eTTCampus

2013 ◽  
pp. 528-540
Author(s):  
David E. Gray ◽  
Malcolm Ryan
Keyword(s):  
Decision Making ◽  
Project Management ◽  
Critical Analysis ◽  
Virtual Campus ◽  
Team Members ◽  
Management Processes ◽  
Funded Project ◽  
Effective Use ◽  
The Impact ◽  
Training Opportunities

This chapter critically examines innovative approaches to the evaluation of a European funded project involving nine countries in the development of a virtual campus to provide training opportunities in ICT for teachers and trainers across Europe. It explores project management processes and decision-making and the impact on outcomes as well as relationships between project team members. It concludes with recommendations for the more effective use of a range of these approaches, asserting that a critical analysis of the processes of engagement is as important as the outcomes.

eTTCampus

2013 ◽  
pp. 383-401
Author(s):  
David E. Gray ◽  
Malcolm Ryan
Keyword(s):  
Decision Making ◽  
Project Management ◽  
Critical Analysis ◽  
Virtual Campus ◽  
Team Members ◽  
Management Processes ◽  
Funded Project ◽  
Effective Use ◽  
The Impact ◽  
Training Opportunities

This chapter critically examines innovative approaches to the evaluation of a European funded project involving nine countries in the development of a virtual campus to provide training opportunities in ICT for teachers and trainers across Europe. It explores project management processes and decision-making and the impact on outcomes as well as relationships between project team members. It concludes with recommendations for the more effective use of a range of these approaches, asserting that a critical analysis of the processes of engagement is as important as the outcomes.

scholarly journals Areas of Research on the Development of the Tourist and Recreational Sphere as an Object of Public Administration

2021 ◽  
pp. 147-154
Author(s):  
N. Boretskaya ◽  
◽  
G. Krapivina ◽  
Keyword(s):  
Decision Making ◽  
Public Administration ◽  
The Public ◽  
State Management ◽  
Management Processes ◽  
Separate Area ◽  
Multiplier Effect ◽  
Public Consciousness ◽  
Strategic Goals ◽  
The Impact

In the article, the problem of determining the directions of research of the development of the tourist and recreational sphere as an object of public administration acquires further theoretical and methodological substantiation. The directions of improving the mechanisms of decision-making by state bodies for the development of the tourist and recreational sphere are formulated on the basis of the introduction of a systematic approach, digitization and modeling. The efforts of state bodies to form the structure of the market in order to study and analyze the impact of public administration and regulation on the realities of the tourist and recreational sphere and the proposals of tourist and recreational products that affect the public interest in them on the part of consumers of tourist services are a separate area of scientific research in tourism. -recreational sphere as an object of public administration and decision-making mechanisms by state bodies for the development of tourist and recreational territories It is shown that the processes of using tourist and recreational resources and diversification of the economy are positively influenced by the intersectoral nature of the tourist and recreational sphere due to the multiplier effect for related sectors of the economy of the territories, directly involved in the tourist services served by consumers. It has been proved that a city characterized by a significant territorial concentration of labor, consumers, related industries and services is very attractive for the activities of enterprises in the tourism and recreation sector in terms of minimizing costs, and it is expedient in determining the role and mechanisms of government influence on the development of the tourism and recreation sector. and the formation of strategic goals for the development of a regime for promoting their development is the study of the tourist and recreational market of the territory. The development of the regional and local tourist and recreational sphere is greatly facilitated by the transformation in the public consciousness of the concept of free time, i.e. changes in the behavior of consumers of tourism services in relation to specific settlements or the region as a whole. The main goal of the qualitative improvement of state management of the development of the tourist and recreational sphere is to increase its openness, spread goodwill towards the population, accelerate management processes, effectively solve problems, increase the mobility of workers in tourist and recreational enterprises and their satisfaction with work.

Globalised Adoption of Knowledge Management in New Product Development: A Conceptual Framework from Project Management Perspective

2021 ◽  
Vol 12 (1) ◽  
pp. 37-37
Author(s):  
Bak Aun Teoh ◽  
Wei Hong Ling ◽  
Amlus Ibrahim
Keyword(s):  
Knowledge Management ◽  
Project Management ◽  
Product Development ◽  
New Product Development ◽  
Success Factors ◽  
Market Competition ◽  
New Product ◽  
Development Project ◽  
Team Members ◽  
The Impact

