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

Fostering engagement and dealing with stress in projects that effect change

2014 ◽  
Vol 30 (3) ◽  
pp. 140-143
Author(s):  
H. Frank Cervone
Keyword(s):  
Project Management ◽  
Change Management ◽  
Design Methodology ◽  
Project Success ◽  
Project Managers ◽  
Successful Management ◽  
Effect Change ◽  
Content Type ◽  
Significant Change ◽  
Change Efforts

Purpose – The purpose of this paper is to discuss the factors that can contribute to successful management of these issues by project managers. Frequently, projects involve significant change efforts. To achieve project success, project managers must have the skills and understanding to manage the personnel issues related to change and stress related to change. Design/methodology/approach – By reviewing the definitive literature related to change management, the author provides some criteria for project managers to consider as they foster engagement and manage stress related to change in projects. Findings – There are three primary strategies project managers can use to successfully manage both engagement and stress in projects that involve significant change efforts. Originality/value – While the issues related to change management have been discussed generally, the application of these theories and practices to project management has not been extensively explored in the literature. This article provides a general overview of the major theories in direct relationship to project management.

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. 

scholarly journals Current issues of diagnostics and development of the organization in the field of project management

2020 ◽  
Vol 164 ◽  
pp. 10034
Author(s):  
Natalia Kataeva ◽  
Darya Starkova ◽  
Alexey Sysolyatin ◽  
Kristina Karmokova
Keyword(s):  
Project Management ◽  
Close Correlation ◽  
Project Managers ◽  
Oil Refining ◽  
Maturity Model ◽  
Project Implementation ◽  
Financial Efficiency ◽  
Strategic Objective ◽  
Organizational Maturity ◽  
The Ideal

This article analyzes the aspects of competence approach in improving the skills of project managers, as well as the main approaches to the study of the organization’s competence in the field of project management. Having applied generalization and systematization of different models of competence-based approach, the authors developed a mechanism for assessing the competence of the organization in the field of project management. The analysis concluded that increasing the level of organizational maturity and individual competence of project management specialists contributes to the growth of project culture and project implementation within the established limits and success criterion, and so, therefore, allows the organization to implement the set strategic objective, overcome the contemporary strategic challenges with a minimum of losses, improve the financial efficiency of the organization generally. Using the SOVNET methodology to assess the level of individual competence of employees and the organizational maturity model of project management, the close correlation and identity of these two values is proved as a percentage of the ideal level by the results of measurements on the example of an oil refining company.

Sustainability on Project Management

2020 ◽  
pp. 281-304 ◽  
Author(s):  
Hugo Fernando Castro Silva ◽  
César Hernando Rincón-González ◽  
H. Mauricio Diez-Silva
Keyword(s):  
Project Management ◽  
Empirical Research ◽  
Representative Sample ◽  
Research Work ◽  
Project Managers ◽  
Academic Community ◽  
The Other ◽  
Future Generations ◽  
Maturity Model ◽  
The Social

Ensuring the conservation of current resources for future generations has become a challenge that from day to day turns to be more important and urgent for society. Despite the fact that sustainability and project management have been subjects of interest in the academic community, few investigations are related to the integration of sustainability within project management, even fewer in the Colombian context. This empirical research work presents results about the perception from a representative sample of project managers from the construction industry in Colombia related to the implementation of elements of sustainability when managing projects established in the maturity model of Salem Azahrani. The results indicate, on one hand, a low average level of maturity and on the other, a higher orientation toward aspects of the economical dimension of the projects in comparison with the social and environmental dimensions.

scholarly journals Knowledge Management in Projects

2021 ◽  
Vol 17 (1) ◽  
pp. 1-14
Author(s):  
Leandro Pereira ◽  
José Santos ◽  
Álvaro Dias ◽  
Renato Costa
Keyword(s):  
Economic Growth ◽  
Knowledge Management ◽  
Project Management ◽  
Knowledge Transfer ◽  
Life Cycles ◽  
Project Managers ◽  
Growth Promoter ◽  
Project Implementation ◽  
Organizational Surveys ◽  
Business Sectors

Knowledge transfer in project-based organizations has been recognized as a productivity and economic growth promoter that is currently not properly managed. Therefore, it is critical to investigate the importance of knowledge regarding its acquisition, use, and transfer across all departments of an organization. The main objective of this work was to evaluate how modern organizations from different business sectors manage and share their knowledge by following the knowledge management and transfer life cycles when developing their projects. Organizational surveys were performed to project managers working in project management within in multiple Portuguese industries (or with representation in Portugal) from multiple business sectors and holding different hierarchical positions. The present study revealed that most companies can identify, capture, and retain the relevant knowledge, and apply it to the development of other projects. Thus, the importance of implementing the knowledge management transfer to other projects is crucial for successful project implementation and management.

