An Analysis of Web-based Document Management and Communication Tools Usage Among Project Managers

2017 ◽  
Vol 8 (1) ◽  
pp. 1-24 ◽  
Author(s):  
Tomislav Rozman ◽  
Tanja Kocjan Stjepanovič ◽  
Andrej Raspor
Keyword(s):  
Project Management ◽  
Management Practice ◽  
Project Managers ◽  
Document Management ◽  
Communication Tools ◽  
Web Based ◽  
Motivation Factors ◽  
Communication Software ◽  
Group Interviews ◽  
Eu Project

The article analyzes modern cloud document management systems and communication tools from the viewpoint of a EU project managers, who lead multidisciplinary, multilingual and international teams. It also explores the types of users who use these tools as well as the motivation factors guiding their choices. The research includes observation within the project group, interviews and semi-structured surveys among 40 EU project managers, who have managed 244 EU projects. The main finding is that a lot of project managers still don't use shared, cloud document system. The biggest obstacle to more efficient usage of existing systems is their un-friendliness, security concerns and lack of skills. Meetings are still perceived as the most efficient channel for distributing and receiving project tasks, but they are closely followed by communication software. Applying the authors' findings to the project management practice can lead to better communication and shared document storage management, which can influence overall effectiveness of project management.

An Analysis of Web-based Document Management and Communication Tools Usage Among Project Managers

2021 ◽  
pp. 662-686
Author(s):  
Tomislav Rozman ◽  
Tanja Kocjan Stjepanovič ◽  
Andrej Raspor
Keyword(s):  
Project Management ◽  
Management Practice ◽  
Project Managers ◽  
Document Management ◽  
Communication Tools ◽  
Web Based ◽  
Motivation Factors ◽  
Communication Software ◽  
Group Interviews ◽  
Eu Project

The article analyzes modern cloud document management systems and communication tools from the viewpoint of a EU project managers, who lead multidisciplinary, multilingual and international teams. It also explores the types of users who use these tools as well as the motivation factors guiding their choices. The research includes observation within the project group, interviews and semi-structured surveys among 40 EU project managers, who have managed 244 EU projects. The main finding is that a lot of project managers still don't use shared, cloud document system. The biggest obstacle to more efficient usage of existing systems is their un-friendliness, security concerns and lack of skills. Meetings are still perceived as the most efficient channel for distributing and receiving project tasks, but they are closely followed by communication software. Applying the authors' findings to the project management practice can lead to better communication and shared document storage management, which can influence overall effectiveness of project management.

Virtual Collaboration Tools for Project Managers

2020 ◽  
pp. 368-395 ◽  
Author(s):  
Tomislav Rozman
Keyword(s):  
Project Managers ◽  
Project Teams ◽  
Communication Tools ◽  
Virtual Collaboration ◽  
Web Based ◽  
Communication Software ◽  
Collaboration Tools ◽  
Eu Project ◽  
Tool Types ◽  
It Skills

This chapter examines virtual collaboration tools from the perspective of project managers of EU-funded projects. The chapter overviews virtual collaboration tool types, users types, and their motivation to use the chosen tool alongside the human factors. The authors have observed 40 EU project managers, who have managed 244 EU projects. Despite of the abundance of modern, web-based, and mobile tools, project managers are still not familiar with the advantages of cloud-based document systems and communication tools. Factors such as un-friendliness, security concerns, and lack of IT skills prevent more wide usage of virtual collaboration tools. Live meetings are still perceived as the most efficient channel for distributing and receiving project tasks, but they are closely followed by virtual meetings using the communication software. The authors propose a standardized process of including virtual collaboration tools to distributed project teams. Their experiences show that strong leadership and defined process increase the usage of IT tools and consequently the success of EU-funded projects.

Enhancing the Effect on Project Success through Information Presentation

2015 ◽  
Vol 764-765 ◽  
pp. 895-899
Author(s):  
Shiow Luan Wang ◽  
Thi Hoa Vu
Keyword(s):  
Project Management ◽  
Construction Projects ◽  
Project Success ◽  
Project Managers ◽  
Management Process ◽  
Time Cost ◽  
Information Presentation ◽  
Web Based ◽  
Project Participants ◽  
Project Data

Construction projects are becoming ever more complex and time driven, especially as the amount of project data and active project participants’ increase. For achieving a project success, project management not only must to meet time, cost, quality objectives, but also satisfies the project stakeholders needs related to the project management process. Project managers were difficult to effectively seizing, collecting and handling information which are generated from different systems. The elements of information presentation in web-based was contributed an important role to project management success. The purpose of this study is to provide a background to denote the enhancing project management via information presentation based on effective information technology/information systems which are emphasized in web-based.

