Drivers and Barriers Related to Project Management Software Implementation in Romanian Organizations

2018 ◽  
pp. 40-61
Author(s):  
Alexandru Capatina ◽  
Raluca Vasilache ◽  
George Cristian Schin ◽  
Valentin Marian Antohi
Keyword(s):  
Project Management ◽  
Public Sector ◽  
Quantitative Data ◽  
Public Organizations ◽  
Software Implementation ◽  
Online Questionnaire ◽  
Management Software ◽  
Private And Public ◽  
Software Strategy ◽  
Privately Owned

It is unclear how the Romanian organizations from both private and public sector are addressing the strategic changes that occur after implementation of PM software. In order to achieve the best results in the context of integrating PM software, their management teams must design tailored strategic maps, outlining the organizational drivers and barriers towards the PM software strategy implementation. This research aims at highlighting the drivers and barriers towards the PM software implementation in the case of privately owned companies and public administration institutions from Romania. For this study, primary quantitative data was collected by means of an online questionnaire, submitted to the managers from both private and public organizations from Romania. Based on the outcomes of this study, the managers from both Romanian private and public organizations should have a better understanding on the pillars able to improve the performances of project management by means of appropriate software solutions.

Utilization of Project Management Software in Qatari Government Organizations

2010 ◽  
Vol 1 (1) ◽  
pp. 1-15 ◽  
Author(s):  
Salaheldin Ismail Salaheldin ◽  
Khurram Sharif ◽  
Maysarah Al Alami
Keyword(s):  
Project Management ◽  
Public Sector ◽  
Driving Forces ◽  
Successful Implementation ◽  
Management Software ◽  
The Public ◽  
Whitney Test ◽  
Government Organizations ◽  
Public Sector Organizations ◽  
Managerial Implications

This study aims to explore the critical driving and resisting forces that promote or inhibit the implementation and use of project management (PM) software in Qatari Government Organizations in an attempt to determine whether software-based PM methodologies are being effectively implemented in the public sector organizations or not. Research hypotheses were evaluated using ANOVA and Mann- Whitney test. Findings indicated that forces that promote or inhibit software based PM implementation are significantly affected by the managerial interest and nature of existing (traditional or contemporary) PM practices. More importantly our findings identified some driving forces that promote the implementation of software-based PM methodology (SPMM) in Qatari government organizations and also identified some roadblocks that prohibit such implementations. Finally managerial implications for the successful implementation of SPMM are provided and avenues for further research are suggested.

Utilization of Project Management Software in Qatari government Organizations

2012 ◽  
pp. 140-153
Author(s):  
Salaheldin Ismail Salaheldin ◽  
Khurram Sharif ◽  
Maysarah Al Alami
Keyword(s):  
Project Management ◽  
Public Sector ◽  
Driving Forces ◽  
Successful Implementation ◽  
Management Software ◽  
The Public ◽  
Whitney Test ◽  
Government Organizations ◽  
Public Sector Organizations ◽  
Managerial Implications

This study aims to explore the critical driving and resisting forces that promote or inhibit the implementation and use of project management (PM) software in Qatari Government Organizations in an attempt to determine whether software-based PM methodologies are being effectively implemented in the public sector organizations or not. Research hypotheses were evaluated using ANOVA and Mann- Whitney test. Findings indicated that forces that promote or inhibit software based PM implementation are significantly affected by the managerial interest and nature of existing (traditional or contemporary) PM practices. More importantly our findings identified some driving forces that promote the implementation of software-based PM methodology (SPMM) in Qatari government organizations and also identified some roadblocks that prohibit such implementations. Finally managerial implications for the successful implementation of SPMM are provided and avenues for further research are suggested.