Managing Healthcare Integration

2018 ◽  
Vol 49 (5) ◽  
pp. 5-21 ◽  
Author(s):  
Aaron Gordon ◽  
Julien Pollack
Keyword(s):  
Life Cycle ◽  
Project Management ◽  
Change Management ◽  
Healthcare Services ◽  
Life Cycles ◽  
Project Managers ◽  
Project Life Cycle ◽  
Management Literature ◽  
Management Approaches ◽  
Project Life

Healthcare integration projects typically involve significant organizational change, with the intention of providing improved patient services and outcomes through the integration of healthcare services. Some of the management needs of healthcare integration arguably go past the traditional domain of project management, leading practitioners in these projects to use change management in combination with project management. The focus of this article is on the ways that project managers, responsible for merging and integrating healthcare services, have used project management and change management approaches in combination when delivering these projects. The article involves an inductive analysis of data from the integration of 10 healthcare networks. The aim of this article is to contribute to the growing stream of project management literature that explores the blending of both project management and change management. Analysis of these healthcare integration projects led to five key themes, which can be summarized as: (1) traditional project management only partly aligns to the needs of healthcare integration projects; (2) benefits were found in combining project management with change management; (3) change management was particularly beneficial if used early in the project life cycle; (4) the life cycles of these two disciplines did not align, causing complications in practice, and (5) practitioners used an intuitive and improvisational approach to combining the disciplines.

Sustaining Momentum in an Integrated Field Model Utilizing an Efficient Project Management Approach - Challenges, Lessons Learnt and Solutions from a Supergiant Field Implementation

2021 ◽  
Author(s):  
Rachelle Cornwall ◽  
Deepak Tripathi ◽  
Sandeep Soni ◽  
Jose Isambertt
Keyword(s):  
Project Management ◽  
Change Management ◽  
Production Optimization ◽  
Smooth Transition ◽  
Management Approach ◽  
Project Implementation ◽  
Production Potential ◽  
Model Quality ◽  
Field Development ◽  
Vendor Management

Abstract Integrated model projects underscore an organizations ability to fully enhance efficiency and unlock production potential. This paper provides a change management framework for key knowledge areas of an IAM implementation, in a giant onshore field to ensure these projects maintain an organizational and operational continuity toward improving production surveillance and optimization. Benefits of linking subsurface performance to surface facilities delivered use cases possible through a well-defined organizational structure and vendor management techniques post deployment. Leveraging project implementation guidelines, working sessions for project sustainability captured all activities required to assure project continuity with maximum utilization. Processes for construction, calibration and network updates were outlined in the organizations new RACI and supported by well-defined quick reference user guides. Decision workflows for validation of pressure and rate data underpinned the value creation through the IAM. Knowledge sharing sessions were linked to a competency development plan for performance audits as IAM activities became routed in routine work. A guided on-site support with vendor as well as the establishment of a support portal ensured time-bound issue resolutions. A large IAM project implementation, involving stakeholders from multiple disciplines and teams, offers unique challenges such as resource-allocation, schedule-optimization, communication-mechanism-identification, change-management, project-document-configuration management, and vendor-management. The innovative user-reference-guide optimized time and enhanced efficiency of the engineers by more than 30%. Standardized process aligned to integrated reservoir management principles reduced the extent of variability in analyses, underscoring continuity of work. Improved data and model quality enhanced the unit's ability to support production evaluations in field operations. In the areas of cost-optimization and process improvements, the project has generated more than 10 value-cases. The project management approach discussed here facilitated the tasks of the newly formed production optimization team. Standardized engineering processes and well-defined tasks support major business objectives, such as well-health optimization, process-standardization, and talent-development. Clearly defined roles and accountabilities assisted the smooth transition and change-management, adopting a new way of working. For example, technical rate determination through the IAM is standardized. Support utilities established for the project are easily accessed with a version-control system for all engineers. In conclusion, the Production Optimization team's core ability to unlock hidden production potential has significantly improved. Integrated asset models are driving the decision-making process for field development and operation teams. This paper summarizes the lesson learnt over three years and provides a concept-skeleton that can be successfully replicated for other projects.

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.

scholarly journals Building impactful systems-focused simulations: integrating change and project management frameworks into the pre-work phase

2021 ◽  
Vol 6 (1) ◽  
Author(s):  
Mirette Dubé ◽  
Glenn Posner ◽  
Kimberly Stone ◽  
Marjorie White ◽  
Alyshah Kaba ◽  
...  
Keyword(s):  
Project Management ◽  
Complex Systems ◽  
Change Management ◽  
Systematic Approach ◽  
Reflective Learning ◽  
Healthcare Organizations ◽  
High Quality ◽  
Comprehensive Collection ◽  
Enabling Institutions ◽  
Efficient Care

AbstractHealthcare organizations strive to deliver safe, high-quality, efficient care. These complex systems frequently harbor gaps, which if unmitigated, could result in harm. Systems-focused simulation (SFS) projects, which include systems-focused debriefing (SFD), if well designed and executed, can proactively and comprehensively identify gaps and test and improve systems, enabling institutions to improve safety and quality before patients and staff are placed at risk.The previously published systems-focused debriefing framework, Promoting Excellence and Reflective Learning in Simulation (PEARLS) for Systems Integration (PSI), describes a systematic approach to SFD. It includes an essential “pre-work” phase, encompassing evidence-informed steps that lead up to a SFD. Despite inclusion in the PSI framework, a detailed description of the pre-work phase, and how each component facilitates change management, was limited.The goal of this paper is to elucidate the PSI “Pre-work” phase, everything leading up to the systems-focused simulation and debriefing. It describes how the integration of project and change management principles ensures that a comprehensive collection of safety and quality issues are reliably identified and captured.

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