Project Manager as a Pivot Point for Implementing Sustainability in an Enterprise

2013 ◽  
pp. 261-278 ◽  
Author(s):  
Richard Maltzman ◽  
David Shirley
Keyword(s):  
Project Managers ◽  
Project Manager ◽  
Special Importance ◽  
Short Term ◽  
Pivot Point

In this chapter, the authors provide a rationale for asserting a special importance of the project manager with respect to implementing sustainability at their enterprise, due to their being at a key “pivot point.” This does not come without challenges, and here the authors convey those specific challenges for project managers. They show that one of these challenges is adopting a sustainability thinking mindset, a mindset that has its roots in the “larger scheme of things, and the long-haul,” even though project managers are often (necessarily) focused on their immediate scope, and short-term deliverables for demanding stakeholders. Finally, the authors advise project managers with some specific techniques to overcome the prior challenges.

Project Manager as a Pivot Point for Implementing Sustainability in an Enterprise

2013 ◽  
pp. 926-943
Author(s):  
Richard Maltzman ◽  
David Shirley
Keyword(s):  
Project Managers ◽  
Project Manager ◽  
Special Importance ◽  
Short Term ◽  
Pivot Point

In this chapter, the authors provide a rationale for asserting a special importance of the project manager with respect to implementing sustainability at their enterprise, due to their being at a key “pivot point.” This does not come without challenges, and here the authors convey those specific challenges for project managers. They show that one of these challenges is adopting a sustainability thinking mindset, a mindset that has its roots in the “larger scheme of things, and the long-haul,” even though project managers are often (necessarily) focused on their immediate scope, and short-term deliverables for demanding stakeholders. Finally, the authors advise project managers with some specific techniques to overcome the prior challenges.

Greek Construction Project Managers' Cognitive Abilities, Personality and Knowledge

2014 ◽  
Vol 5 (1) ◽  
pp. 32-47 ◽  
Author(s):  
Georgios N. Aretoulis ◽  
Christoforos H. Triantafyllidis
Keyword(s):  
Construction Industry ◽  
Cognitive Abilities ◽  
Well Being ◽  
International Management ◽  
Project Managers ◽  
Project Manager ◽  
Special Importance ◽  
Construction Companies ◽  
Management Literature ◽  
Structured Questionnaire

The tasks performed by a project manager are of special importance to the well being and economic prosperity of construction companies. This paper is aiming at defining the Greek project managers' dominant cognitive abilities, personality characteristics, skills and knowledge. An effort is made to identify available attributes associated with successful management performance and career development. The survey was conducted based on a structured questionnaire. The effort led to 102 responses, originating from engineers and construction professionals, throughout the Greek Construction Industry, including Public-Work Authorities. The questionnaire was based on international management literature and interviews. The study discusses the results of the survey and provides a comparison with those attributes identified in the international literature and correlates the participants' profile with their responses.

Training Soft Skills to Project Managers An Experience Report

2012 ◽  
Vol 3 (2) ◽  
pp. 84-88 ◽  
Author(s):  
Anne Kramer
Keyword(s):  
Time Budget ◽  
Leadership Competencies ◽  
Project Managers ◽  
Project Manager ◽  
Point Of View ◽  
Limiting Factor ◽  
Short Term ◽  
Software Projects

The success of software projects is driven by the magical triangle between time, budget, and quality. While short term thinking focuses on time and budget, it is quality that has the most important impact on long term customer satisfaction. Thus, providing good quality software is crucial for success. Quality is influenced by several factors. It depends on the entire software development process and related activities (e.g., requirements management, configuration management, design controls, etc.). However, quality cannot be forced from outside. It is well known, but often forgotten, that it is the team and its relation to the project manager that decides on success or failure of a project. Improving the skills of the project managers improves the quality of the products. The limiting factor usually is not related to technical skills that can be trained quite easily. In fact, project management is all about communication and leadership competencies which are far more difficult (but not impossible) to train. In this paper, the author reports on experiences with this kind of training from an industrial point of view. In particular, the author describes what was most helpful and where the major difficulties lay.

