scholarly journals Evaluasi Persepsi Peserta Pada Pelatihan Manajemen Proyek

2021 ◽  
Vol 4 (3) ◽  
pp. 409-425
Author(s):  
Sri Mahendra Satria Wirawan
Keyword(s):  
Project Management ◽  
Management Training ◽  
Poor Quality ◽  
Project Managers ◽  
Positive Contribution ◽  
Educational Backgrounds ◽  
Level Of Satisfaction ◽  
Implementation Time ◽  
Legal Consequences ◽  
Very High

Project problems such as wasted costs, poor quality, delays in completion time and other impacts that have the potential to cause legal consequences are often experienced. This happens because the implementer ignores the principles of project management in its implementation as a result of a poor understanding of project management. For this reason, the DKI Jakarta Provincial Human Resources Development Agency held a Project Management training which during the Covid-19 pandemic was conducted online. Based on the analysis carried out, from the participant aspect, it was found that the level of satisfaction of the training participants was very high to a very satisfactory level. The increase in participants' knowledge was felt to be higher by participants with a background in social education and humanities compared to participants with a science and technology background. All participants said they would apply the principles of project management because they believe their competence has increased so that they can make a positive contribution to improving the performance of their agencies. Regarding the training aspect, the material was in accordance with what was expected and needed in managing the project. This training can be attended by participants from various educational backgrounds, but the implementation time needs to be considered for participants with social and humanities backgrounds. In order to provide a better understanding, online training needs to be combined with offline in class. The training is felt to be very useful for improving the competence of project managers, so it needs to be continued with modification and development. 

The Impact of the Project Manager on Project Management Planning Processes

2002 ◽  
Vol 33 (3) ◽  
pp. 58-64 ◽  
Author(s):  
Shlomo Globerson ◽  
Ofer Zwikael
Keyword(s):  
Risk Management ◽  
Project Management ◽  
Poor Quality ◽  
Project Planning ◽  
Project Managers ◽  
Project Manager ◽  
Risk Management Process ◽  
Planning Processes ◽  
Tools And Techniques ◽  
The Impact

If a project is to be successfully completed, both planning and execution must be properly implemented. Poor planning will not allow appropriate execution and control processes or achievement of the project's targets. The objective of the study reported in this paper is to evaluate the impact of the project manager on the quality of project planning processes within the nine knowledge areas defined by A Guide to the Project Management Body of Knowledge (PMBOK® Guide) and to determine ways of increasing the effectiveness of the manager's intervention. Participants in the study evaluated their use of the 21 processes that relate to planning, out of the 39 processes required for proper project management. The results of the study reveal risk management and communications as the processes with the lowest planning quality. Poor quality in these areas results when project managers lack the formal tools and techniques for dealing with communications and the functional managers are not equipped with the tools and techniques that will allow them to effectively contribute to the risk management process. Improving quality planning processes requires the development of new tools in areas such as communications, as well as organizational training programs designed for the functional managers.

Effective Strategies for Communication Management in a Project Management Environment

2020 ◽  
Vol 10 (2) ◽  
pp. 86-92
Author(s):  
Brian J. Galli
Keyword(s):  
Project Management ◽  
Communication Channel ◽  
Project Managers ◽  
Communication Strategy ◽  
Communication Management ◽  
Effective Strategies ◽  
Educational Backgrounds ◽  
Key Factor ◽  
The Right

This paper evaluates the effectiveness of using strategic approaches for managing communication in projects, especially for top-level managers and lower-level employees. The gap of communication could be resolved by implementing strategic approaches of communication management, so as to include all personnel in the organization. According to Neves and Eisenberger (2012), the literature of communication management has stated that it is a key factor for success. Furthermore, Ramsing (2009) claimed that in recent years, most project managers have different educational backgrounds, but they also have limited backgrounds in communication management. To overcome this problem, the authors will state the most effective strategies for managers to utilize for communication in a project. They believe that the there are four most effective strategies, which are the PMI communication strategy, the six main steps of communication strategy, understanding the direction of communication, and choosing the right communication channel.

scholarly journals Analysis of the Visual Perception of the Competences of Project Managers

2021 ◽  
Vol 13 (9) ◽  
pp. 4984
Author(s):  
Rocio Poveda-Bautista ◽  
Jose-Antonio Diego-Mas ◽  
Jorge Alcaide-Marzal
Keyword(s):  
Project Management ◽  
Visual Perception ◽  
Personality Traits ◽  
Project Managers ◽  
Project Manager ◽  
Facial Features ◽  
Reverse Correlation ◽  
Unconscious Process ◽  
The Face ◽  
Very High

Based on the appearance of their faces, we attribute to people personality traits, moods, capacities, or competences. This unconscious process plays a central role in our everyday decisions and how we choose partners or our favorite candidate. This work is the first approach to the analysis of the influence of appearance-driven judgments of faces in the project management field. The main objective of this study was to obtain an approximate image of the general mental prototype of the face of a project manager using noise-based reverse correlation. The obtained image shows the features of the faces that drive the perception of a good project manager. The face shows very high average scores for all the competences recognized in the IPMA Individual Competence Baseline when assessed by a sample of project management practitioners. From these results, it can be stated that people have clearly defined prototypes of facial features that convey the perception of being a competent project manager, and this finding may have implications in the project management field.

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.

