A Systematic Implementation of Project Management

2009 ◽  
pp. 130-139
Author(s):  
John Wang ◽  
James G.S. Yang ◽  
Jun Xia
Keyword(s):  
Risk Factors ◽  
Project Management ◽  
Management Practices ◽  
Management Process ◽  
Unique Product ◽  
Management Knowledge ◽  
Component Processes

In contrast to ongoing, functional work, a project is a temporary endeavor undertaken to achieve or create a unique product or service(s). The project management knowledge and practices are best described as component processes—initiating, planning, executing, controlling, and closing. We have taken a closer look at project management by reviewing the types of methodologies and tools that exist in business today. We observed the major existing risk factors facing project management practices. We also evaluated the unique issues in delivering projects brought about by globalization. As we were extracting the information, it became apparent that there should be measures taken related to the project management process that could alleviate the some major risk factors in some way.

Risks, Gaps, and Global Issues of Project Management

2009 ◽  
pp. 758-763
Author(s):  
John Wang ◽  
Ruiliang Yan ◽  
Yanli Zhang
Keyword(s):  
Risk Factors ◽  
Project Management ◽  
Management Practices ◽  
Management Process ◽  
Global Issues ◽  
Use Of Resources ◽  
Parent Organization ◽  
Project Life Cycle ◽  
Component Processes ◽  
Project Life

Project management is the discipline of defining and achieving targets while optimizing (or just allocating) the use of resources, that is, time, money, people, materials, energy, space, and so forth, over the course of a project (a set of activities of finite duration). In contrast to ongoing, functional work, a project is a temporary endeavor undertaken to achieve or create a unique product or service(s). The project management knowledge and practices are best described as component processes of initiating, planning, executing, controlling, and closing. We have taken a closer look at project management by reviewing the types of methodologies and tools that exist in business today. We observed the major existing risk factors facing project management practices. We also evaluated the unique issues in delivering projects brought about by globalization. As we were extracting the information, it became apparent that there should be measures taken related to the project management process that could alleviate some of the major risk factors in some way. Our article illustrates a solution idea for the project management process, which may close the issue gap with regard to many globalization issues and other identified risks. The idea is to include a sub process for project management as it applies to the project life cycle that would benefit an organization internally for a parent organization, and also externally for their clients’ benefit.

Inter-Relationships between an Enterprise's Strategic Management Process and Its Program/Project Portfolio Management Process

2017 ◽  
pp. 39-60
Author(s):  
Russell Dean Archibald
Keyword(s):  
Project Management ◽  
Strategic Management ◽  
Portfolio Management ◽  
Management Practices ◽  
Management Process ◽  
Project Portfolio Management ◽  
Management Processes ◽  
Strategic Project ◽  
Strategic Management Process

This chapter describes and clarifies the boundaries between strategic management and project/program portfolio management (PPPM) processes, and identifies who holds primary responsibilities for key elements of these inter-related sets of management processes. The main issues considered include: The differences between strategic project management and operational project management. The elements in the strategic project management practices and processes that should be considered to be within the responsibility of ‘project management.' The role of a typical PMO in relation to 1) strategic management processes, and 2) both the strategic and operational project management processes. The importance of identifying the differences between transformative and commercial projects and programs and also between the major categories of projects and programs within enterprises. The origins of the two basic types of projects within project-driven compared to project-dependent enterprises.

Optimizing Portfolio Value through Comprehensive Project Metrics

2017 ◽  
pp. 178-201
Author(s):  
Brandon Olson
Keyword(s):  
Project Management ◽  
Management Practices ◽  
Project Success ◽  
Project Performance ◽  
Performance Measure ◽  
Business Value ◽  
Management Process ◽  
Project Portfolio ◽  
Project Portfolios ◽  
Potential Integration

Project portfolios produce value through the coordinated execution of the projects and programs within the portfolio. The performance of the portfolio is evaluated by the generated business value and potential future opportunities it creates. This same performance measure is not applied to the projects within the portfolio. Projects are evaluated based on an operational measure of project efficiency that considers performance of project scope, budget, and schedule. Inconsistencies between portfolio and project performance decrease the value offered by each project and the overall value of the portfolio. In this study, a framework and solution are presented that expand the measures of project success to include criteria that better align with the goals of the project portfolio. The enhanced project success measures include project efficiency, customer impact, team impact, organizational success, and future preparation. The solution is applied to the project management process to demonstrate potential integration into project management practices.

SELECTED METHODS FOR IDENTIFYING RISK FACTORS IN COMPARISON WITH PROJECT LIFE CYCLE AND CONSTRUCTION INVESTMENT PROCESS

2011 ◽  
Vol 162 (4) ◽  
pp. 307-324
Author(s):  
Maciej GÓRSKI ◽  
Dariusz SKORUPKA
Keyword(s):  
Risk Factors ◽  
Risk Management ◽  
Life Cycle ◽  
Project Management ◽  
Construction Project ◽  
Management Process ◽  
Risk Management Process ◽  
Project Life Cycle ◽  
Investment Process ◽  
Project Life

The article describes the life cycle of a project and a construction investment process. Using the knowledge areas of project management methodologies, the authors focus on the elements of the risk management process. One of the main points of analyses was the selected methods of identifying risk factors. The focus was on the versatility, disadvantages, advantages and results of these methods for their use during a construction project.

scholarly journals Reflections on ‘Then & Now’

2021 ◽  
Vol 8 (4) ◽  
pp. 87-98
Author(s):  
Elena Ruikyte
Keyword(s):  
Project Management ◽  
Public Engagement ◽  
Management Practices ◽  
Management Process ◽  
Postgraduate Students ◽  
The Public ◽  
The Arts ◽  
History Of ◽  
Key Aspects

This article provides a student reflection on the management process of a student-led research project entitled Then & Now: Arts at Warwick. The project sought to document the history of the Arts Faculty at Warwick University and communicate it to the wider community. It was an interdisciplinary and collaborative co-creation project that brought together undergraduate and postgraduate students from across the Arts Faculty. Setting and aiming the goals of the project activities, managing teamwork and research processes, and planning and implementing the public engagement strategy in the unprecedented times of the Coronavirus pandemic were challenging and rewarding experiences. The article, framed by scholarly perspectives, summarises the key aspects of the project management process by discussing and analysing the role of an arts and cultural manager. The Then & Now project provided an opportunity to reflect on the significance of the profession while developing and learning new online-based project management practices.

The Expectations of Project Managers from Artificial Intelligence: A Delphi Study

2022 ◽  
pp. 875697282110617
Author(s):  
Vered Holzmann ◽  
Daniel Zitter ◽  
Sahar Peshkess
Keyword(s):  
Artificial Intelligence ◽  
Project Management ◽  
Delphi Study ◽  
Management Practices ◽  
Project Managers ◽  
Management Knowledge ◽  
Future Potential ◽  
Multiple Levels ◽  
High Level ◽  
Far Future

Artificial intelligence (AI) technologies are rapidly developing these days and are expected to impact the field of project management on multiple levels; however, there remains a high level of uncertainty regarding the effect that AI might have on project management practices. This article aims to address this topic based on a Delphi study with a panel of 52 project management experts who reflected on future potential AI applications for the project management Knowledge Areas. The article provides a visionary perspective that can be further translated into practical solutions in the near and far future to improve project management practices.

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