Patterns for Effective Management of Virtual Projects

2008 ◽  
pp. 1368-1389
Author(s):  
Deepak Khazanchi ◽  
Ilze Zigurs
Keyword(s):  
Project Management ◽  
Best Practices ◽  
Focus Groups ◽  
Evolutionary Process ◽  
Effective Management ◽  
Virtual Focus Groups ◽  
Unified View ◽  
Virtual Project ◽  
Theoretical Frame ◽  
Virtual Projects

The management of virtual projects is fundamentally different from that of traditional projects. Furthermore, the research in this area comes from different reference disciplines and perspectives, and a unified view or theory of best practices does not yet exist. Being able to combine perspectives in a seamless way with skills and technology could provide integrative blueprints for best practices in virtual projects. We use the theoretical frame of patterns to propose such a view. We focus on three concepts as the underlying theoretical elements for identifying patterns of effectiveness in virtual project management: (1) coordination, (2) communication, and (3) control. As a first step in the identification of specific patterns, we conducted a series of virtual focus groups with participants from industry who had real experience with virtual projects. The brainstorming data from the focus groups was analyzed to develop an initial set of patterns. The study represents a first step in an iterative and evolutionary process.

Patterns for Effective Management of Virtual Projects

2009 ◽  
pp. 1307-1327
Author(s):  
Deepak Khazanchi ◽  
Ilze Zigurs
Keyword(s):  
Project Management ◽  
Best Practices ◽  
Focus Groups ◽  
Evolutionary Process ◽  
Effective Management ◽  
Virtual Focus Groups ◽  
Unified View ◽  
Virtual Project ◽  
Theoretical Frame ◽  
Virtual Projects

The management of virtual projects is fundamentally different from that of traditional projects. Furthermore, the research in this area comes from different reference disciplines and perspectives, and a unified view or theory of best practices does not yet exist. Being able to combine perspectives in a seamless way with skills and technology could provide integrative blueprints for best practices in virtual projects. We use the theoretical frame of patterns to propose such a view. We focus on three concepts as the underlying theoretical elements for identifying patterns of effectiveness in virtual project management: (1) coordination, (2) communication, and (3) control. As a first step in the identification of specific patterns, we conducted a series of virtual focus groups with participants from industry who had real experience with virtual projects. The brainstorming data from the focus groups was analyzed to develop an initial set of patterns. The study represents a first step in an iterative and evolutionary process.

Applying Pattern Theory in the Effective Management of Virtual Projects

2008 ◽  
pp. 93-112
Author(s):  
Ilze Zigurs ◽  
Deepack Khazanchi
Keyword(s):  
Project Management ◽  
Best Practices ◽  
Focus Groups ◽  
Effective Management ◽  
Pattern Theory ◽  
Virtual Focus Groups ◽  
Unified View ◽  
Virtual Project ◽  
Theoretical Frame ◽  
Virtual Projects

The management of virtual projects is fundamentally different from that of traditional projects. Furthermore, the research in this area comes from different reference disciplines and perspectives, and a unified view or theory of best practices does not yet exist. We use the theoretical frame of patterns to propose a unified view. We focus on three concepts as the underlying theoretical elements for identifying patterns of effectiveness in virtual project management: (a) coordination, (b) communication, and (c) control. As a first step in the identification of specific patterns, we conducted a series of virtual focus groups with participants from industry who had real experience with virtual projects. The brainstorming data from the focus groups were analyzed to develop an initial set of patterns. Based on this first step, we also present a structured process for the discovery and continuing validation of patterns of effectiveness in virtual projects, and discuss the issues involved in applying the process.

Applying Pattern Theory in the Effective Management of Virtual Projects

2009 ◽  
pp. 315-334
Author(s):  
Ilze Zigurs ◽  
Deepak Khazanchi
Keyword(s):  
Project Management ◽  
Best Practices ◽  
Focus Groups ◽  
Effective Management ◽  
Pattern Theory ◽  
Virtual Focus Groups ◽  
Unified View ◽  
Virtual Project ◽  
Theoretical Frame ◽  
Virtual Projects

The management of virtual projects is fundamentally different from that of traditional projects. Furthermore, the research in this area comes from different reference disciplines and perspectives, and a unified view or theory of best practices does not yet exist. We use the theoretical frame of patterns to propose a unified view. We focus on three concepts as the underlying theoretical elements for identifying patterns of effectiveness in virtual project management: (a) coordination, (b) communication, and (c) control. As a first step in the identification of specific patterns, we conducted a series of virtual focus groups with participants from industry who had real experience with virtual projects. The brainstorming data from the focus groups were analyzed to develop an initial set of patterns. Based on this first step, we also present a structured process for the discovery and continuing validation of patterns of effectiveness in virtual projects, and discuss the issues involved in applying the process.

Patterns of Social Intelligence and Leadership Style for Effective Virtual Project Management

2012 ◽  
Vol 3 (1) ◽  
pp. 49-63 ◽  
Author(s):  
Shazia Nauman
Keyword(s):  
Project Management ◽  
Leadership Style ◽  
Social Intelligence ◽  
Leadership Skills ◽  
Team Members ◽  
Project Management Professionals ◽  
Virtual Project ◽  
Virtual Projects ◽  
Relationship Of ◽  
Virtual Project Management

This paper explores the relationship of social intelligence and leadership style for effective project management in projects with varying degrees of virtuality. In the present study, the author determines what leadership style is preferred in virtual projects and analyzes the differential effects of varying degrees of virtuality on social intelligence and leadership style. The author tests hypotheses with data collected from virtual project management professionals working on information technology projects in five countries. Results show that social awareness and relationship management are positively related to concern for task and concern for people and are found to be higher in more virtual than less virtual project team members. The findings have significant implications for leadership skills and behaviors as well as the role of social intelligence for effective virtual project management. The article adds to the understanding of effective management of virtual projects, suggesting new options to consider for project management and HR professionals.