Quality of Project Management Education and Training Programmes

2010 ◽  
Vol 1 (2) ◽  
pp. 13-25 ◽  
Author(s):  
Constanta-Nicoleta Bodea ◽  
Maria Dascalu ◽  
Melania Coman
Keyword(s):  
Project Management ◽  
Management Education ◽  
Management Training ◽  
Project Managers ◽  
Training And Education ◽  
Team Members ◽  
Training Programmes ◽  
Or Team ◽  
And Training

This paper examines the factors that influence the quality of training and education on project management. The authors present the results of two questionnaire-based surveys. The goal of the first survey was to find what factors influence the quality of project management education, according to the perspective of trainers, professors, and training providers. The respondents included Chinese and European academics and professionals, such as project managers, software developers, financial managers and professors. The respondents were not only involved in project management training but also served as team members or team managers, thus ensuring a balanced overview of theoretical and practical issues. The goal of the second survey was to explore the definition “quality” to trainees and students. Although there were small differences of perspective, both trainers and trainees have the same approach toward a qualitative project management education.

scholarly journals Determinants in Project Management and Change Processes in the Operations of an Organisation

2021 ◽  
Vol 18 ◽  
pp. 1190-1201
Author(s):  
Beata Skowron-Grabowska
Keyword(s):  
Project Management ◽  
Change Management ◽  
Empirical Research ◽  
Arithmetic Mean ◽  
Project Managers ◽  
Systemic Approach ◽  
Change Processes ◽  
Project Implementation ◽  
Common Values ◽  
Implementation Time

The purpose of the article is to present primary conditions in the process of project management in organisations. Ontology, terminology, axiology and epistemology were taken into account in particular. Many elements of the projects which generate improvement of the efficiency of the organisation in the context of a systemic approach, such as common values, organisation goals and change management were also listed. Furthermore, project’s preparation is presented in the paper. Rating in the area of challenges, barriers and trends in project management were highlighted on the basis of answers provided by project managers. Taking into account the results of empirical research, it was assumed that the arithmetic mean of ratings indicates the importance of challenges, barriers and trends for project management in organisations. This article develops previous researches on existing theories of project management and change processes. As a result, it has become reasonable to assume the hypothesis that the project implementation time is determined by the rating of challenges, barriers and trends in project management; higher ratings of challenges and trends and lower rating of barriers lead to shorter project implementation times

scholarly journals Book Review: Project Management for Information Professionals

2016 ◽  
Vol 60 (4) ◽  
pp. 280
Author(s):  
Chelcie Juliet Rowell
Keyword(s):  
Project Management ◽  
Large Scale ◽  
Management Training ◽  
Project Managers ◽  
Information Environment ◽  
For Profit ◽  
Strategic Goals ◽  
Information Professionals ◽  
Management Techniques

In a rapidly changing information environment, where resources are also scarce, increasingly memory institutions meet strategic goals by means of project-based work. Project Management for Information Professionals reaches out to accidental project managers working in libraries, archives, or museums (LAMs)—people who are asked to lead projects without formal project management training due to their competence, experience, and ability to win others over to their cause. For those tasked with leading critical projects, such as installation of compact shelving or a large-scale collaborative digitization effort, Note distills project management techniques more common in the for-profit industry but just as relevant in a cultural heritage context into a pithy handbook accessible to information professionals.

Project Expectation Management – A Quality Approach to Customer Satisfaction

2016 ◽  
Vol 5 (1) ◽  
Author(s):  
Karuna Devi Mishra ◽  
Dr. Sudarsanam
Keyword(s):  
Project Management ◽  
Customer Satisfaction ◽  
Project Managers ◽  
Market Place ◽  
Dynamic Approach ◽  
Project Environment ◽  
Project Governance ◽  
Expectation Management ◽  
Management Project ◽  
Quality Approach

This paper investigates the current challenges faced by the project managers in creating realistic expectations of customers in dynamic changing project environment which are created by rapid introduction of new unknowns, as they progress. One might say they are more akin to packing boxes of frogs without a cover, setting each thing right before a new challenge is faced. The difficulties posed by these projects are identified and the literature is reviewed for suitable approaches. Why do projects fail and what more is critical to the success of project? All projects are conceived with a vision to satisfy certain needs of the business. Hence, the beneficiary of these needs become key stakeholder. Appropriate participation of this key stakeholder in steering the project ensures the success of the project. Also businesses are impacted by competition and changing market place resulting in skewed expectation management. Managing expectations enhances the success of the project immensely. Now, goal of the project plays a pivotal role and hence respecting it, is an important task, in project management. Project governance is an important aspect which needs to change according to the requirements and requires a dynamic approach rather than a ‘rule book approach’.

An Analysis of Web-based Document Management and Communication Tools Usage Among Project Managers

2017 ◽  
Vol 8 (1) ◽  
pp. 1-24 ◽  
Author(s):  
Tomislav Rozman ◽  
Tanja Kocjan Stjepanovič ◽  
Andrej Raspor
Keyword(s):  
Project Management ◽  
Management Practice ◽  
Project Managers ◽  
Document Management ◽  
Communication Tools ◽  
Web Based ◽  
Motivation Factors ◽  
Communication Software ◽  
Group Interviews ◽  
Eu Project

The article analyzes modern cloud document management systems and communication tools from the viewpoint of a EU project managers, who lead multidisciplinary, multilingual and international teams. It also explores the types of users who use these tools as well as the motivation factors guiding their choices. The research includes observation within the project group, interviews and semi-structured surveys among 40 EU project managers, who have managed 244 EU projects. The main finding is that a lot of project managers still don't use shared, cloud document system. The biggest obstacle to more efficient usage of existing systems is their un-friendliness, security concerns and lack of skills. Meetings are still perceived as the most efficient channel for distributing and receiving project tasks, but they are closely followed by communication software. Applying the authors' findings to the project management practice can lead to better communication and shared document storage management, which can influence overall effectiveness of project management.

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