Impact of Project Manager Competencies on Project Success: Case of Social Projects in the City of Agadir, Morocco

2019 ◽  
Vol 10 (5) ◽  
pp. 456-469
Author(s):  
Habiba Abou Hafs ◽  
◽  
Fadila Boutora ◽  
Keyword(s):  
Leadership Skills ◽  
Personal Characteristics ◽  
Self Esteem ◽  
Project Managers ◽  
Project Manager ◽  
Self Control ◽  
Behavioral Skills ◽  
Professional Characteristics ◽  
The Social ◽  
The City

The question of project manager competencies and especially in social projects is a key issue for social organizations seeking to progress and achieve success. If the manager has an important role to play with regard to the social organization, he’s however dependent on his behavioral, professional and personal capacities. The purpose of this paper is to show, on the basis of a quantitative study carried out among 120 managers of social projects in cooperatives located in the city of Agadir (Morocco), that the success of projects is conditioned by the leadership skills. Consequently, factors related to behavioral skills such as Solidarity; Involvement; Patience; Creativity; Empathy; Motivation; Trust; Commitment; Self-esteem; Transparency; Self-control; Discipline and other factors related to professional characteristics and personal characteristics of project managers prove a positive and significant relationship with the criterion of success studied.

Perangkat sumber daya manusia (brainware). S Mukhtar Ayubi Simatupang. PMM-1

2020 ◽  
Author(s):  
S Mukhtar Ayubi Simatupang
Keyword(s):  
Human Resources ◽  
Computer System ◽  
Computer Systems ◽  
Project Managers ◽  
Project Manager ◽  
Database Administrator ◽  
System Analyst

AbstrakBrainware adalah istilah yang digunakan untuk manusia yang digunakan untuk manusia yang berhubungan dengan sistem komputer. Manusia merupakan suatu elemen dari sistem komputer yang merancang bagaimana suatu mesin dapat bekerja sesuai dengan hasil yang diinginkan. Tingkatan brainware terdiri atas system analyst, programmer, administrator, dan operator. Bagian bagian brainware terdiri atas operator komputer, teknisi, trainer, konsultan, project manager, programmer, grapic designer, spesialis jaringan, database administrator, dan system analitis. Kata Kunci : Brainware (Perangkat Sumber Daya Manusia)AbstractBrainware is a term used for humans that is used for humans related to computer systems. Humans are an element of a computer system that designs how a machine can work in accordance with the desired results. The brainware level consists of system analysts, programmers, administrators, and operators. The brainware section consists of computer operators, technicians, trainers, consultants, project managers, programmers, grapic designers, network specialists, database administrators, and system analytics.Keywords: Brainware (Human Resources Tool)

Leading the way: how project manager strengths can influence team resilience

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Case Studies ◽  
Reading Time ◽  
Project Managers ◽  
Project Manager ◽  
Content Type ◽  
Signature Strengths ◽  
Team Resilience ◽  
Pertinent Information ◽  
The Impact ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings The study takes empirical data from three case studies of projects that have faced setbacks to explore the impact of project manager signature strengths on team resilience and finds that four signature strengths, leadership, open-mindedness, persistence and hope, were present in project managers across all three case studies. Originality The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

scholarly journals A Correlational Study on Project Management Methodology and Project Success

2019 ◽  
Vol 9 (2) ◽  
pp. 56-65
Author(s):  
Michael Pace
Keyword(s):  
Project Management ◽  
Project Success ◽  
Project Managers ◽  
Project Manager ◽  
Correlational Study ◽  
Demographic Information ◽  
Moderating Variables ◽  
Multiple Project Management ◽  
The Impact ◽  
The Relationship

Abstract This non-experimental correlational study extends previous research investigating the relationship between project management methodology and reported project success, as well as the moderating variables of industry and project manager experience. The sample included North American project managers with five years’ experience, 25 years of age or older, and experience with multiple project management methodologies. The survey instrument consisted of 58 questions, utilizing a 5-point Likert scale to record responses. The survey contained three sections, including demographic information, questions related to a successful project, and questions related to a less-than successful (failed / challenged) project. 367 usable responses were received. The examination of the constructs included Pearson’s correlation coefficient as well as linear regression to determine the impact of moderating variables. Results indicated that project management methodology has a weak correlation with reported project success, and this correlation is not moderated by industry nor project manager experience. The results did not align with previously conducted studies, illustrating a need to continue the study of methods impacting success including investigating additional moderating variables.

scholarly journals Confined placental mosaicism in short term culture

Genetika ◽  
2016 ◽  
Vol 48 (3) ◽  
pp. 955-961
Author(s):  
Bojana Petrovic ◽  
Jelena Dukanac-Stamenkovic
Keyword(s):  
Genetic Counseling ◽  
Perinatal Care ◽  
Chromosome Analysis ◽  
Chromosomal Mosaicism ◽  
Special Importance ◽  
Short Term ◽  
Chorionic Villi ◽  
Additional Chromosome ◽  
Placental Mosaicism ◽  
Short Term Culture