The growth in new knowledge and technology has substantially increased the complexity of the projects that is strongly influencing the time, cost, and quality of the project management. Due to the volatility of the current market, the effectiveness of knowledge management (KM) could reduce the project uncertainties, project life cycle costs, and risks of new product development (NPD). Since NPD is regarded as the key to innovation due to its strong connection between the knowledge and core competence, the ways how the knowledge will be captured, created, and shared among the project teams is important to remain competitive in today's business and market competition. Hence, the modes of how they are created and shared between the project team members as well as the impact of KM towards NPD will be discussed in this paper. KM are normally created and transferred through the conversion between explicit and tacit knowledge, which can be further applied into the project management. Furthermore, the existing knowledge of the organisation can be evaluated by the actions of decision makers, hence, it is undoubted that a better knowledge can lead to measurable efficiencies in production and product development. The key success factors of KM that have been implemented will be discussed in this paper as well, which help to increase the probability of project success. Keywords: New Product Development; Project Management; Knowledge Management; Globalisation

Design of an Integrated Project Management Information System for Large Scale Public Projects

2013 ◽  
pp. 150-164
Author(s):  
Mona Taghavi ◽  
Ahmed Patel ◽  
Hamed Taghavi
Keyword(s):  
Decision Making ◽  
Project Management ◽  
Large Scale ◽  
Functional Model ◽  
Information Service ◽  
Project Management System ◽  
Public Projects ◽  
Complete Life Cycle ◽  
Management Processes ◽  
Efficiency And Effectiveness

Due to the unprecedented growth of outsourcing ICT projects by the Iranian government, a critical need exists for the proper execution and monitoring of these projects. In this paper, the authors propose a web-based project management system to improve the efficiency and effectiveness of the management processes and accelerate decision making. Based on the requirements and information flow between various units involved in the complete life-cycle of ICT project management, a functional model and system architecture with various underlying structures has been designed. The functional model contains two sub-systems: process management and information service. The proposed system structure is based on a four-layer client-server computing model. As a part of a publically available ICT system, it must be secure against cybercrime activities. This system can bring efficiency in managing the projects, improve decision making, and increase the overall management process with total accounting and management transparency. The proposed system overcomes the problems associated with a central system and traditional management processes, as is currently the case in Iran.

Success Factors in the Implementation of a Collaborative Technology and Resulting Productivity Improvements in a Small Business

2005 ◽  
pp. 129-150
Author(s):  
Nory B. Jones ◽  
Thomas R. Kochtanek
Keyword(s):  
Decision Making ◽  
Success Factors ◽  
Future Research ◽  
Collaborative Technology ◽  
Performance Improvements ◽  
Effective Implementation ◽  
Potential Success ◽  
Effective Use ◽  
The Impact ◽  
The Relationship

Practitioners and academics often assume that investments in technology will lead to productivity improvements. While the literature provides many examples of performance improvements resulting from adoption of different technologies, there is little evidence demonstrating specific, generalizable factors that contribute to these improvements. Furthermore, investment in technology does not guarantee effective implementation. This qualitative study examined the relationship between four classes of potential success factors on the adoption of a collaborative technology and whether they were related to performance improvements in a small service company. Users of a newly adopted collaborative technology were interviewed to explore which factors contributed to their initial adoption and subsequent effective use of this technology. The results show that several factors were strongly related to adoption and effective implementation. The impact on performance improvements was further explored. Results showed a qualitative link to several performance improvements including timesavings and improved decision-making. These results are discussed in terms of generalizability as well as suggestions for future research.

‘Smart' Project Management

2016 ◽  
pp. 179-192
Author(s):  
Céline M. Silvius ◽  
Gilbert Silvius
Keyword(s):  
Project Management ◽  
Mobile Devices ◽  
Project Managers ◽  
Project Manager ◽  
Team Collaboration ◽  
Team Members ◽  
Explorative Study ◽  
Management Processes ◽  
Share Information

Mobile devices and applications are changing the way individuals gather, process and share information. A development which also applies to project management. This chapter reports an explorative study on the functionality of 50 project management apps. The apps were analyzed on the variables: type of functionality, project management processes supported, methodology/standard supported, topics covered, website support, languages supported, project roles supported, number of team members supported and number of projects supported. Our analysis showed that the functionality of project management apps today is mainly focused on two application areas: (A) Supporting the role of the project manager individually in the planning/organizing processes of the project and (B) Supporting team communication and team collaboration. Lacking in functionality seems to be the communication/collaboration with project sponsor and other stakeholders. Based on our study we recommend project managers to be selective when starting to use project management apps.

