Introduction to Complex Projects

2018 ◽  
pp. 52-62
Keyword(s):  
Information Technology ◽  
Project Managers ◽  
Business Sector ◽  
High Complexity ◽  
Simple Task ◽  
Construction Company ◽  
Complex Projects ◽  
Inherent Feature ◽  
Business Sectors

Complexity is an inherent feature of any project. It is used to classify and designate project managers. Explaining whether a project is complex, classifying this complexity and thus score for prioritization is often not a simple task. Each project will have its particularity, and this will be even more particular within each business sector. A $1 million project can be simple for a construction company, but of high complexity for an information technology company. This chapter will address common complexity concepts for different business sectors.

FAKTOR KESIAPAN DAN ADOPSI TEKNOLOGI INFORMASI DALAM KONTEKS TEKNOLOGI SERTA LINGKUNGAN PADA UMKM DI JAKARTA

2019 ◽  
Vol 5 (1) ◽  
pp. 49-56 ◽  
Author(s):  
Asrul Sani ◽  
Ninuk Wiliani
Keyword(s):  
Information Technology ◽  
Technology Adoption ◽  
Quantitative Study ◽  
Business Management ◽  
Technology Readiness ◽  
Business Sector ◽  
Research Model ◽  
Information Technology Adoption ◽  
Technology Adoption Model ◽  
Adoption Model

Use of information technology in general is very important for the development of the organization. Likewise, if the development of information technology can be applied to the small and medium business sector, so that it can increase the selling value of the sector. This research was conducted to answer the readiness of the SMEs sector in adopting information technology developments in business management. In this case the researcher develops the research model by adopting the technology readiness model and information technology adoption model in the context of technology and environment, combining and adjusting it according to the development of SMEs in Jakarta. This quantitative study involved 67 samples from MSME workers. Data was processed and analyzed using the PLS-SEM method using SmartPLS 2.0 software. The study also explained the results of the readiness factor which has a significant relationship to the utilization of information technology in SMEs in Jakarta

scholarly journals THE INTERDEPENDENCE BETWEEN THE FINANCIAL SECTOR AND BUSINESS SECTOR IN ASEAN 4 COUNTRIES

2018 ◽  
Vol 33 (1) ◽  
pp. 77
Author(s):  
Aulia Keiko Hubbansyah ◽  
Zaafri Ananto Husodo
Keyword(s):  
Financial Sector ◽  
Business Sector ◽  
Dynamic Interactions ◽  
Credit Growth ◽  
Vector Autoregressive ◽  
Quarterly Data ◽  
Dominant Source ◽  
Leading Role ◽  
Index Approach ◽  
Business Sectors

In this study, we analyze the dynamic interactions between the financial sectors and the business sectors in the ASEAN-4 countries (Indonesia, Malaysia, Thailand and Singapore). To do that, we apply the newly generalized version of the Vector Autoregressive Framework (VAR) spillover index approach proposed by Diebold and Yilmaz (2012) as our method of analysis. Based on quarterly data of each variable over the period from the first quarter of 1984 to the fourth quarter of 2015 for the ASEAN-4 countries, this study finds that: 1) Spillovers between the variables move in a diverse manner over the period of analysis for each country, 2) The variable that acts as the dominant crisis transmitter in each country is different for each country, 3) The interdependence between the variables became stronger, both within and across the countries, during the crisis period. In particular, the business sectors played a leading role during the onset of the crisis, while the financial sectors took their places as the dominant source of spillovers as the crisis deepened. 4) Credit growth in Thailand was found to be the dominant transmitter of shocks to the ASEAN-3 countries. Overall, these results suggest that the strength and movement of the spillovers between the financial and business sectors changed from time to time along with the changes that happened in the economies.  

scholarly journals CORPORATE REAL ESTATE DISPOSAL IMPACT ON PERFORMANCE RATIOS

2004 ◽  
Vol 8 (3) ◽  
pp. 131-147 ◽  
Author(s):  
Antti Louko
Keyword(s):  
Real Estate ◽  
Capital Structure ◽  
Corporate Performance ◽  
Business Sector ◽  
Short Term ◽  
Corporate Real Estate ◽  
Business Sectors

The purpose of this study was to investigate the effects of corporate real estate disposals on corporate performance ratios in Europe between the years 1998–2002. In addition, it was studied whether the retail and telecom corporations that conducted large real estate disposals were in significantly worse condition before the transactions than other corporations in the same business sector. The study indicated that those retail corporations that had divested corporate real estate were less profitable compared to other corporations in the same business sector before the transactions. Similarly, some evidence was found that the telecom corporations that were disposing of real estate had worse capital structure and short‐term solvency before the transactions than other European telecom corporations. It seems, however, that the overall economical environment and other corporate operations have often influenced the development of the performance ratios more than the property disposals, at least in the most volatile business sectors.

