Perceived Required Skills and Abilities in Information Systems Project Management

2013 ◽  
Vol 4 (1) ◽  
pp. 1-12 ◽  
Author(s):  
Jerry Cha-Jan Chang ◽  
Gholamreza Torkzadeh
Keyword(s):  
Project Management ◽  
Information Systems ◽  
Phase 1 ◽  
Project Managers ◽  
Change Leadership ◽  
Management Skills ◽  
Management Skill ◽  
Phase 1 Study ◽  
Management Change ◽  
Study Results

This article reports on results of a study on Information Systems (IS) project management skill set based on a two-round data collection from IS project managers and professionals. The first phase involved interviews with 47 project managers that resulted in identification of 12 important project management skills. In phase two, a survey was developed, based on phase 1 study results, to collect data from 41 IS project managers and professionals. Results identify rankings of the 12 skills as the 12 skills are further grouped into four categories of Communication and relationship management, Resource management, Change leadership, and Administrative.

scholarly journals Insights of project managers into the problems in project management

2016 ◽  
Vol 16 (1) ◽  
pp. 90-103 ◽  
Author(s):  
Peter Vincent Livesey
Keyword(s):  
Project Management ◽  
Delphi Study ◽  
Soft Skills ◽  
Project Managers ◽  
Delphi Panel ◽  
Relative Importance ◽  
Team Management ◽  
Management Skills ◽  
Hard Skills ◽  
Importance Index

A Delphi study using project managers who had managed projects in excess of $500 million was used to confirm the significance and frequency of problems resulting from the nature of projects. Using the results obtained from the Delphi study a ranking of the problems experienced in these projects was obtained by calculating a Relative Importance Index. Additionally, the Delphi panel members were asked their views concerning the need for traditional project management skills (hard skills) and team management skills (soft skills) as project size increased from below $50 million to over $500 million. A substantial increase in the need for both skills was indicated with the increase in the need for soft skills being the most significant.

Stakeholder Challenges in Information Systems Project Offshoring

2012 ◽  
pp. 96-112
Author(s):  
Peter Haried
Keyword(s):  
Project Management ◽  
Information Systems ◽  
Case Studies ◽  
Project Success ◽  
Project Managers ◽  
Academic Researchers ◽  
Wide Assortment ◽  
Is Offshoring ◽  
Is Projects ◽  
Management Issues

This study of international information systems (IS) offshoring highlights the idea that project success or failure is often in the eye of the beholder and that proper attention needs to be provided to both client and vendor perspectives. This research contributes by identifying noteworthy IS offshoring challenges faced by client and vendor stakeholders. This research synthesizes key findings from eight dyadic case studies consisting of 56 interviews in total from both client and vendor firms detailing their offshore experiences. The case investigations lead to the discovery of nine unique challenges encountered by client and vendor stakeholders. The challenges include a wide assortment of economic, personal responsibilities/expectations, and organizational offshore project management issues. The reported challenges can suitably guide client and vendor project managers in managing international IS offshore projects as well guide academic researchers to better understand techniques for managing offshore IS projects.

Project Management Web Portals and Accreditation

2011 ◽  
pp. 848-854
Author(s):  
Vicky Triantafillidis
Keyword(s):  
Project Management ◽  
Project Managers ◽  
Professional Certification ◽  
Management Skills ◽  
Web Portal ◽  
Body Of Knowledge ◽  
Project Management Institute ◽  
Core Practice ◽  
Industry Sectors ◽  
Project Management Professional

Project management skills and professional certification are quickly developing into required core practice (Hammond et al., 2006). Peter Shears, CEO of the Australian Institute of Project Management (AIPM), stated at a April, 2006, conference, that there was increased demand for skilled project managers within all organizations across all industry sectors (Hammond et al., 2006). AIPM is an Australian Project Management Web portal offering certifications of AIPM’s Registered Project Management (RegPM). As a supporter of the project management profession, the Project Management Institute (PMI) also plays an enormous role. The PMI Web portal encourages a standard with the Project Management Body of Knowledge (PMBOK) Guide describing what should be done to manage a project. PMI’s Project Management Professional (PMP®) credential program is also available from the PMI Web portal recognizing and approving skills (Project Management Institute, Inc., 2006).

