scholarly journals Modern Project Management Approaches in Uncertainty Environments: A Comparative Study Based on Action Research

2020 ◽  
Vol 12 (24) ◽  
pp. 10542
Author(s):  
Unai Apaolaza ◽  
Aitor Lizarralde ◽  
Aitor Oyarbide-Zubillaga
Keyword(s):  
Project Management ◽  
Current Knowledge ◽  
Transition Process ◽  
Superior Performance ◽  
Management Approach ◽  
Project Management System ◽  
Modern Project ◽  
Management Approaches ◽  
Practical Implications ◽  
High Uncertainty

Change and high uncertainty levels are the main characteristics of current project contexts. Years ago, the traditional project management faced problems when operating in these environments. Thus, at the end of the 20th century, new project management approaches were conceived to provide a more effective answer to such contexts. These methods propose a different approach, aimed at promoting the project flow by focusing on the short term. However, their adoption involves certain adjustments from a managerial perspective. The influence on the way resources are used is of special interest, as it may cause unexpected behaviors and reactions. The literature vastly analyzes the features and benefits of these methods. Nevertheless, there is a lack of empirical evidence about both the practical implications of the transition process toward them and their superior performance. Thus, this research aims to contribute to filling this gap by providing real-world based evidence related to the change process from a traditional project management approach to a flow-driven one. With this objective in mind, we analyzed the transition processes experienced by two design departments from companies of different industries. The results of the study confirm that the adoption of this type of approach can improve an organization’s performance and simplify its project management system. Therefore, we consider that our findings are useful for anybody interested in these methodologies. From the academic perspective, the evidence obtained in this study contributes to supporting the research works suggested by the literature. Furthermore, it can be helpful to guide further research and extend current knowledge. Additionally, they can assist companies in the improvement of their current project management approaches.

Project Management Approaches at Techlogix

2004 ◽  
Vol 08 (01) ◽  
pp. 1-35
Author(s):  
Jamshed Hasan Khan
Keyword(s):  
Project Management ◽  
Financial Management ◽  
Management System ◽  
Project Managers ◽  
Management Approach ◽  
Project Management System ◽  
Customer Dissatisfaction ◽  
Financial Management System ◽  
The Government ◽  
Management Approaches

This case examines the different project management approaches at Techlogix. Some are highly structured and formal while others are relatively unstructured and informal. The Engyro project involved the development of an Applications Service Provider (ASP) Payments System through a highly structured formal project management system, which created few problems in terms of product specification changes and development. However, a Financial Management System (FMS) developed for the Government of Guam through a relatively unstructured and informal project management approach proved to be a bad experience for Techlogix. The CEO wanted to standardize a highly structured project management system for the company. The project managers at Techlogix feared that a highly structured system would reduce flexibility available to project managers. They felt that a structured configuration and change management system would require a lengthy process to bring about changes in a project's specifications. This would eventually discourage change and create customer dissatisfaction or force the project managers to circumvent standardized procedures creating other problems. This case is useful for examining the factors relevant to project management approaches.

scholarly journals The effects of conflict type and conflict expression intensity on conflict management

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Gergana Todorova ◽  
Kenneth Tohchuan Goh ◽  
Laurie R. Weingart
Keyword(s):  
Conflict Management ◽  
New Product Development ◽  
Current Knowledge ◽  
Test Theory ◽  
Future Research ◽  
Management Approach ◽  
Content Type ◽  
Expression Intensity ◽  
Relationship Conflicts ◽  
Management Approaches

Purpose This paper aims to add to the current knowledge about conflict management by examining the relationships between conflict type, conflict expression intensity and the use of the conflict management approach. Design/methodology/approach The authors test theory-based hypotheses using a field study of new product development teams in an interdisciplinary Masters program (Study 1) and an experimental vignette study (Study 2). Findings Results show that people are more likely to respond to task conflict and conflicts expressed with less intensity using collectivistic conflict management approaches (i.e. problem-solving, compromising and yielding), and to relationship conflicts and conflicts expressed with higher intensity through forcing, an individualistic conflict management approach. Information acquisition and negative emotions experienced by team members mediate these relationships. Practical implications Knowing how the characteristics of the conflict (type and expression intensity) affect conflict management, managers can counteract the tendency to use dysfunctional, forcing conflict management approaches in response to high intensity conflicts, as well as to relationship conflicts and support the tendency to use collectivistic conflict management approaches in response to low intensity conflict, as well as task conflicts. Originality/value The authors examine an alternative to the prevailing view that conflict management serves as a moderator of the relationship between conflict and team outcomes. The research shows that conflict type and intensity of conflict expression influence the conflict management approach as a result of the information and emotion they evoke. The authors open avenues for future research on the complex and intriguing relationships between conflict characteristics and the conflict management approach.

scholarly journals The Method of Project Team Formation on the Example of the Ship’s Crew

2019 ◽  
Vol 8 (10) ◽  
pp. 521-526
Keyword(s):  
Project Management ◽  
Cultural Influences ◽  
Content Management ◽  
Individual Characteristics ◽  
Project Team ◽  
Management Approach ◽  
Team Members ◽  
Modern Project ◽  
Correct Conclusion ◽  
The Individual