scholarly journals Risk Management in Information Systems Projects

2021 ◽  
Vol 9 (1) ◽  
pp. 58-67
Author(s):  
João Varajão ◽  
António Amaral
Keyword(s):  
Risk Management ◽  
Project Management ◽  
Information Systems ◽  
Information Technologies ◽  
Vital Role ◽  
Project Managers ◽  
Positive Events ◽  
Web Based ◽  
Track Record ◽  
Management Processes

Information technologies (IT) and information systems (IS) are the backbone of any developed business, and organizations without them cannot compete. In recent decades, many best practices standards, and guides have been made available to project managers and organizations aimed to improve project management. Unfortunately, IS projects continue to show a poor track record, and problems related to project management performance persists. Risk management has a vital role in this context since it can increase the likelihood and impact of positive events, and decrease the likelihood and impact of adverse events in the project. This article presents the results of an international web-based survey, studying if risk management processes are being implemented consistently in IS project management. The obtained results show low levels of risk management processes implementation and reinforce the idea that “it can be risky not to do risk management,” demanding more research in this area.

scholarly journals Safety of the EU Project Management System in Public Universities

2020 ◽  
Vol 2 (1) ◽  
pp. 39-46
Author(s):  
Waldemar Szczepaniak
Keyword(s):  
Project Management ◽  
Management System ◽  
Public Universities ◽  
Project Managers ◽  
Primary Data ◽  
Safety Level ◽  
Project Management System ◽  
Financial Condition ◽  
Quality Costs ◽  
Eu Project

AbstractEffective project management requires consideration of aspects such as quality, costs, time, material resources, staff and communication, and risk. In the case of projects co-financed from European Union funds, the main threat is recognition of part or all of the costs as ineligible, which will result in a need to cover them from university's own funds. Therefore, not only successful completion of the project but also financial condition of the university depends on safety level of EU project management system. Main purpose of the study was to indicate actions aimed at increasing safety of EU project management system in public universities. First part of article is theoretical and was prepared based on a critical analysis of the literature in a field of project management. Second part of the text was based on primary data collected during the survey among EU project managers at public technical universities. Literature studies and results of own research have enabled preparation of recommendations to increase the level of safety of project management system co-financed from EU funds at public universities.

An Approach to Assess Knowledge and Skills in Risk Management Through Project-Based Learning

2012 ◽  
Vol 10 (3) ◽  
pp. 17-34
Author(s):  
Túlio Acácio Bandeira Galvão ◽  
Francisco Milton Mendes Neto ◽  
Marcos Tullyo Campos ◽  
Edson de Lima Cosme Júnior
Keyword(s):  
Risk Management ◽  
Project Management ◽  
Teaching And Learning ◽  
Project Managers ◽  
Project Based Learning ◽  
New Professionals ◽  
Web Based ◽  
Theoretical Concepts ◽  
Technical Requirements ◽  
Increasing Demand

The increasing demand for Software Engineering professionals, particularly Project Managers, and popularization of the Web as a catalyst of human relations have made this platform interesting for training this type of professional. The authors have observed the widespread use of games as an attractive instrument in the process of teaching and learning. However, the project of a web-based instructional game that fulfills all pedagogical and technical requirements for training a project manager is not a trivial task. A gap exists between the theoretical concepts that are normally learned in traditional courses and practical aspects required by the real tasks. As such, this paper proposes the use of a persistent browser-based game intended for Risk Management as a component support in the qualifying process of new professionals of Project Management. The game provides to the player some experience in a real context of Project Management, in which new challenges are frequently posed to the enterprises.

scholarly journals Development and Validation of Project Management Constructs of Security Door Access Control Systems: A Pilot Study in Macau

2016 ◽  
Vol 4 (1) ◽  
pp. 23-43
Author(s):  
Brenda Wing Han Chan ◽  
Chi Tong Lei
Keyword(s):  
Control System ◽  
Project Management ◽  
Access Control ◽  
Management Practice ◽  
Reliability And Validity ◽  
Project Managers ◽  
Statistical Testing ◽  
Access Control System ◽  
Development And Validation ◽  
Common Understanding

Abstract A Security Door Access Control System (SDACS) project involves a number of teams from different organizations with diverse project goals. One of the main challenges of such projects is the lack of a standard approach or common understanding to achieve a common goal among project parties. This research examines various management concerns for SDACS projects, highlights the expected common understanding for project participants, develops the project management constructs, and emphasizes on the resulting value of the project to all participants. A two-stage process of scale development and validation was conducted. First, six generic constructs were identified based on the Security Access Control System Framework. Next, a multi-item scale for each construct was developed with reference to the Result-Oriented Management Framework. Expert judges were invited to conduct manual sorting of the items iteratively until reliability and validity was reached. In the next stage, further refinement and validation were carried out with a synthesized survey instrument and a series of statistical testing followed. The finalized SDACS project management constructs and the related findings help reinforce the importance of a standardized management practice for SDACS projects. The value of this research not only benefits SDACS project managers but everyone who works on the project.