The Use of Competitive Intelligence Technology by Public Sector Practitioners

2013 ◽  
Author(s):  
France Bouthillier ◽  
Charles-Antoine Julien ◽  
Tao Jin
Keyword(s):  
Public Sector ◽  
Value Added ◽  
Public Organizations ◽  
Competitive Intelligence ◽  
Use Of Technology ◽  
Private And Public

The current study aims to evaluate CI practitioners' use of technology within private and public organizations, and the extent to which technology supports collaboration in the CI process. Specifically, it seeks to determine whether there are differences in use of technology and in its value-added dimensions.La présente étude vise à évaluer l’utilisation actuelle de technologies par les professionnels en veille concurrentielle dans les organismes privés et publics, et dans quelle mesure ces technologies soutiennent la collaboration dans le processus de veille. En particulier, l’objectif est de déterminer s’il existe des différences sans l’utilisation de technologies et dans leur valeur ajoutée. 

The Adoption of IS/IT Evaluation Methodologies in Australian Public Sector Organizations

2011 ◽  
pp. 53-58
Author(s):  
Chad Lin ◽  
Yu-An Huang
Keyword(s):  
Public Sector ◽  
Public Organizations ◽  
It Investment ◽  
It Investments ◽  
The Public ◽  
Investment Evaluation ◽  
Public Sector Organizations ◽  
Private And Public ◽  
Benefits Realization ◽  
Realization Process

Information systems/information technology (IS/IT) represents substantial financial investment for many organizations (Lin, Huang, & Tseng, 2007; Standing, Guilfoyle, Lin, & Love, 2006). However, IS/IT managers have found it increasingly difficult to justify rising IS/IT expenditures (Lin & Pervan, 2003; Serafeimidis, & Smithson, 2003) and are often under immense pressure to find a way to measure the contribution of their organizations’ IS/IT investments to business performance, as well as to find reliable ways to ensure that the business benefits from IS/IT investments are actually realized (Luftman, Kempaiah, & Nash, 2006). This problem has become more complex as the nature of IS/IT investments and the benefits they can deliver have changed rapidly (Murphy & Simon, 2002). Furthermore, evaluation of these IS/IT investments is an extremely complicated process, and it is often avoided or dealt with ineffectively, especially in the public sector (Cilek, Fanko, Koch, Mild, & Taudes, 2004). Given the complexity of the decisions and the large expenditure involved, a better understanding of the basis and practice of IS/IT investment and evaluation in the public sector organizations is essential. The difficulties of evaluation and benefits realization processes are often the determining factors in the application of any formal methodology, and must be addressed if the processes are to be understood (Counihan, Finnegan, & Sammon, 2002; Love, Irani, Standing, Lin, & Burn, 2005). bacKground The IS/IT investment evaluation and benefits realization process is a complex but critical function in both private and public organizations. The need to justify expenditure, to assess the effectiveness of a project, and to ensure that expected benefits are eventually delivered are crucial elements in the IS/IT investment evaluation and benefits realization process. The main purpose of IS/IT evaluation is an important factor in determining how the process should be carried out. However, the IS/IT investment evaluation and benefits realization process itself is an extremely complicated and difficult process, and is not often carried out by both private and public organizations.

Service Quality Perception towards E-CRM Practices among Customers of Private and Public Sector Banks of Rajasthan Using SERVQUAL Method

2018 ◽  
Vol 7 (3) ◽  
pp. 22
Author(s):  
Neeti Kasliwal ◽  
Jagriti Singh
Keyword(s):  
Public Sector ◽  
Service Quality ◽  
Banking Sector ◽  
Sampling Technique ◽  
Vital Role ◽  
Public Sector Banks ◽  
Significant Difference ◽  
Private And Public ◽  
Score Method ◽  
Public Banks

Banking sector is growing rapidly and playing a vital role in the economic development of the nation. Both private and public sector banks are giving more priority to service quality to satisfy their customers. For this, banks are now emphasizing on E-CRM practices to carry out transactions and communicate with their customers. The purpose of this research is to assess the service quality among private and public banks in Rajasthan. Purposive sampling technique has been employed to collect the data from three private banks and three banks from public. To analyze the data, descriptive statistics, Mean score method and t test have been used. Results indicates that there is a significant difference in consumer’s perception of service quality dimensions related to E-CRM practices provided by selected private and public sector banks of Rajasthan..The findings of this research will help policy makers of banking sector to set customer oriented policies.