This article analyzes the existing terminological and methodological personnel management apparatus and as a result, it turned out that the application of the project-oriented management approach leads to the conclusion and indicates that the employment agreement (contract) for the voyage, the ship's crew are all signs of the project, and the project team. It should be noted that shipping companies are management oriented organizations through projects. Despite the absolutely correct conclusion that the minimum crew should be determined on the basis of the conditions for ensuring the safe operation of all ship systems and mechanisms. Specific techniques and methods for calculating the required number of crew not previously represented. The project-oriented context of modern project management in a turbulent environment and the need for appropriate transformations of infrastructure and industry, including the sea. The management activities take into account the individual characteristics of the project team members, due to socio-cultural influences. The project management methodology and team format of the project activity considers human resource management processes in conjunction with other areas of knowledge that should be integrated into processes such as content management, timing, cost, quality, risk, supply, communications. Therefore, it seems quite logical for the authors to refer to “the processes of formation and management of human resources in project teams” on the example of the ship’s crew.

Cyber-Physical Systems: Project Management Approach: the introduction of BIM

2017 ◽  
Vol 6 (4) ◽  
pp. 44-49
Author(s):  
Ольга Ильина ◽  
Olga Ilina
Keyword(s):  
Project Management ◽  
Information Technologies ◽  
Subject Area ◽  
Cyber Physical Systems ◽  
Management Approach ◽  
New Era ◽  
Physical Systems ◽  
Project Management System ◽  
Complex Development ◽  
The Creation

In the era of the digital economy, the task of developing approaches to project management, the subject area of which is at the intersection of IT and real production processes, becomes especially urgent. This clearly demonstrates the challenges of the construction industry, where today the tasks of complex development of territories, the construction of unique facilities and structures are being solved, all based on modern information technologies. In fact, we are talking about a new era in construction — the era of cyber-physical systems. All this predetermines the need to change the methodology of project management in this area. As a methodological basis of project management for the creation of cyber-physical systems in the design, construction and operation of construction sites, an integrated methodological solution is proposed, formed on the basis of the synthesis of methodologies existing in project management. A scheme for the formation of the project management system for the creation of cyber-physical systems is developed on the basis of the project management methodology, which includes elements of project management methodologies such as PMBOK, P2M, PRINCE2, Agile (SCRUM).

Agile, Traditional, and Hybrid Approaches to Project Success: Is Hybrid a Poor Second Choice?

2020 ◽  
pp. 875697282097308
Author(s):  
Andrew Gemino ◽  
Blaize Horner Reich ◽  
Pedro M. Serrador
Keyword(s):  
Project Management ◽  
Explanatory Power ◽  
International Study ◽  
Management Approach ◽  
Quality Outcomes ◽  
Hybrid Approaches ◽  
Study Results ◽  
Multiple Outcome ◽  
Management Approaches ◽  
Traditional Approaches

Three project management approaches—traditional, agile, and hybrid—were considered in this study. Results from an international study, including 477 cross-industry projects, indicated that 52% of projects could be categorized as hybrid approaches. A regression analysis using multiple outcome measures indicated substantial explanatory power (0.21 < R 2 <0.41). Analysis suggested that hybrid and agile approaches significantly increase stakeholder success over traditional approaches while achieving the same budget, time, scope, and quality outcomes. Hybrid approaches were found to be similar in effectiveness to fully agile approaches. Results validate decisions by practitioners to combine agile and traditional practices and suggest that hybrid is a leading project management approach.

scholarly journals Scenarios for Evaluating a Semantic Project Management Approach

2011 ◽  
Vol 43 (1) ◽  
pp. 65-71 ◽  
Author(s):  
Birgit Dippelreiter ◽  
Michael Püttler
Keyword(s):  
Project Management ◽  
Data Storage ◽  
Management Systems ◽  
Management Approach ◽  
Semantic Technologies ◽  
Project Management System ◽  
Management Processes ◽  
Common Problems ◽  
Ongoing Project

Scenarios for Evaluating a Semantic Project Management ApproachKnowledge regarding closed projects is not sufficiently reused while planning new projects to improve the quality of project management processes. The reason is that current project management systems mainly support the ongoing project phase and do not explicitly consider the initiating and closing phase of a project management life cycle. By implementing semantic technologies within an existing open source project management system, these weaknesses can be improved. This system incorporates and links historical project knowledge that contributes to a more effective setup of upcoming projects. To design, develop and implement such a system we conducted interviews with IT companies regarding the strengths and weaknesses of the project management systems in use. On the basis of the interviews we identified three scenarios, which deal with the most common problems of project management, such as consistent data storage and how to retrieve information. These scenarios, described in this paper, are used as requirements and to evaluate the designed prototype.

scholarly journals Managing innovation in educational institutions

2002 ◽  
Vol 18 (3) ◽  
Author(s):  
John Kenny
Keyword(s):  
Project Management ◽  
Management Practices ◽  
Professional Staff ◽  
Learning System ◽  
Management Approach ◽  
Teaching Staff ◽  
Tertiary Institutions ◽  
Educational Environments ◽  
Change Projects ◽  
Management Approaches

Traditionally, project management practices have not drawn any distinction between the characteristics of different projects. Recent research has found that innovative projects require different project management approaches if quality outcomes are to be achieved. Projects involving more innovation require more open management processes and contain a higher percentage of academic and/or professional staff. These characteristics often apply to educational projects in tertiary institutions. There is conflict inherent in managing change projects in educational environments between the classical 'project management' approach and the way that academics and teaching staff, who are independent professionals, traditionally work. This study derived from experience at RMIT, where a system wide online learning system (the Distributed Learning System, DLS) has been implemented since 1999. The implications for the project management approaches suitable for educational projects are discussed and a typology is suggested to categorise projects within an organisation and link them to key factors for successful project management.

