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 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.

The Role of Technology in the Project Manager Performance Model

2008 ◽  
Vol 39 (1) ◽  
pp. 34-48 ◽  
Author(s):  
Vittal S. Anantatmula
Keyword(s):  
Project Management ◽  
Management Practices ◽  
Research Effort ◽  
Project Performance ◽  
Project Managers ◽  
Project Manager ◽  
Project Team ◽  
Performance Model ◽  
Manager Performance

Technology assumes importance in the context of project management due to greater challenges in today's technology-enabled work environment, where technology tools are routinely used for colaboration, communication, and dep oyment of project management practices. It is becoming common practice for even co-located project teams to use the electronic medium for these purposes. Notwithstanding the importance of technology, research has shown that it is difficult to associate the use of technology with business performance and the absence of such relation can be extrapolated to project performance as well. However, technology can play a major role in supporting project managers in managing projects effectively and efficiently. Several studies have addressed the importance and leadership style of project managers. However, specific roles and responsibilities of a project manager toward the project team is an area that needs further study. In this research effort, using the literature review, important people-related factors of project performance are identified. Then structured personal interviews were used to gather data for understanding relations among these factors in order to develop a project manager performance model. The model was developed employing the interpretive structural modeling(ISM) methodology. The model was used to determine the role of the project manager in managing the project team and improving the project performance. Results show that both leadership and management roles are important. This study helped to analyze underlying interactions among these factors and, consequently, understand the supportive function of technology to the project manager in improving project performance.

Linkages between Organization Design Structures, Performance Measurement Systems and Project Performance in Project Based Technical Environment—An Empirical Analysis

2013 ◽  
Vol 4 (1) ◽  
pp. 72-87 ◽  
Author(s):  
Sameen Baloch ◽  
Azhar M. Khan
Keyword(s):  
Project Management ◽  
Statistical Analysis ◽  
Organizational Design ◽  
Management Practices ◽  
Organization Design ◽  
Project Performance ◽  
Project Managers ◽  
Major Influence ◽  
Management Performance ◽  
Performance Measurement Systems

The purpose of this paper is to examine the socio-technical structures prevailing in technical organizations. It explores relationships that exist between technical and social structures and imperative project management practices, using statistical techniques. The study investigates links between organization design structures, project management performance, multiple dimensions of project managers’ competencies including personal, business knowledge, interpersonal and managerial competencies and project performance. A systematic teardown approach was adopted for the analysis of various competencies. The statistical analysis technique, ANOVA (Analysis of Variance) was conducted to validate various factors. The results of statistical analysis has shown that organization design structures are not the major determinants, only organizational design structures with functionally structured resource distributions are established as determinants of project management performance. Furthermore, it was proven that the project managers’ competencies have a major influence on project performance. This study will help to improve performance of technical projects and will lay a foundation for the framework of improvement and development of organizations.

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.

scholarly journals A Correlational Study on Project Management Methodology and Project Success

2019 ◽  
Vol 9 (2) ◽  
pp. 56-65
Author(s):  
Michael Pace
Keyword(s):  
Project Management ◽  
Project Success ◽  
Project Managers ◽  
Project Manager ◽  
Correlational Study ◽  
Demographic Information ◽  
Moderating Variables ◽  
Multiple Project Management ◽  
The Impact ◽  
The Relationship

Abstract This non-experimental correlational study extends previous research investigating the relationship between project management methodology and reported project success, as well as the moderating variables of industry and project manager experience. The sample included North American project managers with five years’ experience, 25 years of age or older, and experience with multiple project management methodologies. The survey instrument consisted of 58 questions, utilizing a 5-point Likert scale to record responses. The survey contained three sections, including demographic information, questions related to a successful project, and questions related to a less-than successful (failed / challenged) project. 367 usable responses were received. The examination of the constructs included Pearson’s correlation coefficient as well as linear regression to determine the impact of moderating variables. Results indicated that project management methodology has a weak correlation with reported project success, and this correlation is not moderated by industry nor project manager experience. The results did not align with previously conducted studies, illustrating a need to continue the study of methods impacting success including investigating additional moderating variables.

scholarly journals CURRENT ISSUES OF INVESTMENT PROJECT EVALUATION

2020 ◽  
Vol 30 (6) ◽  
pp. 792-798
Author(s):  
O.D. Golovina ◽  
O.A. Vorobyova
Keyword(s):  
Project Management ◽  
Performance Indicators ◽  
Selection Criteria ◽  
Investment Project ◽  
Project Performance ◽  
Project Managers ◽  
Decision Makers ◽  
Project Development ◽  
Strategic Development ◽  
Entire Complex

Evaluation of investment project performance indicators is one of the most important components of project management in any organization. It is carried out at every stage of project development and implementation, up to its completion. Due to the insufficient resources of companies to implement a set of projects, it is almost always necessary to select one or several projects from the entire complex. At the same time, one of the main selection criteria is the maximum compliance of the project with the company's strategic development vector. When calculating quantitative values that serve as a measure of evaluation for project selection, various kinds of inconsistencies and discrepancies between indicators often occur, which requires special attention from investors, project managers and other categories of decision-makers. The article discusses the main, fairly typical situations associated with the evaluation of real projects that arise in the practice of investment activities of companies.

