scholarly journals Missio Dei as the Main Project: Project Management Model for Mission of God

2021 ◽  
Author(s):  
Jonas Sello Thinane
Keyword(s):  
Project Management ◽  
Project Managers ◽  
Missio Dei ◽  
Management Model ◽  
Christian Missions ◽  
Research Activity ◽  
Mission Of God ◽  
Triune God ◽  
Human Participants

The emergence of the concept of Missio Dei (Mission of God) from the perspective of the International Missionary Council (IMC) arguably demonstrated that the role of the Triune God in his own mission was undeservedly marginalized for decades, if not centuries preceding 1952. Over the past decades there has been a sustained research activity conceptualizing Missio Dei, and at the same time renewing missiological interest in other Christian missions. However, to the author’s awareness, there has been very little or no effort to introduce or use known project models that can be utilized to show coherence or collaboration of missions towards the project of fulfilling the objective of Missio Dei. Through a desk-top literature review, this paper proposes the use of a project management model to properly conceptualize the location of Missio Dei as a main project that includes other network of missions as sub-projects within its framework. The Triune God is here identified as Project managers while human participants are seen as project stakeholders. Christian missions include Missio Christos, Missio Spiritus, Missio Hominum and Missio Ecclesiae as sub-projects. The proposed model will demonstrate the coordination and collaboration of missions in the broader context of Missio Dei and further assist with a proper understanding of roles that each mission is, or should play, in achieving the objective of Missio Dei. While efforts are being made here to propose a project management model for Missio Dei, further research is needed to determine whether this proposal will yield an in-depth understanding of Missio Dei as a missiological paradigm in conjunction with the role of other missions.

‘Smart' Project Management

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.

The Project Management Perspective for a Digital City

2016 ◽  
pp. 793-811 ◽  
Author(s):  
Leonidas G. Anthopoulos ◽  
Pantelis Ipsilantis ◽  
Vassiliki Kazantzi
Keyword(s):  
Project Management ◽  
Large Scale ◽  
Project Managers ◽  
Management Model ◽  
Digital City ◽  
Management Perspective ◽  
The World ◽  
Information And Communication ◽  
Large Scale Project ◽  
Future Project

Digital cities have been evolved during the last decade and they have installed various information systems and information and communication technology (ICT) based infrastructures across various cities in the world. Most digital cities are ongoing investments, while their outcomes are differentiated from their primary objectives, and many of them are declined although their deliverables have been achieved. The aim of this paper is to approach the digital city as a unique project instead of a program of projects. In this context, a digital city can be considered a complex and large scale project, while the project management perspective will be applied on two representative forms of digital cities in order to conclude on a common management model, to underline the difficulties of such a project, and to provide with useful instructions that can be used by current and by future project managers who approach a similar initiative.

‘Smart' Project Management

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

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.

Sustainability Assessment for Project Managers

2013 ◽  
pp. 288-302 ◽  
Author(s):  
Gilman C. K. Tam
Keyword(s):  
Project Management ◽  
Assessment Tool ◽  
Sustainability Assessment ◽  
Project Managers ◽  
Project Manager ◽  
Evaluation Framework ◽  
Implementation Project ◽  
Design And Implementation ◽  
Project Sustainability

In the two decades since the Earth Summit in 1992, an increasing number of projects have built sustainability considerations into project design and implementation. Project managers without knowledge and guidance on sustainability assessment would find it difficult to drive projects and programs contributing towards a sustainable society. The purpose of this chapter is to devise an assessment tool for project managers incorporating the concept of pillar-based and principles-based sustainability approaches as well as the EIA-driven and objectives-led assessment methodologies. The definitions of sustainability in project management and program management are discussed as basis for the establishment of sustainability evaluation framework. The views of project management community regarding the role of project manager in handling project related sustainability activities are discussed. This chapter contributes to devising a practical assessment tool for project managers in managing project sustainability.

scholarly journals A Study of Project Management Processes for Sustainable and Successful Projects in Software Industry: Expectations vs Perceptions of Managers

