Implementing Atma Nirbhar Bharat

2022 ◽  
pp. 190-207
Author(s):  
Siddharth Varma
Keyword(s):  
Project Management ◽  
Raw Material ◽  
Management Approach ◽  
Small Companies ◽  
Successful Execution ◽  
Nationwide Program

From small companies to major enterprises, the COVID-19 pandemic put us all to test. While it has left us facing an unpredictable future, it also offers us the chance to create a self-sufficient and self-reliant India, or “Atma Nirbhar Bharat.” The motivation towards a self-reliant India became stronger after the border conflict with China. Being dependent on China for both finished products and raw material, it is imperative for India to reduce this dependence. The “Atma Nirbhar Bharat” needs to be planned and executed as a nationwide program comprising several projects. Successful execution of this program needs to follow a systematic project management approach. This chapter tries to develop a blueprint for planning and execution of this program which is aimed at a self-reliant India.

scholarly journals AGILE PROJECT MANAGEMENT FOR NON IT COMPANIES

2019 ◽  
Vol 34 (1) ◽  
pp. 75-80
Author(s):  
Margarita Bogdanova
Keyword(s):  
Project Management ◽  
Added Value ◽  
Management Approach ◽  
Small Companies ◽  
The Public ◽  
Goods And Services ◽  
Agile Project Management ◽  
Agile Approach ◽  
It Departments ◽  
Business Sectors

Project management is becoming an increasingly preferred approach in the public and business sectors due to its orientation towards results. But the project management methodology is also evolving. In recent years, its most advanced option is the Agile project management. It emerged in 2001 after a conference in Chicago of software industry professionals discussing the possibility of a new method of work, later called Agile. A Manifesto has been developed that contains 12 principles and 4 values. The document has been translated into many languages and has become leading for many IT developers.Leading in the agile approach is that instead of investing in a detailed outline of processes, procedures and tools, is better for organizations to invest in people and in their interaction. Rather than focusing on comprehensive documentation from the beginning, it is better to focus on the final result of the project. Instead of settling legal issues and signing a preliminary contract, it is better to engage with customers (target groups) and seek a live connection with the users of the service or product.Gradually, the advantages of the new approach are gaining more and more adherents. According to the 11th Annual State of AgileTM - Report, 2016, the number of companies implementing agile project management is steadily increasing globally, with the process gradually entering non-IT sectors as well. According to the authors of the report, the benefit of the method is in several directions: results are achieved in a shorter time, organizations become more productive, risk is reduced, costs are decreased, etc.In Bulgaria, agile project management is applied mainly to companies that are branches of large foreign IT companies, and activities. Many small companies, as well as public sector organizations, still apply the traditional project management approach and so they miss the added value of providing goods and services to their customers in an agile manner.In this paper the idea of implementing the agile project management in non IT departments of companies is presented. Emphasis is placed on the iterative nature of operational management, whereby projects are divided into separate parts, prioritized and “delivered” in small cycles. At the same time, the issue of terminology of this approach is discussed. The main terms are different from these in the traditional project management and require additional efforts to understand and implement it. Special attention is also paid to the agile management of research and educational projects in the universities.

scholarly journals Managing an Integrated Project - Experiences from the Realigning Agriculture to Improve Nutrition project

2016 ◽  
Vol 3 ◽  
pp. 5035 ◽  
Author(s):  
Kai Matturi ◽  
Chris Pain
Keyword(s):  
Project Management ◽  
International Development ◽  
Project Manager ◽  
Management Approach ◽  
Development Projects ◽  
Donor Funding ◽  
New Approach ◽  
Working Together ◽  
Common Goals ◽  
Integrated Project

Over the last number of decades there has been a tendency within the international development sector to privilege the management of projects in a siloed manner. This translates to projects managed in a narrow way according to pre-defined parameters of say the education or health sectors. As a project manager you are held accountable for delivering education or health outputs. A shift in donor funding to focus on development projects that are considered easy to administer partly explains this siloed approach to project management within the development sector. However, there is a gradual kick back against the siloed project management approach. Instead we are seeing a return to an integrated managerial approach.An integrated managerial approach involves bringing together various technical specialists to work on common objectives in a coordinated and collaborative manner. A growing number of development actors such as Concern Worldwide are embracing this ‘new approach’. For Concern Worldwide integrated projects are interventions which address multiple needs through coordination across a variety of sectors and with the participation of all relevant stakeholders to achieve common goals. Integrated projects are about sector projects working together with the same target group in the same area in a coordinated manner. This paper reflects on Concern’s experience and evidence to date with integration drawing on the agency’s work in Zambia. The Realigning Agriculture to Improve Nutrition project in Zambia highlights the practical challenges and lessons of managing an integrated project.   

scholarly journals An Integrated Management Approach in a Higher Education Technology Support Unit

2013 ◽  
pp. 206-228
Author(s):  
Lesley G. Boyd ◽  
Jill W. Fresen
Keyword(s):  
Instructional Design ◽  
Project Management ◽  
Quality Management ◽  
Quality Management System ◽  
Integrated Management ◽  
Good Practice ◽  
Management Approach ◽  
Design Development ◽  
Support Unit ◽  
Instructional Design Process

This case study is located in the Department for Education Innovation (EI), a teaching and learning support unit at the University of Pretoria in South Africa. The initial problem was the need to apply project management and quality management principles to the services offered by the department to faculty members. The authors describe the implementation of a formal, online, process-based Quality Management System (QMS) designed to self evaluate, document, and improve the Instructional Design (ID) process that guides the development of educational technology solutions in EI. The project was completed in 2005 and was included in a CEN (European Committee for Standardization) Good Practice Guide for outstanding implementations of quality approaches in e-learning. The QMS provides a mechanism to support a consistent project management approach, and the case illustrates successful integration between three cycles: Project Management (PM), Quality Management (QM), and the ADDIE (Analysis, Design, Development, Implementation, and Evaluation) instructional design process.