We're not in Kansas Anymore, Toto: Mapping the Strange Landscape of Complexity Theory, and Its Relationship to Project Management

2007 ◽  
Vol 38 (2) ◽  
pp. 50-61 ◽  
Author(s):  
Terry Cooke-Davies ◽  
Svetlana Cicmil ◽  
Lynn Crawford ◽  
Kurt Richardson
Keyword(s):  
Project Management ◽  
Lived Experience ◽  
Management Practice ◽  
Project Managers ◽  
Human Beings ◽  
Team Members ◽  
Complex Projects ◽  
Scientific Disciplines ◽  
Intractable Problems ◽  
Complex Responsive Processes

Both practitioners and researchers in the field of project management have referred to problems caused by complexity or problems of particular significance to complex projects. In different scientific disciplines investigations into the behavior of complex dynamical systems are revealing insights that, taken together, amount to a challenge to the prevalent Cartesian/Newtonian/Enlightenment paradigm from which the practice of project management has emerged. Concepts such as nonlinearity, emergence, self-organization, and radical unpredictability have major implications for the uncodified paradigm that underpins project management practice and research. Taken together, they amount to a complementary way of thinking and talking about projects and their management that might shed new light on intractable problems that appear to plague certain areas of project management practice. One strand within complexity studies that holds particular promise is complex responsive processes of relating, a means of talking about how human beings interact and learn and how their interactions evolve over time and across space. A new program of research, of which this paper forms part, will apply this conceptual framework to the lived experience of project teams, including executive sponsors, project managers and project team members.

scholarly journals Sustainability in Project Management Practice

2020 ◽  
Vol 312 ◽  
pp. 02015
Author(s):  
Ozumba Aghaegbuna ◽  
Chothia Tasmiyah ◽  
Booi Zanoxolo ◽  
Madonsela Nikiwe
Keyword(s):  
Project Management ◽  
Management Practice ◽  
Subject Area ◽  
Project Managers ◽  
Sample Population ◽  
Online Questionnaire ◽  
Lack Of Information ◽  
Niche Area ◽  
Professional Project ◽  
Sustainability Principles

The study focused on the application of sustainability in project management, with reference to attendant difficulties experienced, which affect the goal of achieving sustainability outcomes in project management. As such the study explored the nature and occurrence of challenges to the integration of sustainability principles with PM practice. A review of purposively sampled literature was complemented with fieldwork, which involved an online questionnaire with eighty-nine participants, to collect qualitative data, using South Africa as context. The major limitation was the purposive use of professional project managers as a sample population. The findings reveal that project managers experience significant challenges when implementing sustainability in their practice. While confirming deductions from the literature review, findings suggest that the most significant challenge may be the lack of information among participants and other stakeholders. One major implication is that other identified difficulties may be traceable to the same lack of knowledge in the subject area. Identified consequences include delayed projects and complete abandonment of the sustainability principles in projects. The integration of sustainability principles with project management practice is a growing niche area of project management knowledge. The study contributes a unique exploration of nature and occurrence, and dynamics of attendant challenges, through a comparison of experience and perception. The comparison has highlighted the differences between the experience and perception of project managers, with reference to the application of sustainability principles.

The Role of Project Managers as Improvement Agents in Project-Based Organizations

2019 ◽  
Vol 50 (3) ◽  
pp. 376-390 ◽  
Author(s):  
Erik Sundqvist
Keyword(s):  
Project Management ◽  
Continuous Improvement ◽  
Management Practice ◽  
Project Managers ◽  
Project Manager ◽  
Organization Level ◽  
Management Literature

We propose that the project manager is implicitly expected to participate in and contribute to continuous improvement in project-based organizations (PBOs). This article explores how project management literature treats the project manager in relation to improving overall PBO performance. The results, supported by case study insights, indicate implicit expectations of the project manager to contribute to organization-level PBO improvement. We argue that if organization-level improvement should be part of project management practice in PBOs, as promoted in project management literature, the role of improvement agent needs to be formalized for the project manager.

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