Research on Game Analysis and Resources Allocation in Multi-Project Management

In order to cope with the pressure from competition of global marketization, it’s common for enterprises to carry out multiple projects at the same time. The following has always been the focus and key issues for management wanting to achieve greater operational benefits when carrying out multiple projects simultaneously 1. resource allocation 2. shorten project-development cycle by coordinating relationships between team members 3. lower operating cost This paper covers 4. Introducing the concept of Multi-Project Management and its difference from general project management 5. Analyze the advantages and existing problems of Multi-Project Management 6. Address the issues such as resource allocation and conflicts resolution/coordination between project manager & operation manager by using Quantitative Analysis such as Game theory 7. Provide theory reference and practical suggestions for entrepreneurs.

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EVALUATION OF CRITICAL SUCCESS FACTORS FOR CONSTRUCTION PROJECTS – AN EMPIRICAL STUDY IN LITHUANIA

International Journal of Strategic Property Management ◽

10.3846/1648715x.2013.787128 ◽

2013 ◽

Vol 17 (1) ◽

pp. 21-31 ◽

Cited By ~ 30

Author(s):

Neringa Gudienė ◽

Audrius Banaitis ◽

Nerija Banaitienė

Keyword(s):

Project Management ◽

Literature Review ◽

Construction Projects ◽

Critical Success Factors ◽

Success Factors ◽

Project Manager ◽

Management Team ◽

Team Members ◽

Critical Success ◽

Survey Results

This paper aims to identify a comprehensive list of critical success factors for construction projects in Lithuania. Based on the available literature review, this paper identified 71 success factors under 7 broad groups. Based on the survey results, ten factors including project manager competence, project management team members' competence, project manager coordinating skills, client clear and precise goals/objectives, project value, project management team members' relevant past experience, project manager organising skills, project manager effective and timely conflict resolution, client ability to make timely decision, and project manager experience were determined as the most important success factors for construction projects. These critical success factors are of great significance both to researchers and industry practitioners.

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Low Cost Data Analytics Implementation on Project Management Process Automation

International Journal of New Media Technology ◽

10.31937/ijnmt.v5i2.1065 ◽

2019 ◽

Vol 5 (2) ◽

pp. 76-82

Author(s):

Cornelius Mellino Sarungu ◽

Liliana Liliana

Keyword(s):

Project Management ◽

Data Analytics ◽

Management Practice ◽

Low Cost ◽

Project Manager ◽

Management Process ◽

Generation Process ◽

Data Generation ◽

Team Members ◽

Single Output

Project management practice used many tools to support the process of recording and tracking data generated along the whole project. Project analytics provide deeper insights to be used on decision making. To conduct project analytics, one should explore the tools and techniques required. The mostcommon tool is Microsoft Excel. Its simplicity and flexibility make project manager or project team members can utilize it to do almost any kind of activities. We combine MS Excel with R Studio to brought data analytics into the project management process. While the data input process still using the old way that the project manager already familiar, the analytic engine could extract data from it and create visualization of needed parameters in a single output report file. This kind of approach deliver a low cost solution of project analytics for the organization. We can implement it with relatively low cost technology onone side, some of them are free, while maintaining the simple way of data generation process. This solution can also be proposed to improve project management process maturity level to the next stage, like CMMI level 4 that promote project analytics. Index Terms—project management, project analytics, data analytics.

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‘Smart' Project Management

Strategic Integration of Social Media into Project Management Practice - Advances in IT Personnel and Project Management ◽

10.4018/978-1-4666-9867-3.ch011 ◽

2016 ◽

pp. 179-192

Author(s):

Céline M. Silvius ◽

Gilbert Silvius

Keyword(s):

Project Management ◽

Mobile Devices ◽

Project Managers ◽

Project Manager ◽

Team Collaboration ◽

Team Members ◽

Explorative Study ◽

Management Processes ◽

Share Information

Mobile devices and applications are changing the way individuals gather, process and share information. A development which also applies to project management. This chapter reports an explorative study on the functionality of 50 project management apps. The apps were analyzed on the variables: type of functionality, project management processes supported, methodology/standard supported, topics covered, website support, languages supported, project roles supported, number of team members supported and number of projects supported. Our analysis showed that the functionality of project management apps today is mainly focused on two application areas: (A) Supporting the role of the project manager individually in the planning/organizing processes of the project and (B) Supporting team communication and team collaboration. Lacking in functionality seems to be the communication/collaboration with project sponsor and other stakeholders. Based on our study we recommend project managers to be selective when starting to use project management apps.