Mutt Methods, Minimalism, and Guiding Heuristics for UX Project Management

2015 ◽  
Vol 7 (3) ◽  
pp. 38-48 ◽  
Author(s):  
Andrew Mara ◽  
Jessica Jorgenson
Keyword(s):  
Project Management ◽  
Evaluation Criteria ◽  
Management Approach ◽  
Work Style ◽  
Wide Range ◽  
Narrow Definition ◽  
Management Approaches ◽  
Definition Of

UX has coalesced from a multiplicity of perspectives and approaches, and is held together by a focus on the user. In order to create the flexibility necessary to accommodate the wide range of projects and perspectives, it is necessary to narrow down the UX team concerns and goals before the project management approach is selected. Rather than depending upon a narrow definition of project management that grows out of an overall work style—whether, Agile, lean, or waterfall—the UX project can usefully benefit from a tailored project management approach that matches the project demands. To narrow down the team focus, the authors propose four heuristics to locate: 1. project scope, 2. project agents, 3. evaluation timing, and 4. evaluation criteria. Once those four questions are answered, the UX team can then better locate what kind of project management approaches and genres will best accomplish the team goals.

The theoretical foundation of Buddhist management practices

2014 ◽  
Vol 33 (8/9) ◽  
pp. 751-762 ◽  
Author(s):  
Gábor Kovács
Keyword(s):  
Management Practices ◽  
Theoretical Foundation ◽  
Practical Wisdom ◽  
Management Practice ◽  
Management Approach ◽  
Content Type ◽  
Doing Business ◽  
Economic Practice ◽  
Management Approaches ◽  
Practical Implications

Purpose – The purpose of this paper is to explore adaptable Buddhist teachings in economic circumstances, and provide a firm theoretical foundation for a possible Buddhist management approach. It aims to show that the application of Buddhist practical wisdom is contributing to achieve more beneficial economic outcome and management practices. Design/methodology/approach – The paper is overviewing the Buddhist teachings, which aims at the cessation of suffering. It emphasizes tenets influencing right livelihood and economic practice. Further it investigates the mainstream economic system and Buddhist economics. It compares the two economic approaches by making parallel constructions of them, and reveals the foundation of a new management approach stem from the Buddhist view of economic affairs. Findings – The application of the Buddhist values of mindfulness, non-harming and compassion in management practice serves adequate solutions to the most pressing issues of economics, since it is inherently fair, just and economically efficient. It allows an individually-, socially- and environmentally friendly management praxis by employing a minimizing framework. Practical implications – The evidence that doing business in the Buddhist way is economically efficient is the foundation of an alternative management practice. Thus, managers and entrepreneurs are encouraged to employ a Buddhist way for management. Social implications – Applying Buddhist teachings to economics alleviates the most pressing problems of the society. It contributes to equality, justice and the cessation of poverty by ensuring basic necessities to people. Originality/value – The paper sets up a parallel investigation of Buddhism, mainstream economics, and Buddhist economics by making a parallel model of them. It contrasts neoclassical economics with Buddhist economics, and ensures a firm foundation for Buddhist management approaches.

Managing Software Development Projects for Success: Aligning Plan- and Agility-Based Approaches to Project Complexity and Project Dynamism

2019 ◽  
Vol 51 (3) ◽  
pp. 262-277 ◽  
Author(s):  
Charles W. Butler ◽  
Leo R. Vijayasarathy ◽  
Nicholas Roberts
Keyword(s):  
Project Management ◽  
Software Development ◽  
Project Success ◽  
Management Approach ◽  
Development Projects ◽  
Negative Effects ◽  
Project Approach ◽  
Project Outcomes ◽  
Project Complexity ◽  
Management Approaches

In general, project complexity and project dynamism are recognized as potent characteristics that influence, usually in a negative way, the outcome of software development projects. However, with respect to the two dominant paradigms for managing software development projects (i.e., plan-based project approach and agility-based project approach), there is less agreement as to which one is better. Emerging research suggests that the preeminence of one approach over another is a matter of fit between the project management approach and the project context, including its complexity and dynamism. We contribute to this line of research by studying the moderating influence of the two project management approaches on the relationship between project complexity and project dynamism on project outcomes. Our analysis of data gathered from a survey of software development professionals shows that managing dynamism is critical for realizing project success, and an agility-based project approach is best suited for mitigating dynamism’s negative effects on project success.

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