Steering Start-Ups' Organizational Behavior Through Development of Project Management Practices

2020 ◽  
pp. 324-343
Author(s):  
Igor Vrečko ◽  
Aljaž Skaza
Keyword(s):  
Life Cycle ◽  
Project Management ◽  
Organizational Behavior ◽  
Management Practices ◽  
Organizational Structures ◽  
Management Culture ◽  
Operating Rules ◽  
Definition Of ◽  
Start Ups ◽  
Principles Of Learning

Start-ups are only in the initial life cycle phases, which exposes them to many specific challenges and increases threats of business cessation. Because of their youth, the do not yet have formal organizational structures and operating rules. This also applies to the area of project management. In this chapter, the authors deal with the success of start-ups' projects and the characteristics of their project management culture. Although the success of projects and project management culture is relatively often discussed in the literature, it is generally done in the context of large companies, not start-ups. The research has shown that projects represent a large part of the start-ups' businesses, and that there is a significant high awareness of the importance of project preparation and the definition of objectives, as well as a caution in defining the roles and organization. In these companies we can notice quite a coherence with the principles of learning organizations, especially the importance of learning from experiences and transferring knowledge among the participants in the project.

scholarly journals GESTÃO DE PROJETO PARA IMPLANTAÇÃO DE REALIDADE AUMENTADA NA EDUCAÇÃO A DISTÂNCIA

2018 ◽  
Vol 10 (Especial) ◽  
pp. 113-119
Author(s):  
Rita de Cássia Miranda da Costa ◽  
Rafael Medeiros Hespanhol
Keyword(s):  
Distance Education ◽  
Life Cycle ◽  
Project Management ◽  
Augmented Reality ◽  
Critical Points ◽  
Management Practices ◽  
Qualitative Character ◽  
Organizational Changes ◽  
Study Type

Project management is directly involved with the results of internal organizational changes. PMBOK, being a guide to project management practices, assists in the broad view of all relevant areas. In this sense, the present study aims to develop a project of implementation of Augmented Reality in Distance Education, using the PMBOK as support in the elaboration of the life cycle of the project. The research assumes a qualitative character, of the case study type. The methodology identifies the difficulties in designing the project and the advantages offered by the practices and methods presented in the guide. The results present critical points in the design of the project and highlighted appropriate ways of dealing with each point. It is estimated, therefore, that the results can contribute to the validation of the need to properly manage the projects, since the conclusion points to the PMBOK as a concise and advantageous support for the management.

METHODOLOGICAL ASPECTS OF INNOVATIVE PROJECTS MANAGEMENT

2021 ◽  
Vol 1 (2) ◽  
pp. 112-117
Author(s):  
E. P. SOLODOVA ◽  
Keyword(s):  
Life Cycle ◽  
Project Management ◽  
Scientific Literature ◽  
Investment Project ◽  
Investment Management ◽  
Theoretical Approaches ◽  
Innovation Project ◽  
Definition Of ◽  
Methodological Aspects ◽  
Risk Managers

The article highlights the theoretical approaches to the definition of the concepts of “innovation” and “investment project”, identifies their common and specific features. The analysis of the scientific literature led to the conclusion: project management requires constant monitoring of work and processes, which determines the need for a detailed decomposition of the innovation life cycle. The author summarizes and structures the approaches to the content of the phases, stages and stages of the innovation project. The work is interdisciplinary, written at the intersection of innovation and investment management. This view will be of interest to risk managers and economists, specialists in the field of project management, including innovative ones.

Oil and Gas Asset and Project Management in Russia

10.12737/2664 ◽  
2014 ◽  
Vol 3 (1) ◽  
pp. 17-25
Author(s):  
������ ◽  
Aleksandr Senko ◽  
������ ◽  
Valeriy Funtov
Keyword(s):  
Life Cycle ◽  
Project Management ◽  
Oil And Gas ◽  
Organizational Structures ◽  
Life Cycles ◽  
Transport Infrastructure ◽  
Enterprise Management ◽  
Gas Field ◽  
Oil And Gas Field ◽  
Operational Activity

