Insight in Changeability as a Success Factor for Projects

2018 ◽  
pp. 210-231
Author(s):  
Koos de Heer ◽  
Henk Lok ◽  
Tim Schouten
Keyword(s):  
Project Management ◽  
Change Readiness ◽  
Success Factor ◽  
Emotional Change ◽  
Change Capacity ◽  
Comprehensive Framework ◽  
Capacity For Change

Being able to adapt to changes quickly is an important asset in today's world. More and more organizations are becoming aware of a need to improve their capacity for change. A high project management maturity does only part of the job. The success of a change also depends on the attitude of the employees and managers towards change (change-readiness). When looking for a comprehensive framework to assess and improve an organization's change capacity, the authors failed to find an existing model that was complete in its scope. There was either a focus on project management maturity or on the emotional change-readiness, but never on both. This chapter describes the development and test of a comprehensive framework that assesses all relevant aspects of the ability of an organization to go through changes successfully. The instrument also yields indicators for interventions that can improve this ability.

Assessment of knowledge process capabilities toward project management maturity: an empirical study

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Adnan Alghail ◽  
Liu Yao ◽  
Mohammed Abbas ◽  
Yahia Baashar
Keyword(s):  
Knowledge Management ◽  
Project Management ◽  
Public Universities ◽  
Equation Modeling ◽  
Success Factor ◽  
Research Model ◽  
Maturity Level ◽  
Knowledge Process ◽  
Content Type ◽  
The Impact

Purpose The reasons behind the project management failure of higher education institutions (HEIs) have been researched for the past few years. One of the reasons is the lack of tools to integrate their knowledge process capabilities (KPC) with their project management (PM) to measure maturity by assessing these capabilities. Various project management maturity (PMM) models exist. Yet, there is a limited number of empirical studies that support the four integrations of KPC and PMM. Therefore, this study aims to propose a new heretical model, namely, KPC-knowledge management (KM) and evaluates a research model that includes the four KPC as an antecedent to PMM. Design/methodology/approach The suggested research model is assessed by using partial least squares structural equation modeling. Furthermore, the study's hypotheses were examined based on a sample of 352 respondents from the project management departments in 10 public universities in Yemen. Findings Analysis revealed that the derived PMM status could be benchmarked with the project management maturity model. Also, the study found that integrating the KPC into PM enables the institutions to perform critical tasks and value chain activities and enhance the PM maturity level as well. In contrast, if one of the capabilities does not positively impact PMM, it affects the maturity level of the entire project. Research limitations/implications The findings are obtained concerning data collected from public universities and represent the Yemeni context, limiting the generalization on a different geographical area. Also, this proposed model can be evaluated in a practical way like conducting a focus group, a set of interviews with specialists, a case study or action research. The qualitative research will help academics to validate our proposal for future research purposes. Practical implications The proposed approach may be adapted to the characteristics of organizations involved in projects as external performers (project-based organizations) and not just the HEIs projects. This study provides managers and policymakers with insights into assessing PMM and improving their organizational effectiveness when deciding which KPCs to focus on in the future. Social implications This study contributes to the current PM awareness in Yemen and facilitates its success using the knowledge processes capabilities in Yemen's HEIs. It encourages organizations to take this opportunity to revive the projects and achieve a maximum level of maturity. Originality/value This study provides new insights into two domains through the link between knowledge management and PM. To the best of the authors' knowledge, this paper is among the first to empirically study the impact of the four KPC toward PMM. It enriches the theoretical perspective of PM. Also, it contributes to the literature on the success factor of KPC, which can be considered to improve organizational performance.