Managing Projects

2017 ◽  
Author(s):  
Jeff Pinto
Keyword(s):  
Project Management ◽  
New Product Development ◽  
Oil And Gas ◽  
Project Managers ◽  
Management Skills ◽  
Public And Private ◽  
Oil And Gas Exploration ◽  
Private Organizations ◽  
Product Service ◽  
Organizational Operation

Projects, defined as temporary endeavours undertaken to create a unique product, service, or result, have become a common method for initiating and managing change in modern organizations. Once viewed as a specialized organizational operation within some well-understood settings (construction, new product development, oil and gas exploration, and so forth), projects have evolved to becoming the principle means by which both public and private organizations can make positive changes to their operating environment. Hence, the need for project management skills has never been greater, as more and more organizations seek to adopt project-based work as a proactive method for engaging their customer bases. This chapter highlights the key features of projects, including their critical constraints and management challenges. It focuses in particular on both the promising results that effective project management affords organizations as well as the myriad challenges that project managers face as firms adopt project-based work in their operations.

Critical success factors for project management support information systems: SEBRAE/RN Case

2016 ◽  
Vol 9 (1) ◽  
pp. 8 ◽  
Author(s):  
Tâmara Patrícia Filgueira de Melo Moura
Keyword(s):  
Project Management ◽  
Information Systems ◽  
Critical Success Factors ◽  
Success Factors ◽  
Project Managers ◽  
Management Support ◽  
Case Study Methodology ◽  
Critical Success ◽  
Quantitative And Qualitative Research ◽  
Economic Climate

The current economic climate is driving the work of companies in the execution of projects that need to be managed and monitored periodically. Historically term goals, cost and quality are thermometers to measure success or failure of companies. For better project management, systems are needed that give support from the structure to the budget of each project, as well as its monitoring throughout the execution. The result of the components mentioned above reflect the overall results of the institution. Therefore, this study investigated through case study methodology, critical success factors for information systems that support project management in Sebrae/RN, and sought, through the project managers, to raise factors that influence decisions in search of improving the performance of the organization studied. Thus, a quantitative and qualitative research was applied. The results showed the critical success factors that hinder optimal performance of information systems from the structuring to the execution and monitoring of projects.

A phase 1b study of the anti-PD-1 monoclonal antibody BGB-A317 (A317) in combination with the PARP inhibitor BGB-290 (290) in advanced solid tumors.

2017 ◽  
Vol 35 (15_suppl) ◽  
pp. 3013-3013 ◽  
Author(s):  
Michael Friedlander ◽  
Tarek Meniawy ◽  
Ben Markman ◽  
Linda R. Mileshkin ◽  
Paul R. Harnett ◽  
...  
Keyword(s):  
Pancreatic Cancer ◽  
Monoclonal Antibody ◽  
Solid Tumors ◽  
Phase 1 ◽  
Parp Inhibitor ◽  
Single Agent ◽  
Advanced Solid Tumors ◽  
Phase 1 Study ◽  
Multiple Tumor ◽  
Study Results