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Experience and Working Conditions of Project Managersin Poland – Research Report

Kwartalnik Ekonomistów i Menedżerów ◽

10.5604/01.3001.0009.5784 ◽

2011 ◽

Vol 22 (4) ◽

pp. 0-0

Author(s):

Rafał Łabędzki

Keyword(s):

Project Management ◽

Working Conditions ◽

Project Manager ◽

Project Team ◽

International Project ◽

Research Report ◽

Team Members ◽

Management Association

This paper reveals the project management reality in Polish organizations . Two groups of factors referring to the project manager are presented . The first one contains direct factors, i .e . these that can be influenced by the project manager himself: experience in project management (in years), level of certificate, sector of the economy . The second one comprises the indirect factors, which cannot be controlled by the project manager: number of projects carried out in the organization yearly, number of concurrent projects carried out in the organization, average project budget in the organization, average number of project team members . Conclusions are based on the research carried out in 2011 in cooperation with the International Project Management Association . Moreover, two hypotheses are verified, both refer to the Polish project management conditions .

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‘Smart' Project Management

Project Management ◽

10.4018/978-1-5225-0196-1.ch028 ◽

2016 ◽

pp. 579-593

Author(s):

Céline M. Silvius ◽

Gilbert Silvius

Keyword(s):

Project Management ◽

Mobile Devices ◽

Project Managers ◽

Project Manager ◽

Team Collaboration ◽

Team Members ◽

Explorative Study ◽

Management Processes ◽

Share Information

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PROJECT MANAGEMENT UTILIZING AN ADVANCED CASE ENVIRONMENT

International Journal of Software Engineering and Knowledge Engineering ◽

10.1142/s0218194092000129 ◽

1992 ◽

Vol 02 (02) ◽

pp. 251-261 ◽

Cited By ~ 1

Author(s):

JOHN M. BAKER

Keyword(s):

Project Management ◽

Project Manager ◽

Participatory Management ◽

Team Members ◽

Advanced Case ◽

Work Tasks

An advanced CASE environment would dramatically improve the analytic activities of a project manager. Management by exception will become more effective as the CASE environment generates warnings of abnormal situations. Participatory management will become more effective because, while team members will be able to create there own work tasks, the manager will be able to more accurately review the activities against plan.

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Between a rock and a hard place: Management and implementation teams’ expectations of project managers in an agile information systems delivery environment

SA Journal of Information Management ◽

10.4102/sajim.v19i1.806 ◽

2017 ◽

Vol 19 (1) ◽

Author(s):

Songezo Nkukwana ◽

Nicky H.D. Terblanche

Keyword(s):

Project Management ◽

Project Managers ◽

Project Manager ◽

Insurance Company ◽

Structured Interviews ◽

Team Members ◽

Is Implementation ◽

Implementation Team ◽

Key Stakeholders ◽

And Control

Background: To address the low success rate in information system (IS) projects, organisations in South Africa are adopting agile implementation methodologies. Agile delivery environments advocate an iterative approach where autonomous, self-organising teams share project management (PM) activities. This encroaches on the traditional project manager role. Are project managers still relevant in agile delivery environments and how should they adapt?Objectives: This case study investigated how project managers could adapt to agile IS implementation environments to remain relevant. Specifically, the views of their key stakeholders (the management and implementation teams) were elicited to provide insights into what is expected from agile project managers.Method: A qualitative, inductive content analysis approach using purposive sampling was used to identify 13 participants (comprising management and implementation team members) within a large South African insurance company. Semi-structured interviews were conducted with all participants.Results: The management and implementation teams agreed that PM remains highly relevant in an agile environment for ensuring project governance including delivery, risk management, reporting and budgeting. There was, however, disagreement between the management and implementation teams on project management interaction with the implementation team. Management preferred a command and control type project manager, while the implementation team favoured a more inclusive, facilitative PM style.Conclusion: To remain viable in an agile IS project implementation environment within large corporates, project managers need to be aware of what various stakeholders expect of them. They need to retain some of the classic PM functions while adapting to the interpersonal and collaborative requirements of the agile way.