Control of project data and team satisfaction as results of PMO effort in new product development projects

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sanderson César Macêdo Barbalho ◽  
Gladston Luiz Silva
Keyword(s):  
Project Management ◽  
Product Development ◽  
New Product Development ◽  
Portfolio Management ◽  
New Product ◽  
Success Factor ◽  
Content Type ◽  
Team Satisfaction ◽  
Project Data ◽  
And Control

PurposeThis paper aims to explore how new product development (NPD)-based project management offices (PMOs) work, their drivers to deliver performance and their project success impact.Design/methodology/approachThe study used a survey of 35 Brazilian and multi-national companies that identified the effort to perform a list of PMO functions, some PMO drivers in the company and five project performance perception indicators. The authors apply a specific set of statistics to uncover the relations between these dimensions of interest.FindingsThe factorial analysis allows us to find the main functions influencing each other. The project teams’ perception of project management (PM) performance is suggested as a success factor that drives PMOs when working on portfolio management issues, managing project files and promoting PM over the company.Practical implicationsThis paper contributes to a contingency approach for designing a project machine involving PMOs to support NPD projects. Managers can set the most suitable PMO functions avoiding mimicry when structuring their NPD efforts.Originality/valuePMOs have impacted team satisfaction and control of project data but not indicators related to triple constraints.

scholarly journals Evaluating critical success factors and level of challenges in project life cycle (PLC)

2018 ◽  
Vol 7 (2.29) ◽  
pp. 67
Author(s):  
Sallaudin Hassan ◽  
Natasha Farhana ◽  
Siti Aishah ◽  
Siti Mahirah ◽  
Khairul Firdaus Jimisiah. J
Keyword(s):  
Life Cycle ◽  
Project Management ◽  
Critical Success Factors ◽  
Success Factors ◽  
Team Work ◽  
Success Factor ◽  
Critical Success Factor ◽  
Critical Success ◽  
Project Life Cycle ◽  
Project Life

This research aims to evaluate the Critical Success Factors (CSF) of project management and  to assess the level of challenges at each steps in Project Life Cycle (PLC). Five Independent Variable (IV)  is been selected as Critical Success Factors which is Leadership, Effective Communication, Teamwork,  Organization and Project Nature. There are four main stage in project which is Defining, Planning,  Executing and Closure. The scope of this research is on projects/events   conducted under Student  Development and Campus Life Style (SDCL). Five projects has been selected for assessment in this research.  Survey questionnaire is been used as primary data collection. LIKERT Scale is been used to rank the answer from respondents. 50 respondents are involve in this research. Data is analyzed by using SPSS version 21. Result shows that the most critical success factors in project is Team Work while the least Critical Success Factor is Leadership. Meanwhile, the most challenges stage in project management is Executing, while the least challenges stage is Defining. The finding in this research is considered important discovery. More efforts should be focus on identified Critical Success Factor and the most challenges stage in Project Life Cycle.  It is suggested that the scope of study to be extended to other universities or industries in future research.  

scholarly journals Key Success Factor of the Timeliness of the Regional Housing Project in Cibubur Indonesia

2019 ◽  
Vol 9 (1) ◽  
pp. 4749-4752
Keyword(s):  
Project Management ◽  
Construction Projects ◽  
Dominant Factor ◽  
Success Factor ◽  
Housing Project ◽  
Data Collection Tool ◽  
Housing Projects ◽  
Late Delivery ◽  
The Impact ◽  
Key Success Factor

A construction project is a form of activity that takes place within a limited period of time, with certain resources to achieve the results of a certain form of building or infrastructure. The success of a project is assessed by the suitability of the schedule, cost and quality planned in the contract. In the implementation of construction projects there are often delays caused by the parties involved or from influencing factors. This study discusses material analysis, labor, and project management on the timeliness of housing projects in the Cibubur Indonesia. Delay in project implementation has an influence on planned budget changes. This research aims to find the dominant factor causing delays in housing projects in the Cibubur Indonesia. This research is a survey research which is a study that takes a sample from a population using questionnaires and interviews as a data collection tool that is distributed to respondents, where the number of respondents is 31 (thirty one) in the Cibubur area housing project. This study concludes that the dominant factors causing delays are as follows: (1) Late delivery of materials, (2) Limited number of workers, (3) Poor project land conditions, (4) Weak project management and implementation by contractors. The cause of the delay can be controlled by using anticipatory and preventive measures. The action was taken to overcome the impact due to the dominant factor that could cause the delay. This research is expected to be beneficial for contractor service business providers and project owners as the housing developer, so that the project can be anticipated and the next project can run according to the planned times.