Similar but Different: A Top-Down Benchmarking Approach to Investigate Nuclear Decommissioning Projects

2017 ◽  
Author(s):  
Diletta Colette Invernizzi ◽  
Giorgio Locatelli ◽  
Naomi J. Brookes ◽  
Martin Grey
Keyword(s):  
Project Management ◽  
Best Practices ◽  
Key Factors ◽  
Top Down ◽  
Rocky Flats ◽  
Nuclear Decommissioning ◽  
Key Stakeholders ◽  
Nuclear Site ◽  
Recent Emergence ◽  
Management Literature

Project management literature has, until now, mainly focused on new build and only in the last decades the issues of decommissioning (mega) projects has arisen. To respond to this changing environment, project management will need to understand the challenges of decommissioning projects. Decommissioning projects within Oil & Gas, Chemical and Nuclear sectors are characterized by high costs, long schedules and uncertainty-based risks. The budget for Nuclear Decommissioning Projects and Programmes (NDPs) are subject to well publicized increases and, due to their relatively recent emergence, complexity and variety, key stakeholders lack a full understanding of the key factors influencing these increases. Benchmarking involves “comparing actual or planned practices [...] to identify best practices, generate ideas for improvement” [1] and offers significant potential to improve the performance of project selection, planning and delivery. However, even if benchmarking is the envisaged methodology to investigate the NDPs characteristics that impact on the NDPs performance, until now, it has only been partially used and there is a huge gap in the literature concerning benchmarking NDPs. This paper adapts a top-down benchmarking approach to highlight the NDPs characteristics that mostly impact on the NDPs performance. This is exemplified by a systematic quantitative and qualitative cross-comparison of two major “similar-but-different” NDPs: Rocky Flats (US) and Sellafield (UK). Main results concern the understanding of the alternatives of the owner and/or the contractors in relation to (1) the physical characteristics and the end state of the nuclear site, (2) the governance, funding & contracting schemes, and (3) the stakeholders’ engagement.

PROJECT MANAGEMENT IN THE TRANSITION TO A CIRCULAR ECONOMY

2021 ◽  
pp. 21-26
Author(s):  
Sergey Bushuyev ◽  
Denis Bushuiev ◽  
Victoria Bushuieva ◽  
Olena Verenych
Keyword(s):  
Project Management ◽  
Best Practices ◽  
Organizational Development ◽  
Circular Economy ◽  
Cost Effective ◽  
Life Cycles ◽  
Development Projects ◽  
Waste Products ◽  
The World ◽  
The Impact

The problem of creating effective models, methods and tools for strategic management of projects and programs for the development of organizations in the transition to a circular economy. Global trends in the development of organizations prove that the world is transforming with acceleration. The life cycle of knowledge and technologies for managing complex projects and programs is significantly reduced. The technical and technological complexity of organizational development projects increases due to innovations. These trends create significant challenges in the development of project management systems and programs for the formation of a circular economy in Ukraine. This is especially true of projects and programs in conditions of uncertainty about the impact of COVID 19 and anticipation of a global crisis after a pandemic. Today, the application of proven best practices (benchmarking) is no longer a way forward. Forming a vision, goals and strategy for the implementation of organizational development projects in advance makes our actions rigid, not flexible. When creating a project or program begins with focusing on what is valuable to our customers and the country, it is enough for us to use best practices. But the complexity and innovative orientation of development projects of organizations in the transition to a circular economy creates a number of challenges. One of the answers to these challenges is cost-effective work on project management and development programs, taking into account the trends of transition to a circular economy. Project management teams learn to distinguish between what is valuable and what doesn't matter, this is the path that management methodologies have taken for decades. A number of projects have taken the first steps in implementing the necessary cost-effective / flexible transition that supports sustainability and adaptability to turbulent environmental changes. In the conditions of modern destructive economic relations in the world community the problem of a choice of strategy of projects as drivers of development of the organizations is vital. One of the key approaches to the development of the EU is the transition to a circular economy with maximum utilization of both waste products and projects, and the disposal of project products after the end of product life cycles.

scholarly journals Compilation Of An Econometric Human Resource Efficiency Model For Project Management Best Practices

2006 ◽  
Vol 4 (3) ◽  
Author(s):  
G. Van Zyl ◽  
P. Venier
Keyword(s):  
Project Management ◽  
Best Practices ◽  
Organizational Performance ◽  
Human Resource ◽  
Driving Forces ◽  
Resource Efficiency ◽  
Organizational Changes ◽  
Work Ethics ◽  
Primary Function

The aim of the paper is to introduce a human resource efficiency model in order to rank the most important human resource driving forces for project management best practices. The results of the model will demonstrate how the human resource component of project management acts as the primary function to enhance organizational performance, codified through improved logical end-state programmes, work ethics and process contributions. Given the hypothesis that project management best practices involve significant human resource and organizational changes, one would reasonably expect this process to influence and resonate throughout all the dimensions of an organisation.

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