Knowledge Sharing in Project Environments

2021 ◽  
Vol 12 (1) ◽  
pp. 1-17
Author(s):  
Zinga Novais ◽  
Jorge Vareda Gomes ◽  
Mário José Batista Romão
Keyword(s):  
Project Management ◽  
Knowledge Sharing ◽  
Project Managers ◽  
Project Team ◽  
Team Members ◽  
Business Operations ◽  
Successful Execution ◽  
Management Project ◽  
A Company

Projects have been increasingly used in the implementation of organizations' business operations. Knowledge sharing has been considered essential in project environment; therefore, the integration of knowledge management within project management becomes crucial for project success. The objective of this research is to study how knowledge sharing is integrated within the context of a project, and what is the perception of project team members about it. A case study was carried out in a company within the financial sector, focused on a project team of the entity. The results revealed that project managers, other professionals in project management, and the organization itself are very much aware of the importance of knowledge sharing. The results also emphasized that, regardless of the lack of incentives by top management, project team members consider that knowledge sharing highly contributes for a successful execution of projects.

Project Management, Complexity and Creativity

2013 ◽  
pp. 188-205
Author(s):  
Herbert Thomas ◽  
Jessica Hollis
Keyword(s):  
Project Management ◽  
Time Constraints ◽  
Management Approach ◽  
Software Selection ◽  
Management Philosophy ◽  
Software Packages ◽  
Selection Processes ◽  
Request For Proposal ◽  
The University ◽  
Short Timeframe

This case involves the implementation of an automated capture solution, aimed at replacing a manual lecture capture service at the University of Canterbury in New Zealand. The implementation of such a solution, within a very short timeframe and subject to a constrained budget, was necessitated by a significant change in lecturer-student interaction brought about by a devastating earthquake and associated aftershocks. In consequence, recently adopted project management methodology at the institution had to be amended in order to incorporate software selection processes under way at another institution. The university project management approach (based on Prince 2 project management philosophy) includes an exhaustive comparison of software packages, based on detailed “Request for Information” and “Request for Proposal” procedures. Severe time constraints forced the project team to omit these procedures by tapping into the same process at another university undergoing the same exercise. This was the only way in which the project could be completed within the proposed timeframe. Currently, the automated capture solution is being prepared for handover from the project manager to the institution in December 2012, as planned.

A Goal-Driven Management Approach based on Knowledge Exploitation for e-Government Projects

2012 ◽  
pp. 206-223
Author(s):  
Demetrios Sarantis ◽  
Yannis Charalabidis ◽  
Dimitris Askounis
Keyword(s):  
Project Management ◽  
Public Sector ◽  
Best Management Practices ◽  
Management Practices ◽  
Electronic Government ◽  
Management Approach ◽  
Public Officials ◽  
It Projects ◽  
Best Management ◽  
Government Project

The implementation of electronic Government projects in public sector organisations is a challenging task, due to technical, organisational and cultural specificities of the domain. Research shows that such IT projects have higher failure rates than similar approaches in the private sector, also indicating the lack of a method to transfer knowledge and apply best management practices in an effective way. The proposed management approach aims to recognise structure and reuse past successful attempts, in ways that support the overall viability of an e-Government project. After stating the fundamental principles of project management that apply to public sector IT projects, the authors present a conceptual model for e-Government project management, including entities such as dimensions, goals, activities, deliverables and roles that can be structured and adapted to cover all types of relevant projects in an out-of-the-box approach. This knowledge base of predefined project components can then be populated and utilised in making more informed decisions for effective project management of e-Government initiatives. This way, the proposed method supports public officials and practitioners in learning from past experience projects and in designing and running e-Government projects in a more systematic manner, thus, significantly increasing the likelihood of project success.

Risk Management Framework That Meets the Implementation Challenges in IT-Centric Micro and Small Companies

2013 ◽  
Vol 4 (2) ◽  
pp. 16-26 ◽  
Author(s):  
Jasmina Trajkovski ◽  
Ljupcho Antovski
Keyword(s):  
Risk Management ◽  
Management Approach ◽  
Small Companies ◽  
Management Framework ◽  
East Europe ◽  
Implementation Challenges ◽  
South East Europe ◽  
Risk Management Framework ◽  
Management Concepts ◽  
Comprehensive Framework

This paper presents an overview of the proposed risk management framework and how it is designed to meet the challenges usually faced by IT-centric micro and small companies when implementing risk management. The issues and challenges identified for the IT-centric micro and small companies are centered around the exposure to various risks and necessity to have a risk management approach which covers these various risks, as well as to limited resources for risk management and necessity for usable and comprehensive framework. The new framework is based on the analysis of the best practices in risk management concepts as well as direct experience from dealing with over 20 companies in South-east Europe. The segments covered by the framework include people, policy, methodology and process, and tools.

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