Reconciliation: A comprehensive framework for empirical analysis

2016 ◽  
Vol 47 (6) ◽  
pp. 517-540 ◽  
Author(s):  
Angelika Rettberg ◽  
Juan E Ugarriza
Keyword(s):  
Social Welfare ◽  
Conceptual Framework ◽  
Empirical Analysis ◽  
Political Process ◽  
Scholarly Work ◽  
Representative Survey ◽  
Emotional Change ◽  
Comprehensive Framework ◽  
Illustrative Application

There appears to be a rift between the theoretical and normative understandings of what reconciliation means and offers, and what people expect to happen in postconflict scenarios. Here we present a conceptual framework that captures the definitional diversity surrounding the concept of reconciliation and then operationalizes it in order to analyze responses from postconflict populations. The illustrative application of our framework to responses from a representative survey of 1,843 Colombian citizens reveals that people’s convictions are just as diverse as scholars’. Nevertheless, significant proportions of respondents seem to understand reconciliation to be primarily a psychological and political process which aims to achieve the re-establishment of quotidian or day-to-day relations and cooperation; which should be preceded by the cessation of violence, dialogue, goodwill, and attitudinal and emotional change; and which should be accompanied by social welfare and security. It is noteworthy that understandings of reconciliation as a process mediated by justice, truth, and memory are scarce. The application of this framework will help to reveal differences between hopes and promises, and inform scholarly work and policymaking that is more realistically rooted.

Integrating Knowledge Management with Programme Management

2011 ◽  
pp. 132-148 ◽  
Author(s):  
Jill Owen
Keyword(s):  
Knowledge Management ◽  
Project Management ◽  
Program Management ◽  
Success Factor ◽  
Continuous Learning ◽  
Transfer Of Knowledge ◽  
Critical Success ◽  
Memory Cycle Time ◽  
Memory Cycle ◽  
Management Capabilities

Knowledge reuse has long been an issue for organizations. The management, reuse and transfer of knowledge can improve project management capabilities (i.e. learning, memory, cycle time) resulting in continuous learning. Although knowledge management has been recognized as a critical success factor in program management very little research has been conducted to date (Lycett, Rassau, and Danson 2004, Soderlund 2004). A framework is discussed that demonstrates how knowledge is created, transferred, captured and reused within project and program management, resulting in improved project management maturity. The framework utilises a task based approach to knowledge management and assumes that knowledge is created, transferred and reused as a result of an individual performing a specific task, which in this context is a project at the project level and a program at the program level.

Managing Project Communication

2016 ◽  
pp. 35-50 ◽  
Author(s):  
Esther van Dokkum ◽  
Pascal Ravesteijn
Keyword(s):  
Social Media ◽  
Project Management ◽  
Media Use ◽  
Internal Communication ◽  
Success Factor ◽  
Business Context ◽  
Critical Success ◽  
The World ◽  
Social Media Tools ◽  
Use Of Social Media

While social media use has rapidly grown all over the world the use in business context is growing at a steadier pace. Mostly social media is used by businesses as a communication channel aimed at customers either to promote products and services or as part of their web care activities. The use of social media as a means for internal communication is limited; this is especially true for projects. However social media can improve organizational communications and where communication within organizations is important in general, in the context of project management it is a critical success factor. Therefore research was conducted on how social media can be used to enhance communication within projects. In this chapter a framework that can be used to apply social media in project communication is described. The framework shows how social media tools are used by different roles and for different events during a project.

Sign in / Sign up

Export Citation Format

Share Document