Finding of fetal chromosomal mosaicism complicates genetic counseling, as well as pregnancy management. The aim of this study was to determine the risk of confined placental mosaicism in short term culture of chorionic villous samples. We conducted a retrospective review of karyotype analysis results obtained after chorionic villous sampling (CVS) in two years period. A 420 samples of chorionic villi were taken transabdominally and obtained by a semidirect method (overnight incubating culture). All fetuses with CVS mosaicism were under the intensive perinatal care. In all cases of chromosome mosaicism the additional karyotyping was performed from fetal blood samples after 22nd gestational week in order to exclude true fetal mosaicism. After delivery newborns were examined by experienced pediatrician. From 420 analyzed samples in 11 (2,6%) cases we found placental mosaicism. No anomalies were seen in genetic sonogram of this fetuses and mosaicism was confirmed only in one case. Confined placental mosaicism (CPM) was found in 2,1% (9/420) of all analyzed cases, and it made 90% of all placental mosaicism. In 60% (6/10) of placental mosaicism cases we found mosaicism with single aberrant cell. Trisomy 21 mosaicism was the most frequent aberration found in 30% of cases. Finding of mosaicism in chorionic villi sample is at special importance for genetic counseling, because every case has to be reveled individually regarding the type and level of mosaicism. Anyway, in every case of placental mosaicism intensive antenatal monitoring is necessary, with additional chromosome analysis from different tissue in consideration of previous findings.

scholarly journals Leadership Qualities in Project Management

2021 ◽  
Vol 6 (521) ◽  
pp. 240-245
Author(s):  
H. Y. Luchko ◽  
◽  
I. V. Kohut ◽  
Keyword(s):  
Project Management ◽  
Professional Competence ◽  
External Environment ◽  
Project Managers ◽  
Project Manager ◽  
Effective Management ◽  
Leadership Qualities ◽  
Dynamic Changes ◽  
Management Standard ◽  
The Individual

This article is aimed at researching the phenomenon of leadership, analyzing the qualities of project leaders and defining the key qualities that project managers should have to effectively manage teams and achieve maximum results. The article defines that in order to ensure effective management of the project team with dynamic changes in the external environment, the project manager must be not only a director, but also a leader at the same time. It is precisely the leadership qualities of the project manager, which provide the ability to coordinate the team’s work in such a manner that certain results be achieved, i.e., the expectations of the main stakeholders be fulfilled or exceeded. The article examines the most characteristic traits inherent in leaders, which are highlighted by various researchers of the «traits theory». It is determined that of importance for a project manager is not only certain traits of the leader, but also professional competence. The criteria for assessing the level of competence of project managers in accordance with the ICB4 standard, as well as the necessary skills in relation to the individual competence of «Leadership», are specified. The main qualities and skills of the leader-manager according to the latest version of the PMBOOK project management standard are also considered. The research carried out by the authors resulted in distinguishing the most important qualities of the leader, which, combined with the necessary professional knowledge and skills, will allow project managers to become successful and effective in team cohesion to achieve the best results in project activities. The traits allocated as result of the research, such as responsibility, perseverance, ability to cooperate, kindness and others, will allow project managers to be successful leaders of their teams and to effectively manage projects and programs.

scholarly journals THE HUMAN FACTOR IN RESEARCH PROJECTS CONDUCTED AT POLISH UNIVERSITIES

2017 ◽  
Vol 5 ◽  
pp. 790-794
Author(s):  
Ewa Ptaszyńska
Keyword(s):  
Human Factor ◽  
Project Managers ◽  
Project Manager ◽  
University Research ◽  
Management Styles ◽  
Research Projects ◽  
Research Project ◽  
National Centre ◽  
Depth Interviews ◽  
Research Team Member

This article is based on research conducted at the Wroclaw University of Science and Technology and was financed by the National Centre of Science with the purpose of identifying success and failure factors for university research projects. The research shows that the human factor was crucial in determining the outcome of university research projects. This article presents the analysis and results of selected aspects of a research project into human resource management. The study involves in-depth interviews with 40 project managers of university research projects. Based on interview responses, the following features are evaluated: main reasons for starting research projects, different methods of selecting the research project manager, research team member selection criteria, management styles used by research projects managers, and crucial problems connected with the human factor that occurred in the research projects being analyzed.

Sign in / Sign up

Export Citation Format

Share Document