scholarly journals THE SUCCESS OF ENTERPRISE SYSTEM PROJECTS: FROM A KNOWLEDGE TRANSFER PERSPECTIVE

2021 ◽  
Vol 6 (22) ◽  
pp. 128-147
Author(s):  
Jamal Hussien ◽  
Mansoor Abdullateef Abdulgabber ◽  
Hasan Kahtan ◽  
Riza Sulaiman
Keyword(s):  
Project Management ◽  
Knowledge Transfer ◽  
Project Planning ◽  
Business Systems ◽  
Project Proposal ◽  
Global Business ◽  
Implementation Phase ◽  
Knowledge Based ◽  
Two Phases ◽  
And Control

We have certainly already arrived in a knowledge-based world economy, where knowledge transfer is a crucial factor in global business competition. In the era of knowledge-based management, the way we use knowledge determines the success or failure of business systems. This paper revises the project phases of enterprise systems (ES), which have been divided into three phases (pre-implementation, during implementation, and post-implementation), by expanding the relationship between the Knowledge Transfer (KT) and Project Management Process Groups (PMPG) in each phase to improve the success of ES by increasing the understanding of knowledge in each ES phase. The pre-implementation phase has two phases: Project Origination with (3) PMPG (Develop Project Proposal, Evaluate Project Proposals, and Select Projects), (8) tasks, (8) deliverables, and (3) roles. Project Initiation phase, with (3) PMPG (Initiate the Project, Approve the Project Charter, and Conduct Kick-off Meeting), (7) tasks, (7) deliverables, and (4) roles. In the implementation phase of the project ES there are two phases: Project Planning with (3) PMPG (Prepare the Project Planning, Perform the Planning Activities - Detail the Project Plan, and Confirm Approval to Proceed), (19) Tasks, (21) Deliverables, and (7) Roles. Project implementation and control with (3) PMPG (Launch Project, Management Project-Execution and control, and Gain Project Acceptance), (17) tasks, (17) deliverables, and (7) roles. Additionally, in the post-implementation phase, there are a phase called project closure with (2) PMPG (Perform, Initiate Project Follow-up, and Administrative Closure), (5) tasks, (6) deliverables, and (5) roles.

Developing the Schedule and Cost Plan

2006 ◽  
pp. 120-156
Author(s):  
Daniel M. Brandon
Keyword(s):  
Project Management ◽  
Project Planning ◽  
Management Process ◽  
Control Processes ◽  
Project Management Institute ◽  
Operations And Maintenance ◽  
Cost Plan ◽  
And Control ◽  
Process Group ◽  
Independent Organization

The Project Management Institute (PMI) project management process groups include initiation, planning, execution, control, and closing. In practice, however, the initiation processes of a project are often not part of a project for budgeting and control issues, but rather are charged to management and administration (M&A) or operations and maintenance (O&M) general ledger accounts. In some organizations, these charges are later reversed back to a project after it is decided to move forward with that project. Thus, only the planning, execution, and control processes become part of the project for accounting purposes; sometimes detail planning is part of a project but not overall planning. Similarly, the closing process group may or may not be a formal part of the project, and sometimes those processes are performed by an independent organization. This chapter is concerned with detail project planning, particularly the schedule and cost plan.

Attock Refinery Upgradation Project

2006 ◽  
Vol 10 (01) ◽  
pp. 77-101
Author(s):  
Ahmed Nawaz Tariq ◽  
Arif Iqbal Rana
Keyword(s):  
Project Management ◽  
Project Planning ◽  
Project Managers ◽  
Personal Relationships ◽  
Post Mortem ◽  
Northern Pakistan ◽  
Monitoring And Control ◽  
Project Monitoring ◽  
And Control

This case is about a major expansion and upgradation project undertaken at a refinery in Northern Pakistan in the 1990s. The project was the biggest expansion project since the company's inception in the 1920s. The project was carried out by a Japanese contractor, and was marked by changes in CEO's and Project Managers. Despite the vicissitudes in relationships between the construction team and company management, the project was completed in time and within budget. The case looks at project management from the client's perspective. It can be used in a module on Project Termination, or Project Monitoring and Control in a course on Project Management). The case highlights the importance of project planning, and monitoring; the management of inter-personal relationships; and 'post-mortem' analysis and learning from projects.

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.