2021 ◽  
Vol 7 (1) ◽  
pp. 103-115
Author(s):  
Ashfaq Ahmad ◽  
Muhammad Bilal ◽  
Khalid Latif ◽  
Zainab
Keyword(s):  
Project Management ◽  
Software Industry ◽  
Project Managers ◽  
Software Projects ◽  
The Sustainable Development ◽  
Management Processes ◽  
Significant Difference ◽  
Project Failures ◽  
Project Management Processes

Project Management Processes (PMPs) are essential to avoid project failures due to the complexity and nature of projects in the software industry, particularly in emerging economies. The software industry is growing rapidly in Pakistan with an increasing number of local, regional and international clients. The project managers who are familiar with PMPs are therefore needed for the proper implementation of these processes, which will lead to sustainable and successful software projects. However, very limited studies have analyzed the expectations and perceptions of the project managers of these PMPs. In order to fill this gap, therefore, this study examined the role of PMPs in the sustainable development and success of software projects by documenting the expectations and perceptions of managers. A structured questionnaire is designed to collect data from 143 participants working in software houses. SPSS is used for the processing and analysis of data using selected statistical tools. The results show a clear difference in expectations and perceptions for PMPs, which means that project managers are of a less rational, sentimental and emotional nature. The findings of this study also show that the male segment is dominant in the software industry which may be due to of Pakistan’s specific social and cultural environment. There is however no significant difference between expectations and perceptions of both male and female project managers for PMPs. The findings of this study will help researchers, practitioners, academics and other stakeholders in the software industry.

The Role of Technology in the Project Manager Performance Model

2008 ◽  
Vol 39 (1) ◽  
pp. 34-48 ◽  
Author(s):  
Vittal S. Anantatmula
Keyword(s):  
Project Management ◽  
Management Practices ◽  
Research Effort ◽  
Project Performance ◽  
Project Managers ◽  
Project Manager ◽  
Project Team ◽  
Performance Model ◽  
Manager Performance

Technology assumes importance in the context of project management due to greater challenges in today's technology-enabled work environment, where technology tools are routinely used for colaboration, communication, and dep oyment of project management practices. It is becoming common practice for even co-located project teams to use the electronic medium for these purposes. Notwithstanding the importance of technology, research has shown that it is difficult to associate the use of technology with business performance and the absence of such relation can be extrapolated to project performance as well. However, technology can play a major role in supporting project managers in managing projects effectively and efficiently. Several studies have addressed the importance and leadership style of project managers. However, specific roles and responsibilities of a project manager toward the project team is an area that needs further study. In this research effort, using the literature review, important people-related factors of project performance are identified. Then structured personal interviews were used to gather data for understanding relations among these factors in order to develop a project manager performance model. The model was developed employing the interpretive structural modeling(ISM) methodology. The model was used to determine the role of the project manager in managing the project team and improving the project performance. Results show that both leadership and management roles are important. This study helped to analyze underlying interactions among these factors and, consequently, understand the supportive function of technology to the project manager in improving project performance.

Research of Hazards Management Model in Construction Site

2014 ◽  
Vol 501-504 ◽  
pp. 2419-2423
Author(s):  
Xiang Dong Zhao
Keyword(s):  
Project Management ◽  
Construction Industry ◽  
National Economy ◽  
Basic Theory ◽  
Management Mode ◽  
Management Model ◽  
Construction Site ◽  
Hazard Management ◽  
Before And After

The position and role of the construction industry in the national economy is getting increasingly significant, though the safety situation of construction production is not optimistic as hazards is the basic cause of the accident as well as the necessity of the research of hazard management mode has been increasing. Based on the hazards of the basic theory from two aspects: the identification of hazards control and analyze the hazard management, obtained from the project before and after the project, project management of hazards management model.

scholarly journals Dynamics of Trusting in Translation Project Management: Leaps of Faith and Balancing Acts