3013 Background: The release of tumor-associated antigens may enhance the response to immunotherapy. BGB-A317, a humanized IgG4 variant monoclonal antibody engineered to have no Fc gamma receptor binding, targets the programmed cell death-1 (PD-1) receptor. It is being developed in solid and hematologic malignancies at a dose of 200 mg IV Q3W. BGB-290, a potent inhibitor of PARP 1/2, is hypothesized to promote neoantigen release that will potentially increase the efficacy of BGB-A317. A phase 1 study identified 60mg BID as the recommended Phase 2 dose (RP2D) for BGB-290. This study consists of initial dose escalation to determine the maximum-tolerated dose (MTD), safety, PK profile, and preliminary anti-tumor activity of the combination, followed by expansion into ovarian, breast, prostate, gastric, bladder, pancreatic and small cell lung cancers. Methods: Cohorts of 6 -12 pts with advanced solid tumors were treated in each of 5 planned dose levels (DLs). In DLs 1-3, BGB-290 doses ranged between 20-60mg PO BID with BGB-A317 2mg/kg IV Q3W. In DLs 4 - 5, BGB-290 doses were 40 or 60 mg BID; A317 was given at 200 mg IV Q3W based on PK data from a single agent Phase 1 study. Results: As of 16 Jan 2017, 38 pts [median age 59 years (34-75)] were treated in DLs 1-4; enrollment to DL5 is ongoing. One DLT of persistent Gr 2 nausea was reported in DL 4. The most common adverse event (AE) considered related to both study drugs was fatigue (10.5%). Immune-related AEs were Gr 3 hypophysitis (n = 1), Gr 3 or 4 autoimmune hepatitis(n = 2), and Gr 2 elevated AST/ALT (n = 1). Decreases in tumor burden have been observed in 16 pts; 7 achieved a PR (5 with ovarian and one each with uterine and pancreatic cancer) and one CR was observed in ovarian cancer. Six pts had SD for > 6 months including 2 pts with pancreatic cancer who received BGB-A317+BGB-290 for 189 and 281 days. Plasma/serum exposure of BGB-290 and BGB-A317 were consistent with those in single-agent trials. Conclusions: BGB290 and BGB-A317 can be combined. Dose expansion in multiple tumor types is planned to commence in 2017 once the RP2D is determined. Clinical trial information: NCT02660034.

A phase 1b study of the anti-PD-1 monoclonal antibody BGB-A317 (A317) in combination with the PARP inhibitor BGB-290 (290) in advanced solid tumors.

2018 ◽  
Vol 36 (5_suppl) ◽  
pp. 48-48 ◽  
Author(s):  
Michael Friedlander ◽  
Tarek Meniawy ◽  
Ben Markman ◽  
Linda R. Mileshkin ◽  
Paul Harnett ◽  
...  
Keyword(s):  
Monoclonal Antibody ◽  
Autoimmune Hepatitis ◽  
Solid Tumors ◽  
Phase 1 ◽  
Parp Inhibitor ◽  
Single Agent ◽  
Maximum Tolerated Dose ◽  
Advanced Solid Tumors ◽  
Phase 1 Study ◽  
Study Results

48 Background: The release of tumor-associated antigens may enhance the response to immunotherapy. BGB-A317, a humanized IgG4 variant monoclonal antibody engineered to have no Fc gamma receptor binding, targets the programmed cell death-1 (PD-1) receptor. It is being developed in solid and hematologic malignancies at a dose of 200 mg IV Q3W. BGB-290, a potent inhibitor of PARP 1/2, is hypothesized to promote neoantigen release that may potentially increase the efficacy of BGB-A317. A phase 1 study identified 60 mg BID as the recommended Phase 2 dose (RP2D) for BGB-290. This study consists of initial dose escalation to determine the maximum-tolerated dose (MTD), safety, pharmacokinetic (PK) profile, and preliminary antitumor activity of the combination, followed by expansion into ovarian, breast, prostate, gastric, bladder, pancreatic and small cell lung cancers. Methods: Cohorts of 6–12 patients with advanced solid tumors were treated in each of 5 planned dose levels (DLs). In DLs 1–3, BGB-290 doses ranged between 20–60 mg PO BID with BGB-A317 2 mg/kg IV Q3W. In DLs 4–5, BGB-290 doses were 40 or 60 mg BID; A317 was given at 200 mg IV Q3W based on PK data from a single agent Phase 1 study. Results: As of 31 March 2017, 43 patients [median age 63 years (34–75)] were treated in DLs 1–5. Three patients experienced four dose-limiting toxicities: grade 2 nausea (DL4), grade 2 nausea and grade 2 vomiting (DL5), and grade 4 autoimmune hepatitis (DL5). MTD was identified as BGB-A317 200 mg IV Q3W + BGB-290 40 mg PO BID. The most common adverse event (AE) considered related to both study drugs was fatigue. Immune-related AEs of Grade ≥3 were elevated alanine aminotransferase/aspartate aminotransferase (n = 3), autoimmune hepatitis (n = 3), and hepatitis (n = 1). Complete or partial response was observed in 11 patients, 4 of whom had confirmed PR or CR. Plasma/serum exposure of BGB-290 and BGB-A317 were consistent with those in single-agent trials. Conclusions: The combination of BGB-A317 and BGB-290 was generally well tolerated in patients with advanced solid tumors. These results support the continuation of this trial with enrollment into the disease-specific cohorts. Clinical trial information: NCT02660034.