A Needle in a Haystack

2011 ◽  
pp. 310-320
Author(s):  
Chad J. Cray
Keyword(s):  
Decision Making ◽  
Information Technology ◽  
Empirical Research ◽  
Failure Rate ◽  
Project Managers ◽  
Decision Making Process ◽  
High Failure Rate ◽  
It Projects ◽  
Extant Literature ◽  
Development Methodology

Considering the high failure rate of information technology (IT) projects over the last 40 years, project managers should use all the tools at their disposal in order to make their project a success; however, more than half of all project managers fail to use a powerful tool that is readily available – a development methodology. A development methodology provides structure to a project, which facilitates communication, establishes expectations, enhances quality and promotes consistency. One potential reason project managers do not employ a development methodology is that selecting the correct methodology from among the hundreds available can be an overwhelming task. For this reason, understanding the decision-making process, and identifying those factors that influence it, is a worthwhile endeavor. While empirical research in this area is lacking, a review of the extant literature reveals several factors that are important when choosing a development methodology. In this chapter, many of these factors are identified, a model for categorizing them is proposed, and a model for selecting a methodology is presented.

scholarly journals Planning, Tracking, and Reducing a Complex Project’s Value at Risk

2018 ◽  
Vol 50 (1) ◽  
pp. 71-85 ◽  
Author(s):  
Tyson R. Browning
Keyword(s):  
At Risk ◽  
Project Management ◽  
Value At Risk ◽  
Project Managers ◽  
Earned Value ◽  
Technical Performance ◽  
Complex Projects

Uncertainty, risk, and rework make it extremely challenging to meet goals and deliver anticipated value in complex projects, and conventional techniques for planning and tracking earned value do not account for these phenomena. This article presents a methodology for planning and tracking cost, schedule, and technical performance (or quality) in terms of a project’s key value attributes and threats to them. It distinguishes four types of value and two general types of risks. The “high jumper” analogy helps to consider how high the “bar” is set for a project (its set goals) and therefore how challenging and risky it will be. A project’s capabilities as a “jumper” (to clear the bar and meet its goals) determine the portion of its value at risk (VaR). By understanding the amounts of value, risk, and opportunity in a project, project managers can design it for appropriate levels of each. Project progress occurs through reductions in its VaR: Activities “add value” by chipping away at the project’s “anti-value”—the risks that threaten value. This perspective on project management incentivizes generating results that eliminate these threats, rather than assuming that value exists until proven otherwise.

The Effects of Project Management Certification on the Triple Constraint

2013 ◽  
Vol 4 (4) ◽  
pp. 93-111 ◽  
Author(s):  
Joseph T. Catanio ◽  
Gary Armstrong ◽  
Joanne Tucker
Keyword(s):  
Information Technology ◽  
Project Management ◽  
Success Rate ◽  
Empirical Evidence ◽  
Cost Management ◽  
Project Managers ◽  
It Project Management ◽  
Professional Certification ◽  
It Projects ◽  
Better Than

This research paper describes key information technology (IT) project management activities in terms of project scope, time, and cost management, namely the triple constraint. The authors contend that the ability to properly manage and execute these activities is the quintessential component that oftentimes drives whether projects succeed or fail. The literature shows that IT projects have a dismal success rate but successful projects have been on the rise. The authors attempt to determine if the increase of successful projects correlates to the increase in the number of certified project managers. Empirical evidence is presented that indicates certified project managers do not perform project scope, time, and cost management activities better than project managers without professional certification credentials.

Enterprise social networks as a supporting tool in the digital economy

2018 ◽  
Vol 4 (10) ◽  
pp. 273-279
Author(s):  
Jana Skoludova
Keyword(s):  
Social Networks ◽  
Information Technology ◽  
Digital Economy ◽  
Information Technology Management ◽  
The Czech Republic ◽  
Enterprise Social Networks ◽  
Internal Information ◽  
Enterprise Social Network ◽  
Business Sectors ◽  
Modern Technologies

Digital economy refers to an economy that is based on digital computing technologies. It is widely accepted that the growth of the digital economy has widespread impact on the economy as a whole. Companies have been trying to respond to the changes of the digital economy, and they have been integrating information technology management into their enterprises. The goal of this paper is to determine the benefits of Enterprise Social Networks in companies. The methodology of this paper is based on comparative qualitative research using a survey conducted in the Czech Republic across business sectors. The research focuses on costs related to the use of Enterprise Social Networks. The results indicate the possible use of modern technologies for more effective business management. This paper discusses the use of the latest trends and innovations concerning technologies to help managers effectively convey internal information within the digital economy. Keywords: Digital economy, information technology, enterprise social network.

scholarly journals FACTORS DRIVING TURNOVER AND RETENTION OF INFORMATION TECHNOLOGY PROFESSIONALS

2014 ◽  
Vol 16 (1) ◽  
pp. 1-17 ◽  
Author(s):  
Renata Korsakienė ◽  
Asta Stankevičienė ◽  
Agnė Šimelytė ◽  
Milda Talačkienė
Keyword(s):  
Information Technology ◽  
Turnover Intentions ◽  
Prediction Models ◽  
Project Managers ◽  
Strategy Development ◽  
Information Technology Professionals ◽  
Related Factors ◽  
Top Managers ◽  
Decisions To Leave ◽  
High Level

Taking into consideration turnover phenomenon and retention issues, the purpose of the paper is to reveal the employee perceptions on organisational and job-related factors impacting decisions to leave and to stay with the current employer. Based on theoretical discussion related to voluntary turnover and retention of employees, the research instrument was developed. A total of 143 responses were collected from employees working in private IT companies of Lithuania. The results revealed that base pay and challenging work content were perceived as the most important employment characteristics. Turnover prediction models disclose turnover intentions of project managers, which can be explained by participation in strategy development, support of top managers and negative perception of the base pay. Meanwhile, turnover intensions of heads of departments/ high level managers can be explained by negative associations with performance incentives/ bonuses, career opportunities and working conditions. The findings of the paper let us to develop theoretical insights and provide manager recommendations leading to the retention of information technology professionals.

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