Quality Management and Control

2011 ◽  
pp. 224-241
Author(s):  
Sohail Anwar
Keyword(s):  
Quality Assurance ◽  
Project Management ◽  
Project Planning ◽  
Entire Life ◽  
Entire Life Cycle ◽  
Project Completion ◽  
Implementation Evaluation ◽  
And Control ◽  
Goals And Objectives ◽  
Specific Project

Project management is a carefully planned, organized effort to manage the resources in order to successfully accomplish specific project goals and objectives. It involves the entire life cycle of a project right from the feasibility study of the project, project planning, implementation, evaluation, support, and maintenance of the project. Each phase of the project is a vast topic within project management. The topic of interest for this chapter is quality assurance and its relationship project management. By defining quality and situating the concept within the frame of project management, the authors’ scope and understanding of project completion will be improved.

Knowledge transfer: a key to successful application of knowledge-based systems

1987 ◽  
Vol 2 (3) ◽  
pp. 147-151 ◽  
Author(s):  
Kiyoshi Niwa
Keyword(s):  
Project Management ◽  
Knowledge Transfer ◽  
Research And Development ◽  
Knowledge Based Systems ◽  
Future Directions ◽  
Knowledge Based ◽  
Near Future

AbstractFor successful application of knowledge-based systems, “knowledge transfer” (KT) should be receiving more attention. Knowledge transfer is defined as a flow of knowledge from knowledge suppliers through knowledge-based systems to users. Insufficient state-of-the-application of knowledge-based systems in Japan and its near future directions are analysed in terms of KT. Some example tasks for improving KT are reported. These tasks were experienced by the author in the course of 10 years of research and development on knowledge-based systems for project management.

Lean project planning and control: empirical investigation of ETO projects

2019 ◽  
Vol 12 (4) ◽  
pp. 1120-1145 ◽  
Author(s):  
Gabriele Hofinger Jünge ◽  
Erlend Alfnes ◽  
Kristina Kjersem ◽  
Bjorn Andersen
Keyword(s):  
Project Management ◽  
Management Practices ◽  
Management Practice ◽  
Project Planning ◽  
Research Approach ◽  
Maturity Model ◽  
Content Type ◽  
Planning And Control ◽  
Engineer To Order ◽  
And Control

PurposeThe purpose of this paper is to empirically investigate an effective project management practice focusing on planning and control. By doing so, it contributes to the debate on rethinking traditional project management practices and accentuates the need for adjustments based on the project context.Design/methodology/approachThis paper extends the project management theory by proposing a lean project planning (LPP) and control framework, developed and tested in collaboration with ten engineer-to-order (ETO) companies. By following a design science research approach, elements from lean thinking and current project planning and control practices are combined into a maturity model (MM).FindingsETO project characteristics are identified, and their implications for planning and control are discussed. Nine enablers that transform current project planning and control approaches into a lean approach are defined, allowing the analysis of the underlying complexity of planning and controlling ETO projects and thus facilitating the determination of the actions required to improve project performance.Research limitations/implicationsOnce fully embedded in an organization, the presented MM can provide a safe framework for self-criticism and can be used to conduct self-assessments without the need for an external facilitator. Thus, this paper is of particular interest to practicing project managers who aim to implement LPP and control.Originality/valueTo the authors’ best knowledge, this paper is the first to empirically examine the journey toward LPP and control from a MM perspective. This research attempts to describe the enablers of LPP and control.

Using artificial intelligence techniques to support project management

1987 ◽  
Vol 1 (1) ◽  
pp. 3-24 ◽  
Author(s):  
Raymond E. Levitt ◽  
John C. Kunz
Keyword(s):  
Artificial Intelligence ◽  
Decision Support ◽  
Project Management ◽  
Knowledge Engineering ◽  
Project Planning ◽  
Ai Planning ◽  
Engineering Project ◽  
Knowledge Processing ◽  
Domain Specific ◽  
Knowledge Based

AbstractThis paper develops a philosophy for the use of Artificial Intelligence (AI) techniques as aids in engineering project management.First, we propose that traditional domain-independent, ‘means–and’ planners, may be valuable aids for planning detailed subtasks on projects, but that domain-specific planning tools are needed for work package or executive level project planning. Next, we propose that hybrid computer systems, using knowledge processing techniques in conjunction with procedural techniques such as decision analysis and network-based scheduling, can provide valuable new kinds of decision support for project objective-setting and project control, respectively. Finally we suggest that knowledge-based interactive graphics, developed for providing graphical explanations and user control in advanced knowledge processing environments, can provide powerful new kinds of decision support for project management.The first claim is supported by a review and analysis of previous work in the area of automated AI planning techniques. Our experience with PLATFORM I, II and III, a series of prototype AI-leveraged project management systems built using the IntelliCorp Knowledge Engineering Environment (KEE™), provides the justification for the latter two claims.

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.

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