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.

What is Needed to Advance Transformational E-Government and Why

2014 ◽  
pp. 415-435
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.

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.

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.

A Structural Estimation Approach to Study Agent Attrition

2020 ◽  
Vol 66 (9) ◽  
pp. 4071-4095 ◽  
Author(s):  
Seyed Morteza Emadi ◽  
Bradley R. Staats
Keyword(s):  
Operations Management ◽  
Business Process Management ◽  
Process Management ◽  
Structural Model ◽  
Integrated Approach ◽  
Attrition Rate ◽  
Strong Impact ◽  
Optimal Stopping Problem ◽  
Decision To Leave ◽  
The Impact

Worker attrition is a costly and operationally disruptive challenge throughout the world. Although large bodies of research have documented drivers of attrition and the operational consequences of attrition, managers still lack an integrated approach to understanding attrition and making decisions to address it on a forward-going basis. To fill this need, we build a structural model that both captures the firm’s decision to terminate a worker’s employment (involuntary attrition) and uses an optimal stopping problem process to model a worker’s decision to leave the firm (voluntary attrition). We then estimate the parameters of the model and conduct counterfactual analyses on the population of 1,118 agents serving one client over 3 years for an Indian business process management company. Our model reveals a number of interesting findings. We find that supervisors have a strong impact on whether employees stay because they reshape the way that agents make their decisions. We also find that the impact of supervisors on agent attrition is more significant than the impact of salary. For example, increasing salary by 20% decreases the total attrition level by 5%. However, if agents were managed by the best supervisors, among those that manage similar agents, the attrition rate decreases by 10%. Altogether, our paper contributes to the burgeoning literature on people operations and managerial practice. This paper was accepted by Serguei Netessine, operations management.

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.

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.

Considering Sustainability in Project Management Processes

2015 ◽  
pp. 311-334 ◽  
Author(s):  
Gilbert Silvius
Keyword(s):  
Project Management ◽  
Business Models ◽  
Corporate Communication ◽  
Future Generations ◽  
Annual Reports ◽  
Management Process ◽  
Management Processes ◽  
Project Management Processes ◽  
The Impact ◽  
Further Development

Sustainability is one of the most important challenges of our time. How can prosperity be developed without compromising the life of future generations? Companies are integrating sustainability in their marketing, corporate communication, annual reports and in their actions. The concept of sustainability has more recently also been linked to project management. Sustainability needs change of business models, products, services, resources, processes, etc. and projects are a frequently used practice of realizing change. Several studies explored how the concept of sustainability impacts project management. This chapter elaborates on the impact of sustainability found in literature and analyses the most influential standards of project management processes for their coverage of this impact. The study concludes that the most important standards of project management processes still fail to refer convincingly to sustainability considerations. Based on the author's analysis, this chapter also provides guidance for the further development of the process standards towards a ‘sustainable project management' process.

Considering Sustainability in Project Management Processes

2016 ◽  
pp. 1927-1951
Author(s):  
Gilbert Silvius
Keyword(s):  
Project Management ◽  
Business Models ◽  
Corporate Communication ◽  
Future Generations ◽  
Annual Reports ◽  
Management Process ◽  
Management Processes ◽  
Project Management Processes ◽  
The Impact ◽  
Further Development

Sustainability is one of the most important challenges of our time. How can prosperity be developed without compromising the life of future generations? Companies are integrating sustainability in their marketing, corporate communication, annual reports and in their actions. The concept of sustainability has more recently also been linked to project management. Sustainability needs change of business models, products, services, resources, processes, etc. and projects are a frequently used practice of realizing change. Several studies explored how the concept of sustainability impacts project management. This chapter elaborates on the impact of sustainability found in literature and analyses the most influential standards of project management processes for their coverage of this impact. The study concludes that the most important standards of project management processes still fail to refer convincingly to sustainability considerations. Based on the author's analysis, this chapter also provides guidance for the further development of the process standards towards a ‘sustainable project management' process.

scholarly journals The Impact of Cross-Cultural Differences on Project Performance: A Study of Power Sector Development Operation and Electricity Sector Development Project in Uganda

2020 ◽  
Vol 11 (1(V)) ◽  
pp. 44-63
Author(s):  
Fredrick Gubala ◽  
Olawumi Dele Awolusi
Keyword(s):  
Project Management ◽  
Project Performance ◽  
Development Project ◽  
Electricity Sector ◽  
Strong Positive Correlation ◽  
Power Sector ◽  
Project Staff ◽  
Management Processes ◽  
Project Management Processes ◽  
The Impact

The purpose of this research was to establish a relationship between people’s cultural attributes, multinational project management processes, project technologies and project performance in Uganda’s energy sector concerning the practice during the implementation of the Power Sector Development Operation (PSDO) and Electricity Sector Development Project (ESDP) as case studies. The study employed a comprehensive survey design which mostly quantitative thus requiring the collection and analysis of data. It tangled both analytical and descriptive research designs. The research targeted 136 project beneficiaries or ‘project clients’ spread across the various target areas. The simple random sampling method was employed. Data compiled was reviewed to fill any gaps for incompleteness and inconsistency. This was to make ensure the exactness of the material provided acquired from the participants, through the continued reviews and comments provided by the Supervisor. Data was re-organized and software called the Statistical package. For social scientists (SPSS) was used to enter the data and analyze it, the results indicated a strong positive correlation people’s cultural attributes and project performance, multinational project management processes and project performance and between project technologies and project performance(r = .535** p ? 0.01, r = .758** p ? 0.01 and r = .656** p ? 0.01) correspondingly. It was concluded that people’s culture attributes, multinational project management and project technologies are pre-requisites for effective project performance in the Power Sector Development Operation Project and Electricity Sector Development project in Uganda and that Project technologies are a better predictor of project performance. The suggestion or recommendation for project managers to ensure that they progress implementation of their projects, peoples culture attributes, multinational project management and project technologies need to be enhanced through training of project staff and effective involvement of the communities.

Operations Management

2016 ◽  
Author(s):  
Umit Bititci ◽  
Stavros Karamperidis
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Supply Chains ◽  
Operations Management ◽  
Process Management ◽  
Detailed Account ◽  
Chain Management ◽  
Key Concepts ◽  
Day To Day Operations ◽  
Tools And Techniques

Operations management is the activity of managing products, processes, services and supply chains. By managing these activities, an organization creates and delivers services and products that clients/customers want. Essentially, operations management is responsible for translating and executing an organization’s objectives, policies and strategies into day-to-day operations. In other words, operations management is responsible for delivering the performance objectives of the organization. In this chapter we present operations management in two parts. The first section provides a detailed account of the development of the field since its inception during the early 1900s through to the modern day. In doing so we introduce various concepts, methods, tools and techniques that are commonly used in operations management. In the second section a more detailed account of key concepts in operations management is provided. Some are covered in greater detail (e.g. process management) and others just introduced but covered in detail in other chapters (e.g. supply chain management).

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