Resources of the majority of oil and gas companies in Russia are managed within functional organizational structure. Thereof productivity and management efficiency depends a little on needs of a company for use and development of an oil and gas field and its infrastructure. In some industry enterprises a project management is used. The analysis of project management in such companies, as TNK-BP, LUKOIL Overseas, Rosneft, Gazprom dobycha Yamburg, Gazprom dobycha Noyabrsk was made. It is offered to use a complex of 2 models for oil and gas enterprise management. The first model has to be based on concept of oil and gas asset, the second one has to use a project management methodology. A new definition for the term "Oil and Gas Asset" is entered. The oil and gas asset is one or several fields with integrated economy, production, auxiliary and transport infrastructure, grouped according to their development logic. The oil and gas asset has its own life cycle consisting of stages and including life cycles of fields entering in the asset. Life cycle�s stages are filled both traditional (operational) activity, and design (projects� programs and projects themselves). Management of an oil and gas asset is impossible without application of one-man management principle. A project, as well as an asset has to be managed by one owner � manager or administrator (depending on powers and responsibility delegated to him). For development, elaboration and support of fields and their infrastructure (i. e. that activity which is difficult to operate in functional organizational structures) it is offered to apply the project management methodology. A multilevel project management model, as well as examples of projects� type design practice, and structures of decomposition of their works have been presented in this paper. The specified models were applied to development and deployment of mana gement�s corporate systems in OAO Tomskgazprom and OOO Gazprom transgaz Tomsk. Systems apply complex integration approach to a problem of coordinated management of fields and other assets and resources related to the oil and gas company.

Framing ERP Success from an Information Systems Failure Perspective

2017 ◽  
Vol 15 (2) ◽  
pp. 31-47 ◽  
Author(s):  
Pierluigi Zerbino ◽  
Davide Aloini ◽  
Riccardo Dulmin ◽  
Valeria Mininno
Keyword(s):  
Project Management ◽  
Information Systems ◽  
Enterprise Resource Planning ◽  
Management Practices ◽  
Resource Planning ◽  
Complex Issue ◽  
Management Approaches ◽  
Definition Of ◽  
Systems Failure ◽  
Is Failure

To the best of our knowledge, extant definitions of Enterprise Resource Planning (ERP) success are not comprehensive, and they do not address all of the most relevant dimensions of this complex issue. Consequently, current ERP success models may lead to deceptive evaluations. Through a rigorous logical shift starting from IS failure, and diverging from classical project management approaches, this paper attempts to define ERP success by means of four factors: Process, Correspondence, Interaction, and Expectation. Results formally integrates the literature gaps and enable the future definition of appropriate measurement items that could steer management practices towards a sounder approach to ERP success.

Aligning Strategy With Organizational Structures And Project Deployment

2011 ◽  
pp. 82-105
Author(s):  
Tamio Shimizu ◽  
Marley Monteiro de Carvalho ◽  
Fernando Jose Barbin
Keyword(s):  
Project Management ◽  
Management Practices ◽  
Organizational Structures ◽  
Project Managers ◽  
Competitive Advantages ◽  
Rapid Action ◽  
Project Management Institute ◽  
Postindustrial Era ◽  
Tools And Techniques ◽  
A Company

Companies have undergone a process of transformation, organizing themselves to be able to make effective and agile responses to environmental problems and, especially, those having to do with competition and positioning in the market. These responses constitute a set of actions or activities that reflect the company’s competence in taking advantage of opportunities, and their capacity for rapid action, respecting time and cost limits and specifications (Rabechini & Carvalho, 2003). To do so, constructing project-oriented organizations and investing in management design tools and techniques is fundamental, and this has become a growing concern of companies. Handy (1995) points out that organizations in the postindustrial era will be configured like “condominiums”, with groups of projects housed together, since what adds the most value to products and services are intelligent, rather than routine, activities (Fleury & Fleury, 2000). According to Frame (1999), project management practices have consolidated since the 1990s, and several researchers cite this as an obligatory subject matter for companies that seek to develop and maintain competitive advantages. A good indicator of this growth is the presence of the PMI (Project Management Institute) in over 100 countries; it has certified around 25,000 project managers since the beginning of 2002 (Rabechini and Carvalho, 2003). However, studies based in Brazilian companies show that few have formalized development of a management model for the process of innovation and projects (Rabechini et al., 2002). The main concepts related to project management and the ways that a company can structure itself to reach maturity in its projects will be discussed in this chapter. The alignment between strategy and project management structure is also addressed.

scholarly journals An Operational ’Project Management Culture’ Framework (Part 1)

2006 ◽  
Vol 4 (1) ◽  
Author(s):  
Yvonne Du Plessis ◽  
Crystal Hoole
Keyword(s):  
Project Management ◽  
Organisational Culture ◽  
Project Managers ◽  
Project Work ◽  
Survey Questionnaire ◽  
Four Dimensions ◽  
Management Culture ◽  
Project Environment ◽  
Mapping Process ◽  
Definition Of