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Agile method in project management: method implementation, competencies of team members and project manager

VESTNIK OF ASTRAKHAN STATE TECHNICAL UNIVERSITY SERIES ECONOMICS ◽

10.24143/2073-5537-2020-4-15-24 ◽

2020 ◽

Vol 2020 (4) ◽

pp. 15-24

Author(s):

Irina Olegovna Naydis

Keyword(s):

Project Management ◽

Communication Skills ◽

Personal Characteristics ◽

Project Manager ◽

Project Team ◽

Management Approach ◽

Leadership Qualities ◽

Team Members ◽

Stage Of Development ◽

Professional Field

The article outlines the study of approaches to project management: classical or traditional project management and flexible project management methods. Agile project management is analyzed using the Scrum methodology, which is a variety of Agile approach. The main stages of the above approaches are presented, their features, scope and advantages are revealed. The features of team management in traditional and flexible projects are considered. There has been developed an algorithm for choosing and actualizing a project management approach, which reflects the essence of flexible and traditional project management. At the present stage of development, the external environment is characterized by high variability, so the flexible project management becomes a factor in the competitiveness of the organization. There have been analyzed the competencies of the project manager and team members, which are necessary for efficiency of Agile methodology. It has been defined that the members of the project team must have flexible competencies. Flexible competencies are understood as a set of knowledge, abilities, skills, personal characteristics, motivational and value aspects that contribute to the effective operation of the employee within the flexible project team. The flexible competencies of the team members are: creativity, adaptability, ability to self-government and self-organization, openness to new things, learnability, self-criticism, involvement, tolerance to other positions, broad specialization and versatility, trust and openness, stress resistance, communication skills, etc. The requirements for the head of a flexible project are: T-Shaped competence type (the expert level in one's professional field and the extensive knowledge in the related fields), temporary competence, emotional intelligence, leadership qualities and developed communication skills

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Trust-based steering of large Engineering-to-Order offshore/onshore projects: is it possible?

European Journal of Workplace Innovation ◽

10.46364/ejwi.v4i2.565 ◽

2019 ◽

Vol 4 (2) ◽

Author(s):

Dagrun Dvergsdal ◽

Trond Haga

Keyword(s):

Project Management ◽

Ad Hoc ◽

Development Project ◽

Project Manager ◽

Management Team ◽

Control Measures ◽

Trust Building ◽

Team Members ◽

Set Up ◽

Offshore Development

The various traditions of socio-technical system design (STSD) emphasise different aspects of such systems, but the core relationship in the literature is between the use of technology and the set-up of organisations. Therefore, much attention has been paid to organisational issues, including work tasks, distributed responsibilities and processes. An organisation where tasks and responsibilities are distributed requires other forms of co-operation and clarification and, not least, that the actors trust each other. Nevertheless, trust has received little discussion in the STSD literature.This paper focuses on trust as a relational tool: the factors decisive for developing trust in a project management team established ad hoc to implement an offshore development project, how to develop trust in practice, and whether a focus on trust reduces the need for control measures. The purpose of systematic trust building is to develop team members who are, individually and as team members, able to deliver the results expected for their area and to support colleagues to do the same, thereby reducing the need for control measures. Trust building represents one way for the project manager to acquire control of the organisation, and it must therefore be better understood, starting with this question: how efficient are the various factors for the project manager in exercising power, i.e. ensuring control over project execution? The case in this paper illustrates the need to address trust and control in the set-up of a project management team, a focus which is also important for STSD in general.