Abstract CT012: TRX-E-002-1 in treatment-refractory ovarian cancer: Final phase 1 study results from the dose-escalation and dose-expansion cohorts

2021 ◽  
Author(s):  
Jermaine Coward ◽  
Ganessan Kichenadasse ◽  
Paul Harnett ◽  
Kathleen Moore ◽  
Minal Barve ◽  
...  
Keyword(s):  
Ovarian Cancer ◽  
Dose Escalation ◽  
Phase 1 ◽  
Final Phase ◽  
Phase 1 Study ◽  
Study Results ◽  
Treatment Refractory

scholarly journals Goleman-Boyatzis Model of Emotional Intelligence for Dealing with Problems in Project Management

2017 ◽  
Vol 17 (1) ◽  
pp. 20-45
Author(s):  
Peter Vincent Livesey
Keyword(s):  
Emotional Intelligence ◽  
Project Management ◽  
Literature Review ◽  
Delphi Study ◽  
Soft Skills ◽  
Project Managers ◽  
Project Manager ◽  
Delphi Panel ◽  
Management Skills

As projects grow in size and complexity the sizes of teams needed to manage them also increases. This places greater emphasis on the need for the project manager to develop people management skills, commonly called soft skills, of which emotional intelligence (EI) has been recognised as an important component. The objective of this research was to investigate the relevance of the Goleman-Boyatzis model of EI in dealing with the problems in large projects identified via a literature review. To achieve this end, a Delphi study using project managers who had been involved in the management of projects in excess of $500 million was used. The responses from the Delphi panel were analysed and the results showed that the competencies contained in the Goleman-Boyatzis model had a relevance of 95% or greater to the problems presented to the panel. A ranking of the various competencies contained within the model was also developed, some competencies being found to be more important than others. By confirming the importance of emotional intelligence, as described by the model, this research adds to the understanding of the necessary skills needed by a project manager to successfully manage large projects. 

Understanding the Value of Project Management: First Steps on an International Investigation in Search of Value

2007 ◽  
Vol 38 (3) ◽  
pp. 74-89 ◽  
Author(s):  
Janice Thomas ◽  
Mark Mullaly
Keyword(s):  
Project Management ◽  
Information Systems ◽  
Human Resources ◽  
International Research ◽  
Project Managers ◽  
Professional Organizations ◽  
Senior Executives ◽  
Broad Perspective ◽  
Long Line ◽  
International Research Project

Organizations investing in project management need to be assured of a concrete return. Without the ability to clearly define its value, project management joins the long line of initiatives (i.e., TQM, information systems, training, human resources) struggling to prove their worth to organizations. However, demonstrating a concrete value in organizations has been illusive and even paradoxical. This paper describes the conceptual model underlying a major international research project designed to yield a broad perspective on the value of project management. This model and research design will be of interest to researchers, project managers, professional organizations, and senior executives.

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