The aim of this research is to develop an operational ‘project management culture’ framework, which can be used by project managers and organisations to support project work. One of the main causes of project failure is attributed to a non-supportive project management culture in organisations. A triangulation method is followed inclusive of a thorough literature review, a survey questionnaire and a concept mapping process. A project management culture framework with descriptive elements, based on Deal and Kennedy’s (1982) definition of organisational culture, comprising of four dimensions i.e. project process; people in projects; project systems and structure, and project environment was developed.

scholarly journals Aderência entre gestão de projetos e o sistema de gestão de convênios e contratos de repasse (SICONV)

2017 ◽  
Vol 1 (1) ◽  
pp. 83
Author(s):  
José Da Assunção Moutinho ◽  
Roque Rabechini Junior
Keyword(s):  
Life Cycle ◽  
Project Management ◽  
Management Practices ◽  
Legal Aspects ◽  
Management Model ◽  
Body Of Knowledge ◽  
Government Sector ◽  
Operational Flow ◽  
Process Groups ◽  
The Government

<p><strong>Highlights</strong></p><p>- Analysis of the management model of the System of Management of Agreements and Transfer Contracts (SICONV).</p><p>- Relationship established between the phases of an agreement, managed through the SICONV, and the process groups defined by the Project Management Institute (PMI).</p><p>- The management model adopted has different intensities of adherence to project management practices, depending on the area of knowledge analyzed and the phase of the SICONV life cycle.</p><p><strong>Objective</strong></p><p>Study the adherence between the PMI and SICONV project management practices. Even with PMI's efforts in designing the Project Management Body of Knowledge (PMBOK) specifically for the Government sector, there is no study linking it to the electronic environment that supports voluntary transfers (SICONV).</p><p><strong>Approach</strong></p><p>The article discusses project concepts and project management; contextualizes the management of projects in the public environment and the organization of the Brazilian State, with emphasis on the role of municipalities in the transfer of voluntary resources; presents the SICONV, its phases and functionalities and draws a parallel between the PMI process groups and the SICONV operational flow.</p><p><strong>Findings</strong><strong></strong></p><p>The model defined by the SICONV environment clearly emphasizes the formal and legal aspects of voluntary transfers of resources, that is, the proposal of the project by the municipal entity, the conclusion of the agreement between the municipality and the Brazilian federal government, the formalization of the act, the monitoring of the implementation of the project and the rendering of accounts. It is also worth noting that the management model adopted has different intensities of adherence to the practices in project management, depending on the area of knowledge analyzed and the phase of the life cycle of the environment.</p><p><strong>Research limitations</strong><strong></strong></p><p>The adherence analysis of project management practices to SICONV indicates gaps that pave the way for further research, given the dynamics of the presented environment.</p><p><strong>Practical implications </strong></p><p>The research presents the adherence between areas of knowledge in project management and SICONV environment, pointing to the need to expand the model with the objective of increasing the management of voluntary transfers to higher levels.</p><p><strong>Originality/Value </strong><strong></strong></p><p>There is a strong restriction in the literature on the wide adoption of project management practices in public administration due to the peculiarities of the environment. Thus, understanding the existing adherence between project management practices and SICONV for Brazilian municipalities can help to fill this gap.</p>

scholarly journals Evaluating Organizational Sustainability: A Multi-Criteria Based-Approach to Sustainable Project Management Indicators

Systems ◽  
2021 ◽  
Vol 9 (3) ◽  
pp. 58
Author(s):  
Marios Stanitsas ◽  
Konstantinos Kirytopoulos ◽  
Georgios Aretoulis
Keyword(s):  
Project Management ◽  
Construction Projects ◽  
Large Scale ◽  
Management Practices ◽  
Organizational Structures ◽  
Organizational Sustainability ◽  
Business Units ◽  
Management Consultancy ◽  
Management Indicators ◽  
Key Aspects

Even though recent studies designate that sustainability should be integrated in project management, this integration remains a complex issue. Hence, there is a need to develop a new approach that would assess the organizational sustainability and reveal to what extent sustainable project management practices are effective. The aim of this research is to propose a Multi-Criteria Decision Analysis-based method to assess the integration of the sustainability philosophy in large-scale organizations via the utilization of sustainable project management-related indicators. By utilising the proposed approach to compare internal organizational structures, the researchers aim to reveal the sustainability integration level within different business units, in order to allow organizations to make decisions toward sustainable practices. The indicators used in the proposed model are related to key aspects of organizations and they measure how the departments’ staff utilize sustainable project management processes in their construction projects. The case study was conducted in a market-leading design, engineering, and project management consultancy organization. Evaluating organizational sustainability can help organizations target their efforts in certain areas (enhancing sustainable outcomes). It can also facilitate data collection, analysis, and future projections.

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