2015 ◽  
Vol 46 (4) ◽  
pp. 391-416 ◽  
Author(s):  
Maeve Olohan ◽  
Elena Davitti
Keyword(s):  
Project Management ◽  
Dynamic Process ◽  
Participant Observation ◽  
Project Managers ◽  
The Other ◽  
Successful Operation ◽  
Discursive Strategies ◽  
The One ◽  
Translator Education

This paper examines the work of project managers in two UK-based translation companies. Drawing on participant observation, interviews, and artifacts from field sites, our analysis focuses on the ways in which trust is developed and maintained in the relationships that project managers build, on the one hand, with the clients who commission them to undertake translation projects, and, on the other, with freelance translators who perform the translation work. The project manager’s ability both to confer and to instill trust is highlighted as key to the successful operation of the company. Conceptualizing trust as a dynamic process, we consider what this process of trusting entails in this context: positive expectations vis-à-vis the other parties; willingness to expose oneself to vulnerabilities; construction of bases for suspending doubts and uncertainties (leaps of faith). We observe the important role of communication and discursive strategies in building and maintaining trust and draw conclusions for translator education.

scholarly journals The Role of Project Management Social Responsibility in Project Success: An evidence of Project Sustainability Management from Developing Regions

2019 ◽  
Vol IV (IV) ◽  
pp. 310-318
Author(s):  
Muhammad Iftikhar Ali ◽  
Shumaila Israr ◽  
Samia Zaheer
Keyword(s):  
Project Management ◽  
Social Responsibility ◽  
Work Experience ◽  
Project Success ◽  
Methodological Approach ◽  
Sampling Technique ◽  
Project Managers ◽  
Future Research ◽  
Cross Sectional

Projects have been playing a vital role in the sustainable development of organizations and society as well. The study aimed to examine the role of project management social responsibility in the enhancement of projects success in Pakistan. The methodological approach was survey-based research utilizing 13 items of social responsibility questionnaire, whereas project success was measured through the 25 items Project Success Assessment Questionnaire. A stratified random sampling technique was used and 300 questionnaires were distributed to project managers for cross-sectional data collection. The project managers were the respondents having work experience of social sector projects in Pakistan. The collected data was analyzed using descriptive statistics, correlation, and regression analyses. Findings highlighted that social responsibility has a positive and significant effect on the enhancement of project success. The study offered recommendations for government funding organization for sustainable project management. The study provides directions for future research.

Supporting early career project managers in construction: a multi-vocal study

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jessica Borg ◽  
Christina M. Scott-Young
Keyword(s):  
Project Management ◽  
Project Managers ◽  
Early Career ◽  
Resource Based View ◽  
Content Type ◽  
Stakeholder Groups ◽  
Project Management Professional ◽  
Depth Interviews

PurposeThe aim of this paper is to explore the support that project managers receive from construction project-based organisations (PBOs) in their early careers.Design/methodology/approachFifty-seven semi-structured in-depth interviews were conducted with four key stakeholder groups including early career project managers (ECPMs) and employers from Australian construction PBOs, project management professional bodies, and university educators to ascertain (1) what organizations are currently doing and (2) what organizations can do better to support project managers in their early careers.FindingsThematic analysis revealed that construction PBOs' responsibilities to ECPMs entailed: (1) providing mentoring, (2) offering training, (3) collaborating with universities, (4) giving time and feedback and (5) assigning manageable workloads. However, the findings revealed inconsistencies in companies enacting these responsibilities.Research limitations/implicationsThis research is limited to the context of the Australian construction industry, yet the findings shed valuable insights into the current practices of construction PBOs in supporting ECPMs. From a strategic resource-based view perspective, ECPMs have the potential to serve as long-term valuable organizational resources. Failure to invest in new professional entrants constitutes an area of untapped competitive advantage.Practical implicationsConstruction PBOs looking to better support their ECPMs may use the results of this research as a guide to tailor their early career professional development initiatives.Originality/valueThe study adopts a holistic, multi-vocal approach by interviewing four key stakeholder groups. The findings contribute new insights into the role of construction PBOs in supporting ECPMs and the implications this has on the sustainability of their project management talent pool.

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