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.

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.

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 Impact of the Lean Start up Method on Project Performance Indicators

2020 ◽  
pp. 80-82
Author(s):  
Ekaterina Pavlovna Burmistrova
Keyword(s):  
Project Management ◽  
Comparative Analysis ◽  
Performance Indicators ◽  
Project Performance ◽  
Start Up ◽  
Lean Startup

The article considers the Lean Startup method, highlights and reveals its features. Also, its provides a comparative analysis of this method with other approaches to project management. Special attention is paid to revealing the influence of the Lean Startup method on project performance indicators.

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 Benefits Management as a Path for Project Management Offices Contribute to Programs and Influence on Project Performance

2018 ◽  
Vol 4 (1) ◽  
pp. 20
Author(s):  
Vaniele Guimaraes Carvalho ◽  
Sanderson César Macêdo Barbalho ◽  
Gladston Luiz da Silva ◽  
José Carlos de Toledo
Keyword(s):  
Project Management ◽  
Product Development ◽  
Performance Indicators ◽  
Development Process ◽  
Project Performance ◽  
Product Development Process ◽  
Time Cost ◽  
Manufacturing Companies ◽  
Cost Performance ◽  
A Company

This paper analyses the relationships between the Project Management Offices (PMOs) functions and the results of performance indicators of product development projects, considering the triple constraint: time, cost, quality. A survey was conducted on a sample of 35 Brazilian manufacturing companies, which have a Product Development Process and a support of PMO for product projects. Although the survey´s results pointed out the presence of Project Management Offices on companies’ structure, it does not guarantee the success on project´s triple constraints, the benefits management was a PMO function correlated to cost performance. It suggests that if a company structure projects as programs, an effort to guarantee the focus on benefits rather than only on project’s results can drive good performance on costs.

scholarly journals TRAINING METHODS FOR DEVELOPING PROJECT TEAM MEMBERS

2019 ◽  
Vol 1 (1) ◽  
pp. 01-12
Author(s):  
Majid G. Al-Nabae ◽  
Dania Sammani
Keyword(s):  
Project Management ◽  
Critical Role ◽  
Management Training ◽  
Project Performance ◽  
Project Managers ◽  
Training Methods ◽  
Team Members ◽  
Hard Skills ◽  
Case Study Methods

There are many factors determining the success or failure of the projects. Skills and competencies play a critical role in project management and shortage of skilled project managers and workers has become worldwide issue and a crucial risk that hindering the projects in achieving their objectives and increase the opportunities of project successful. There are two types of training methods used to provide soft and hard skills for project managers and team members. The aim of this paper is to specify the training methods that have roles in project teamwork training to enhance project performance. This paper uses a literature survey of the content of the research papers in project management training and training methods, to identify what extent training methods are related to project performance. This paper emphases the significance of the training process to enhance the project performance and reveals that on-the-job training, lectures and case study methods are most commonly used in project management training. This paper contributes to increasing awareness of the importance of training methods in project management as a feasible strategy to improve the performance of the projects and amply highlights the importance of skills in project management.

scholarly journals Impact of project management certification on project performance

2021 ◽  
Vol 6 (3) ◽  
pp. 133-142
Author(s):  
Ahmed Aslam ◽  
Atif Bilal
Keyword(s):  
Project Management ◽  
Psychological Capital ◽  
Project Performance ◽  
Project Managers ◽  
Professional Skills ◽  
Project Management Professionals ◽  
Management Professionals ◽  
And Performance ◽  
Intervening Variables ◽  
Project Management Certification

In general, certified project management professionals are perceived to enhance project performance. However, this narrative has quite often been challenged in previous literature. We investigate this controversy by including professionalism and psychological capital as intervening variables. The research is based on an empirical survey of certified project managers in the region of Rawalpindi/Islamabad. 373 data samples were collected and further analyzed on the basis of critical success factor theory. The impact of project management certification along with intervening variables were hypothesized and validated to have direct and indirect relationships with project performance. Responses from certified project management professionals in the region of Rawalpindi/Islamabad support the perception but reflect that professionalism plays a supporting role between certification and performance. However, the study dismisses the role of psychological capital between professionalism and performance. We conclude that project management institutes and associations should ensure professionalism in the certification process to actually enhance project performance. The findings contribute to the body of knowledge in predicting improved project management performance by employing certified project managers with strong professional skills. Consequently, the research will help professional institutes to review the conformity of the required professional skills rather than just focusing on just passing an exam.

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.

scholarly journals The Application of Fuzzy Analytic Hierarchy Process in Sustainable Project Selection

2020 ◽  
Vol 12 (20) ◽  
pp. 8314 ◽  
Author(s):  
Rakan Alyamani ◽  
Suzanna Long
Keyword(s):  
Information Transfer ◽  
Selection Criteria ◽  
Selection Process ◽  
Project Selection ◽  
Project Managers ◽  
Decision Makers ◽  
Relative Importance ◽  
Analytic Hierarchy ◽  
Hierarchy Process ◽  
Sustainable Projects

The project selection process is a crucial step in sustainable development. Effective sustainable development depends on the ability to select the appropriate sustainable project to implement to ensure that the desired goals are met. Some of the most common characteristics or criteria used in evaluating sustainable projects include novelty, uncertainty, skill and experience, technology information transfer, and project cost. Prioritizing these criteria based on relative importance helps project managers and decision makers identify elements that require additional attention, better allocate resources, as well as improve the selection process when evaluating different sustainable project alternatives. The aim of this research is to use the fuzzy analytic hierarchy process (FAHP) methodology in which fuzzy numbers are utilized to realistically represent human judgment to rank the different project criteria based on relative importance and impact on sustainable projects. The results from the FAHP show that the most important criterion to consider in sustainable project selection is project cost, followed by novelty and uncertainty as the second and third most important criteria, respectively. The two least important criteria out of the total of five examined in this research were the skill and experience and technology information transfer, respectively. These results will help project managers and decision makers identify selection criteria with higher weights of importance. Given that the selection criteria chosen for this research are not limited to the evaluation of a specific type of sustainable projects or a specific location, they can be used to evaluate different types of sustainable projects in different environments and locations.

Does size of construction firms matter? Impact of project-factors and organization-factors on project performance

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Gopal Sekar ◽  
Murali Sambasivan ◽  
Kuperan Viswanathan
Keyword(s):  
Performance Indicators ◽  
Oil And Gas ◽  
Project Performance ◽  
Project Managers ◽  
The Body ◽  
Relative Impact ◽  
Content Type ◽  
Construction Firms ◽  
Medium Enterprise ◽  
The Impact

PurposeThe purpose of this study is to analyze and compare the impact of project-factors and organization-factors on five indicators of project performance for small and medium enterprise (SME) and large construction contracting firms that are fully responsible for the successful completion of the projects. The five performance indicators are time, cost, safety, quality and financial.Design/methodology/approachA questionnaire survey was conducted to solicit responses from project managers/directors from 342 construction firms in Malaysia. The construction firms included in this study came from various sectors: civil, building and infrastructure; oil and gas; marine and multidiscipline. Hierarchical multiple-regression was used to analyze the data.FindingsThe salient findings are as follows: (1) impacts of project-factors and organization-factors on performance indicators are different for SMEs and large construction firms and (2) relative impact of organization-factors on performance is much higher than the project-factors.Originality/valueAnalyzing the relative impact of project- and organization-factors on the performance of SMEs and large construction firms can significantly enhance the body of knowledge about performance levels and boost best practices in this respect related to construction industry.

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