scholarly journals Correlation Model of Delay in Project Management

2016 ◽  
Vol 8 (3) ◽  
pp. 140
Author(s):  
Umar Altahtooh
Keyword(s):  
Project Management ◽  
Project Managers ◽  
Correlation Model ◽  
Management Processes ◽  
Statistical Program ◽  
Project Management Processes ◽  
Project Lifecycle

Time errors are still a new concept in the field of project management, so there is a need to discover where they can happen throughout the project lifecycle. The previous research on this area is conceptual in nature and restricted to the definition and causes of time errors. This paper seeks to find the correlations between uncertainty and delay, between time errors and delay, and between uncertainty and time errors. It also seeks to find where exactly time errors can occur during the 47 project management processes identified in the PMBOK guide. Data were gathered using a survey of 40 project managers and analyzed using the statistical program SPSS. The findings show that there are relationships among the studied variables. Time errors can occur in any of the five groups of project management processes, with varying rates. The outcomes introduce a picture for main stakeholders in project management to avoid the occurrence of time errors as far as possible in project management processes. 

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.

scholarly journals Exploration of latent barriers inhibiting project management processes in adopting smart building technologies (SBTs) in the developing countries

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Frank Ato Ghansah ◽  
De-Graft Owusu-Manu ◽  
Joshua Ayarkwa ◽  
David John Edwards ◽  
M. Reza Hosseini
Keyword(s):  
Developing Countries ◽  
Project Management ◽  
Project Managers ◽  
Design Teams ◽  
Content Type ◽  
Smart Building ◽  
Management Processes ◽  
Sustainable Materials ◽  
Project Management Processes ◽  
Analytical Tools

Purpose While smart building technologies (SBTs) implementation ensures sustainability, their adoption is hampered by latent barriers, especially in project management processes. These latent barriers must be addressed to facilitate the successful and widespread adoption of SBTs. Therefore, this study aims to explore the significant latent barriers inhibiting the project management processes in adopting SBTs in developing countries. Design/methodology/approach A positivist research philosophy couched within a deductive approach was adopted to undertake a quantitative questionnaire survey of 227 project management and design team participants. Descriptive and inferential analytical tools (including a one sample T-test and exploratory factor analysis) were then adopted to interpret data collected. Findings The results reveal that the “high cost of smart sustainable materials and equipment” is the major significant barrier hindering the adoption of SBTs in developing countries. Latent barriers were: “structure and time-related barriers,” “construction-related barriers” and “human, policy and cost-related barriers”. Originality/value The study contributes novel insights into the prevailing nascent discourse on SBTs from the perspectives of construction project managers and design teams in developing countries, particularly. Furthermore, to the best of the authors’ knowledge, this is the first study that ascertains the significant barriers inhibiting project management processes in adopting SBTs in developing countries.

Factors Affecting Sustainability of Project Management Processes

2015 ◽  
Vol 19 (2) ◽  
pp. 9-18
Author(s):  
Ahmed Oraby ◽  
Mohamed Mohamdeen ◽  
Hassan Hassan ◽  
Ibrahim Nosseir
Keyword(s):  
Project Management ◽  
Factors Affecting ◽  
Management Processes ◽  
Project Management Processes

Engineering and Construction Projects Characteristics

2018 ◽  
pp. 1-6
Keyword(s):  
Project Management ◽  
Construction Projects ◽  
Project Success ◽  
Construction Project ◽  
Complex Projects ◽  
Management Processes ◽  
Project Management Processes

Companies try to use better techniques to deal with complex projects. The maturity of companies to apply these better techniques can guarantee project success or not. The environment, where the engineering and construction project is developed, also has influence over the success. The maturity of a company's project management processes is also a factor of success. This chapter aims to talk about concepts related to engineering and construction initiatives.

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