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ЭРОЗИЯ КОМПЕТЕНЦИЙ ИННОВАЦИОННЫХ ПРОЕКТОВ ДИГИТАЛИЗАЦИИ

Scientific Journal of Astana IT University ◽

10.37943/aitu.2020.1.63658 ◽

2020 ◽

Author(s):

S. Bushuyev ◽

D. Bushuyev ◽

V. Bushuieva ◽

B. Kozyr ◽

A. Ugay

Keyword(s):

Project Management ◽

Information And Communication Technologies ◽

Implementation Process ◽

Communication Technologies ◽

Project Manager ◽

Time Analysis ◽

Team Members ◽

Proposed Model ◽

Information And Communication ◽

Development Of Competencies

Рассмотрены структура и функции механизмов развития и эрозии (размывания) компетенций в инновационных проектах по внедрению информационно-коммуникационных технологий в дигитализации общества. Определены факторы развития и эрозии компетенций. Была построена модель оценки компетенций и компетенций для успешного внедрения информационных и коммуникационных технологий на примере программ управления проектами и оцифровки. Предлагаемая модель развития компетенций проектной команды по созданию и внедрению основана на балансе факторов развития компетенций инновационного проекта и их эрозии в процессе реализации. Изучение факторов развития и эрозии компетенций в управлении инновационными проектами по дигитализации позволяет адекватно реагировать на изменения в профиле компетенций инновационных проектов. В то же время анализ позволяет руководителю проекта формировать эффективные программы для приобретения определенных компетенций для членов команды и других заинтересованных сторон. Предложенная модель факторов развития и эрозии системы компетенций проверена на примерах, подтверждающих ее адекватность и эффективность. Эта модель развития и эрозии компетенций команды проекта по дигитализации основана на балансе факторов для развития компетенций инновационного проекта и их размывания в процессе реализации. Изучение факторов развития и размывания компетенций в управлении инновационными проектами позволяет нам адекватно реагировать на изменения в профиле компетенций инновационных проектов. В то же время анализ позволяет руководителю проекта формировать эффективные программы для приобретения определенных компетенций для членов команды и других заинтересованных сторон. Предложенная авторами модель факторов развития и размывания системы компетенций проверяется на примерах применения методологии Agile на уровне кафедры управления проектами Киевского национального университета строительства и архитектуры. Реализация подтвердила адекватность и эффективность модели и методов анализа развития и размывания компетенций и, как следствие, компетентности. В качестве направления для дальнейшего развития необходимо определить методы и алгоритмы активного реагирования Лидера на развитие, и эрозию компетенций, формируя соответствующие компетенции членов команды, обеспечивающие успех инновационных проектов. The structure and functions of the mechanisms of development and erosion of competencies in innovative projects for the implementation of information and communication technologies in the digitalization of society are considered. The factors of development and erosion of competencies are determined. A model for assessing competence and competencies for the successful implementation of information and communication technologies using the example of project management and digitalization programs has been built. The proposed model for the development of competence of the project team for the creation and implementation is based on a balance of factors for the development of competencies of the innovative project and their erosion in the implementation process. The study of factors of development and erosion of competencies in the management of innovative digitalization projects allows us to adequately respond to changes in the profile of competencies of innovative projects. At the same time, analysis allows the project manager to form effective programs for acquiring certain competencies for team members and other interested parties. The proposed model of the factors of development and erosion of the competency system is tested on examples that confirm its adequacy and effectiveness. This model for the development and erosion of the competencies of the digitalization project team is based on a balance of factors for the development of competencies of the innovative project and their erosion in the implementation process. The study of the factors of development and erosion of competencies in the management of innovative projects allows us to adequately respond to changes in the profile of competencies of innovative projects. At the same time, analysis allows the project manager to form effective programs for acquiring certain competencies for team members and other interested parties. The model of factors of development and erosion of the competency system proposed by the authors is tested on examples of applying the Agile methodology at the level of the project management department of the Kiev National University of Construction and Architecture. The implementation confirmed the adequacy and effectiveness of the model and methods of analysis of the development and erosion of competencies, and as a consequence of competence. As a direction for further development, it is necessary to determine the methods and algorithms of the Leaders proactive response to the development and erosion of competencies, forming the corresponding competencies of team members ensuring the success of innovative projects.

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