What is Needed to Advance Transformational E-Government and Why

2015 ◽  
pp. 1302-1322
Author(s):  
Shauneen Furlong
Keyword(s):  
Project Management ◽  
Operations Management ◽  
Process Management ◽  
Management Science ◽  
Design And Implementation ◽  
Management Processes ◽  
External Driver ◽  
Operational Activities ◽  
Tools And Techniques ◽  
The Impact

Throughout the millennia, project management methodologies were developed, and as projects were completed, both theoreticians and practitioners contributed to the development of project management science and codification. Throughout this time, project management science grappled with the problem of delineating project activities from on-going operational activities. Projects require project management while operations require business process management or operations management (PMI, 2008). In the project methodology world, a project is defined as unique, temporary, a definite start and finish (PMI, 2008). Without this definition, the science of project management cannot be applied. It is this definition that provides the credence for the creation and application of project management processes, tools, and techniques. However, the science of project management exists irrespective of a project. In fact, it is the application of project management to any endeavor that creates a project. Effective project management that will drive the design and implementation of transformational e-Government must be enhanced. This chapter proposes project management enhancements to the design, direction, management, and implementation of e-Government projects that focus on project problems rather than methodological processes. The enhanced project management solution provides the tools and educates the user to take into account the impact of the holistic, synergistic challenges and barriers that surround and influence e-Government projects – heretofore, in an unmanageable way that has inhibited change instead of promoting it. The enhanced project management solution is “exogenous” of the e-Government solution; it is its external driver.

scholarly journals Understanding Relationship between Milestone and Decision-Making in Project Management: A Qualitative Study among Project Managers in Saudi Arabia

2018 ◽  
Vol 13 (8) ◽  
pp. 184 ◽  
Author(s):  
Umar Altahtooh ◽  
Thamir Alaskar
Keyword(s):  
Decision Making ◽  
Saudi Arabia ◽  
Project Management ◽  
Qualitative Study ◽  
Thematic Analysis ◽  
Project Managers ◽  
Structured Interviews ◽  
Pragmatic Research ◽  
The Impact ◽  
The Relationship

Despite the importance of milestone as a key knowledge in project management, there has been lack of research to understand the relationship between milestones and decision-making. This paper presents a pragmatic research context that aims understanding the nature of milestones and their relationship with different decision-making structures and responsibilities across projects. Data were collected through 14 semi-structured interviews with project managers and analyzed using thematic analysis. The findings explore the concepts of project milestones among project managers in Saudi Arabia. The paper finds that there is a relationship between milestones and the impact on decision-making.

scholarly journals Social Media Collaboration in Software Project Management

2019 ◽  
Author(s):  
Sania Imran ◽  
Faiqa Mehboob ◽  
Mehreen Sirshar
Keyword(s):  
Social Media ◽  
Project Management ◽  
Delphi Study ◽  
Cultural Context ◽  
Relationship Building ◽  
Software Project ◽  
Management Processes ◽  
Business Functions ◽  
The Impact

Social media has become part and parcel of the world of today. These days, it’s still the most talked about thing. It cannot be overlooked because it plays a key role in our business functions such as marketing and advertising. Social Media is all about collaboration on files, ideas and projects that help users and stakeholders to successfully complete the project. It influences how people communicate, develop relationship, build trust, increase transparency and provide cultural context. The fundamental aim of this research is to investigate the capacity for project management in social media. This paper explains how social media is used for project management knowledge areas and process groups. Also this research aims to identify SM tools that can be suitable for project management processes. Two studies Delphi Study of three rounds and structured case study interview are used to investigate the impact on the performance of the project team and process robustness. These studies support social media use by accessing the contribution to relationship building, trusts, coordination and cohesion.

scholarly journals Are ICTs Prerequisites for the Eradication of Poverty?

2007 ◽  
Vol 7 ◽  
pp. 283-294
Author(s):  
H P P Lötter
Keyword(s):  
Decision Making ◽  
Information And Communication Technologies ◽  
Communication Technologies ◽  
Knowledge And Skills ◽  
Information And Communication ◽  
The Rich ◽  
Effective Use ◽  
The Impact ◽  
The Relationship

I provide a philosophical analysis of the claim that ICTs are necessary preconditions for the eradication of poverty. What are the links between information and communication technologies (ICTs) and poverty? I first define technology and then give a brief depiction of ICTs. Thereafter I define poverty and give a brief expla-nation of its context and causes. Next I discuss the relationship between poverty and ICTs in three paradigm cases: [i] the role of ICTs in poor societies, [ii] the effect of poor ICT knowledge and skill of individuals in highly developed technological societies, and [iii] the impact of impoverished ICT knowledge and skills on the rich, powerful, and intelligent ones in society. I propose a procedure for decision making about the appropria-tion of ICTs by individuals and societies. I assess the claim that both access to ICTs and effective use of them are preconditions for the eradication of poverty.

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