Western Scholarship and the Islamic Resurgence in the Arab World

1993 ◽  
Vol 10 (1) ◽  
pp. 49-59
Author(s):  
Mohamed Karbal
Keyword(s):  
Arab World ◽  
Public Organizations ◽  
Arab Countries ◽  
Islamic Fundamentalism ◽  
Armed Struggle ◽  
Islamic Movement ◽  
Party Line ◽  
Private And Public ◽  
Islamic Resurgence ◽  
Western Scholarship

During the last two decades, the politics of certain Arab countrieshave been influenced by various Islamic groups. Some of these groupshave expressed their dissatisfaction with the performances of theirgovernments by Using the available political channels to seek change;others have resorted to violence. Armed protests have taken the form ofbombings, assassinations, and mass demonstrations.Suicide attacks and armed struggle took place against Israeli, American,and French forces in Lebanon (1982-83). President Sadat of Egyptwas assassinated in 1981 by Egyptian military pemnnel who were membersof an Islamic movement. Another armed struggle against the Syrianregime was initiated by the Syrian Islamic Front in 1976-82. Numerousdemonsttations against the governments of Morocco, Algeria, and Tunisiatook place during the 1980s.Other Muslim groups attempted to participate in the decision-makingprocess in their countries. The Society of Muslim Brothers in Egypt encouragedits prominent members to run for election to the Egyptian Parliament.However, the Society was not considered a legal party accordingto Egyptian law. The Wafd, a legitimate party, allowed the Society ofMuslim Brothers to campaign under their banner. As a result, membersof the Society voted in accordance with their ideological and political beliefsrather than the Wafd party line. In Jordan, the Society of MuslimBrothem campaigned as an independent party during the 1988 electionsand won twenty percent of the seats.Due to the Arab countries’ economic and strategic importance, variousgovemments, scholars, and private and public organizations have paid closeattention to these incidents. In an attempt to understand this phenomenon,academic conventions have been held, books and articles have been published,and gmnts have been awarded for research. Western and Arabscholars have described it with such labels as Islamic fundamentalism,revivalism, awakening, reformism, resurgence , renewal, militancy, or simply ...

Public or private “ownership” - what’s in a name?

2003 ◽  
Vol 3 (1-2) ◽  
pp. 441-447
Author(s):  
J. Davis ◽  
G. Cashin
Keyword(s):  
Public Sector ◽  
Service Delivery ◽  
Capital Expenditure ◽  
Performance Standards ◽  
Public Utility ◽  
Private Ownership ◽  
Private Company ◽  
Delivery Performance ◽  
Operations And Maintenance ◽  
Private And Public

This paper examines the similarities and differences between public and private ownership of water utilities, including variations such as corporatisation. In any utility where the asset owner and the asset operator are the same, there are pressures to reduce operations and maintenance costs and capital expenditure to maximise returns. The authors argue that this is the case irrespective of whether such returns are to private shareholders or dividends to government. On the other hand, where the asset owner and the asset operator are separate entities with a clearly defined contractual interface, it is not possible to increase returns by reducing operations and maintenance standards, presuming a properly constructed contract. This is because the performance standards are clearly stipulated in the contract with payment reductions applying for non-performance. Such a model can be put in place irrespective of whether the asset owner is a private company or a public utility. The paper examines the profit incentive applying to private and public sector organisations in models where:the asset owner and the asset operator are the same organisation;models where the asset owner and the asset operator are separate organisations, with the service delivery performance governed by a clearly defined contractual interface. The paper shows why the drivers governing the behaviour of public sector and private sector owners are similar, and how the separation of asset owner and asset operator can be used to ensure that service delivery standards are achieved at the lowest cost, whilst providing full transparency to shareholders, regulators and customers alike. The paper also reviews actual comparative data on service quality and performance under a number of ownership and contractual models, and draws conclusions on the effectiveness of the various asset owner/operator models in terms of service delivery performance and costs.

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