Using issue logs to improve construction project performance

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Amirali Shalwani ◽  
Brian Lines
Keyword(s):  
Best Practice ◽  
Management Practices ◽  
Construction Project ◽  
Pairwise Comparison ◽  
Performance Outcomes ◽  
Project Performance ◽  
Project Teams ◽  
Project Schedule ◽  
Building Projects ◽  
Content Type

PurposeThe Project Management Body of Knowledge recommends the use of issue logs as a best practice to minimize the potential project cost and schedule growth. Although the broader topic of project control has been widely studied in the construction literature, the specific application of issue logs has remained relatively understudied. This study aims to analyze the extent and consistency with which construction teams utilize issue logs and the corresponding project performance outcomes.Design/methodology/approachA dataset of 5,635 individual issues was gathered from the final issue logs of 881 small building projects delivered via the design–bid–build method. Differences between groups were determined using the Kruskal–Wallis H test with post hoc testing via the Mann–Whitney U test with pairwise comparison.FindingsThe results showed that, on average, project teams who used issue logs to a greater extent achieved a 3.1 to 4.3% reduction in cost growth and a 5.3 to 12.3% reduction in schedule growth. This result shows that issue logs can be used to improve construction project performance in the areas of cost and schedule.Originality/valueThis result provides a contribution to practitioners, wherein project teams should be encouraged to establish their issue management practices early in the project schedule to encourage greater issue log usage for the remainder of the project.

Reducing uncertainties in innovation projects through intra-organisational collaboration: a systematic literature review

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Rola Imad Fanousse ◽  
Dilupa Nakandala ◽  
Yi-Chen Lan
Keyword(s):  
Systematic Review ◽  
Project Management ◽  
Literature Review ◽  
Systematic Literature Review ◽  
Project Performance ◽  
Organisational Learning ◽  
Content Type ◽  
Innovation Projects ◽  
Innovation Project ◽  
The Impact

PurposeThis article provides the first systematic review of literature on effective organisational practices for reducing innovation project uncertainties to promote project performance. Innovation is the lifeblood of organisations, while simultaneously being one of the most challenging processes to manage. This systematic review seeks to examine best practice for reducing uncertainties and thus mitigate the high failure rates in innovation projects.Design/methodology/approachThis paper provides a systematic review of the literature on innovation project management and encourages an understanding of how intra-organisational collaboration reduces uncertainty and thus increases project performance.FindingsBased on an analysis of the systematic literature review findings, the impact of intra-organisational collaboration in reducing uncertainties in innovation projects is uncovered. Three types of project uncertainties were found to be dominant in the context of innovation project management: task, technological and market uncertainties. Five dimensions of intra-organisational collaboration are also identified, namely collaborative relationship, collaborative leadership, communicating and sharing information, trust formation and joint decision-making.Originality/valueThe authors situate five intra-organisational collaboration dimensions as key mechanisms that yield organisational learning as an outcome. On the other hand, they also uncovered that organisational learning is a key enabler in the relationship between intra-organisational collaboration and task, market and technological uncertainties reduction. Therefore, intra-organisational collaboration is identified as a critical practice in enhancing the performance of innovation projects. The study proposes a multi-dimensional conceptual model, providing a mechanism for furthering a research agenda for improving the performance of innovation projects.

GreenPM®

2013 ◽  
pp. 39-57 ◽  
Author(s):  
Tom Mochal ◽  
Andrea Krasnoff
Keyword(s):  
Project Management ◽  
Software Package ◽  
Material Handling ◽  
Resource Depletion ◽  
Project Managers ◽  
The Other ◽  
Management Process ◽  
The World ◽  
The Impact ◽  
Unlimited Amount

The world is going green and we are collectively realizing that we do not have an unlimited amount of natural resources to utilize as we have done in the past. Material Handling Industry of America (2007) notes, “Not only do we have climate problems but we are also dealing with a resource depletion issue.” However, the project management profession seems to be in its infancy in applying green standards. How can we apply these “green” concepts to our project management discipline? One obvious way is that we can manage green projects more efficiently. For example, if you are the project manager on a project that will result in using less packaging in your products, it would be good if your project completed on time. The sooner that project ends, the sooner the green benefits will be achieved. On the other hand, if you are dealing with projects such as installing a new software package or upgrading network infrastructure, how can these projects become more environmentally friendly? The answer is Green Project Management (GreenPM®). Green project management is a model that allows project managers to think green throughout a project and make decisions that take into account the impact on the environment—if any. It is a way to ingrain “greenthink” (or green thinking) into every project management process. Greenthink connects the environment with the decisions that are made, whether project-related, professional, or in our everyday lives.

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