthermore, recommendations for future research, mainly in Brazil, are given.

Investigating the managerial ‘‘nuts and bolts’’ for the construction industry

2020 ◽  
Vol 10 (3) ◽  
pp. 331-348
Author(s):  
Jeffrey Boon Hui Yap ◽  
Ian Ni Chow
Keyword(s):  
Project Management ◽  
Construction Industry ◽  
Questionnaire Survey ◽  
Construction Projects ◽  
Rank Correlation ◽  
Construction Time ◽  
Content Type ◽  
Planning And Control ◽  
Spearman’S Rank Correlation ◽  
And Control

PurposeManagerial shortfalls can considerably undermine the delivery performance of construction projects. This paper appraises the project management essentials (PMEs) for successful construction project delivery.Design/methodology/approachFollowing a detailed literature review, a questionnaire survey was developed encompassing 20 PMEs that were identified. An opinion questionnaire survey was used to facilitate data collection from key construction stakeholders in the Malaysian construction industry. The survey data were subjected to descriptive statistics and exploratory factor analysis.FindingsFindings indicated that the leading PMEs are competency of the project team, competency of project manager, good leadership, effective planning and control and realistic cost and time estimate. Spearman’s rank correlation tests affirmed a good agreement on the ranking of PMEs across stakeholder groups. The present study found that PMEs for construction have a total of four dimensions, namely: scope, communication and competence management; stakeholder commitment and collaborative engagement; construction time–cost planning and control; and environment, health, safety and quality management.Practical implicationsThe findings could potentially contribute to the development of appropriate project management best practices to address managerial shortfalls in Malaysia and other developing countries.Originality/valueThis paper bridges the identified knowledge gap about critical managerial dimensions for successful project management in construction. The present study adds to the existing body of knowledge around this under-explored area in the construction management literature.

scholarly journals Improving the Work Breakdown Structure of the Plant Installation - Case: Asphalt Plant

2018 ◽  
Vol 3 (5) ◽  
pp. 174-187
Author(s):  
Said Abujudeh
Keyword(s):  
Project Management ◽  
Project Planning ◽  
Response Strategy ◽  
Management Tools ◽  
Work Breakdown Structure ◽  
Industrial Organizations ◽  
Control Framework ◽  
And Control ◽  
Installation Time

The improvement of the project management forced the industrial organizations to focus on using the project management techniques in their industry, to plan and control the workflow to achieve their targets, further to increase the satisfaction of their customers. One of the most common project management tools are used is the work breakdown structure (WBS), which provide a framework for the implementation of the project scope including project planning, scheduling, monitoring, control, and estimation. Depending on the top-down approach the project activities will be broken into smaller parts that can be measured and controlled during the project implementation. The well-defined construction of the structure contributes to making the project more realistic and visual. However, the misunderstanding of the project WBS among the project team creates deflection and misinterpretation of the project scope. The main issue of this research is to improve the WBS of the installation plan and develop a standard WBS for plant installation. The research was limited to Asphalt plant installation WBS as a case study to identify the weaknesses of the current WBS at the case company which leads to extra installation time and cost. The research is offering a template WBS based on the company logic, defining the frequent risks that affect the plant installation based on the WBS and suggesting a suitable response strategy by recommending a control framework to monitor and control the WBS schedule throughout all installation phases.

Function-Block Enabled Job Shop Planning and Control With Uncertainty

2004 ◽  
Author(s):  
Lihui Wang ◽  
Zhenkai Liu ◽  
Weiming Shen ◽  
Sherman Lang
Keyword(s):  
Process Planning ◽  
Job Shop ◽  
Function Block ◽  
Planning And Control ◽  
Planning Approach ◽  
Job Shop Operations ◽  
Batch Sizes ◽  
Distributed Process ◽  
Generate Process ◽  
And Control

The objective of this research is to develop a methodology of distributed process planning and its execution control for job shop operations. The manufacturing processes of job shop operations are rather complex, especially at shop floors where highly mixed products in small batch sizes are handled simultaneously. In addition to the fluctuating job shop operations, unpredictable events like job delay, urgent job insertion, fixture shortage, missing tool, and even machine break-down, are regularly challenging the job shop operations. Targeting the fluctuations, this research proposes a DPP (distributed process planning) approach to generate process plans that are responsive and adaptive to the changes. In this paper, a function block enabled approach is introduced. It is expected that the new approach can largely enhance the dynamism of fluctuating job shop operations.

scholarly journals An Analysis of the Use of Information Technology for Project Management in the New Zealand Construction Industry

2012 ◽  
Vol 1 (2) ◽  
pp. 47-56
Author(s):  
Suzanne Wilkinson
Keyword(s):  
Information Technology ◽  
Project Management ◽  
New Zealand ◽  
Construction Industry ◽  
Technology Use ◽  
Construction Projects ◽  
Alternative Methods ◽  
Construction Companies ◽  
Planning And Control ◽  
And Control

Effective information technology use can be a key cause of the success of a construction project. Technology used for project management in the New Zealand construction industry is discussed in this paper. The results reveal on many levels a lack of understanding of current available information technology to assist with overall management and control of the construction projects in New Zealand. This paper discusses the results of a survey to construction companies in the New Zealand which profess to offer project management as one of their main services. Amongst others, the findings suggest an awareness of the technology available, but a reluctance to invest time and money in it. The paper will assess the reasons for this reservation and provide advice for use of alternative methods for project management planning and control for the New Zealand construction industry. Valuable lessons from this research are translated to the international construction industry.

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