scholarly journals Analysis of the Available Project Management Methodologies

2018 ◽  
Vol 23 (3) ◽  
pp. 1 ◽  
Author(s):  
Petar Jovanovic ◽  
Ivana Beric
Keyword(s):  
Project Management ◽  
Management Practice ◽  
Project Manager ◽  
Project Team ◽  
The Other ◽  
It Projects ◽  
Project Completion ◽  
Agile Methodologies ◽  
Complex Projects ◽  
The Right

The paper is an analysis of the available project management methodologies from the standpoint of their applicability. Our aim is to establish specific characteristics of the today available methodologies (PMS, APM, PRINCE2, YUPMA, etc.) that can ensure realistic foundations on which an adequate methodology for a certain group of similar projects can be defined. The use of an adequate project management methodology brings a numerous advantages and benefits to project manager and project team and it shows them the right route towards project completion. This paper gives a review of the most recognizable methodologies proposed and implemented in the project management practice. Specific features of these methodologies were analysed bearing in mind the possibilities of implementation. It was found that general characteristics of traditional methodologies (PMI, IPMA, APM,YUPMA) make them more adequate to be implemented in larger and more complex projects such as: investment, military, manufacturing, overhaul, etc. projects. On the other hand, general characteristics of agile methodologies lead to a conclusion that these methodologies are more suitable to use for IT projects as well as for some smaller and less complex projects, such as devising various studies, project reports, etc. The research presented in this paper should be treated as a basis for further research oriented towards defining specific methodologies adequate for certain groups of similar projects.

scholarly journals PROJECT TEAM IN PROJECT MANAGEMENT METHODOLOGIES

2021 ◽  
Vol 14 (2) ◽  
Author(s):  
Agnieszka Peszko
Keyword(s):  
Social Skills ◽  
Project Management ◽  
Team Building ◽  
Project Team ◽  
Highly Qualified ◽  
Specific Nature ◽  
Team Members ◽  
Agile Methodologies ◽  
The Right

The specific nature of project management causes that the selection of the right people to join the project team has become crucial to the success of any project. The present study aims at showing the role of a well-chosen project team in the project management regardless of whether the project is run according to traditional or agile methodologies. Special attention has been paid to the decision making process in project team with the use of traditional and agile methodologies. In case of traditional, classical methodologies, more efficient are teams of highly qualified specialists, which are able to make decisions, more often individual ones, as quickly as possible and precisely. Given the fact that in agile methodologies there is greater decisiveness of the team, group decisions are made more often. Management’s confidence in project team is of vital importance in agile methodologies. In order to fulfill the aim of the study, traditional and agile methodologies for project management have been briefly characterized, the process of project team building and the results of scientific research pointing to significant role of the project team in project management have been presented. It has been stressed out that, regardless of the chosen methodology, while selecting project team members it is important to consider not only members’ knowledge or experience, but also relevant personality traits and interpersonal skills (social skills). However, it should be pointed out that given the specific nature of the agile methodologies, social skills of team members become incredibly important, and in many cases more important than professional competences.

scholarly journals Low Cost Data Analytics Implementation on Project Management Process Automation

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.

Introduction to Very Large IT Projects

2009 ◽  
pp. 1-9
Author(s):  
Matthew Guah
Keyword(s):  
Project Management ◽  
Project Manager ◽  
It Projects ◽  
It Project ◽  
The Impact ◽  
Society Today

This chapter classifies the purpose of project management in IT projects as a means of introducing the topics covered in the book and demonstrates how a successful project manager must simultaneously manage these four basic elements of a very large IT project (resources, time, money, and scope). It also explains the impact of very large IT projects on business and the wider society today.

ADPD and UML Adoption

2011 ◽  
pp. 176-190
Author(s):  
Fabrizio Fioravanti
Keyword(s):  
Project Manager ◽  
The Other ◽  
Agile Development ◽  
Common Language ◽  
Agile Methodologies ◽  
Other Hand ◽  
The World ◽  
Uml Diagrams ◽  
Development And Management

In this book, the world of management and Agile development always suggested that we adopt the simplest technology and methodologies that can fit the project you are dealing with. These are the questions that can arise: How can UML fit these requirements? Can UML be employed with Agile methodologies and particularly with ADPD? How many types of diagrams should be used profitably with ADPD? This chapter will try to answer these and other questions that are asked considering UML as a tool for aiding development and management of Agile projects. Agile developers usually draw UML diagrams on a board in order to have a topic to discuss about formalized well-know common language. On the other hand, when these diagrams are transferred to a tool capable of managing UML notation, you obtain the advantage of having a documentation automatically generated that can be updated to your needs. As introduced in Chapter XI, UML and the automated documentation that some tools can generate, starting from a set of UML diagrams, can substitute the ADPD project document. This approach to documentation compels the project manager to make some choices and decide if some parts of the project have to be documented or not. In any case, it is better that this choice be performed by the project manager, who can select the most important features to be documented among the whole project instead of compelling the reader of the documentation to cut according to his judgment.

scholarly journals Measuring the Project Management Complexity: The Case of Information Technology Projects

Complexity ◽  
2018 ◽  
Vol 2018 ◽  
pp. 1-19 ◽  
Author(s):  
Rocio Poveda-Bautista ◽  
Jose-Antonio Diego-Mas ◽  
Diego Leon-Medina
Keyword(s):  
Project Management ◽  
Assessment Tool ◽  
It Projects ◽  
Information Technology Projects ◽  
Complex Projects ◽  
Management Association ◽  
Project Complexity ◽  
Complexity Assessment ◽  
The Impact ◽  
Specific Project

Complex projects require specific project management (PM) competences development. However, while no complex projects have standards that are recognized to guide their management, complex projects do not have guides to deal with their complexity. To lead complex projects to success, this complexity must be measured quantitatively and, in our opinion, project management complexity assessment should be based on existing PM standards. In this work, the main project complexity assessment approaches based on PM standards are analyzed, observing that International Project Management Association (IPMA) approach is the closest to a tool that can be used as a complexity quantitative measurement system. On the other hand, several authors have shown that the inherent complexity of specific kind of projects must be measured in a particular way. The main objective of this research is to propose a project management complexity assessment tool for IT projects, providing a Complexity Index that measures the impact that complexity factors inherent to IT projects have under a specific complexity scenario. The tool combines the use of complexity factors defined by IPMA approach and the use of complexity factors found in the literature to manage inherent complexity of IT projects. All these factors were validated by expert survey and the tool was applied to a study case.

Experience and Working Conditions of Project Managersin Poland – Research Report

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 .

scholarly journals Traits of leadership for efficacious communication of Project Management in Software Industry of Pakistan

2018 ◽  
Vol 21 (1) ◽  
pp. 5-22
Author(s):  
Muhammad Ibrahim Abdullah ◽  
Muddassar Sarfraz ◽  
Syed Murtaza HussainKazmi
Keyword(s):  
Project Management ◽  
Online Survey ◽  
Software Industry ◽  
Effective Communication ◽  
Integrated Model ◽  
Project Manager ◽  
Correct Information ◽  
The Right

This study aims at exploring the essential personas a project manager as a leader must possess for an effective communication. This study has been conducted in the context of Pakistani Software industry and the data was collected by running a self administrated online survey distributed to the employees: managers and subordinates. Latest studies are focusing on Trustworthiness and old studies have presented Transformation and Transaction Leaders‟ traits. Communication is vital, and its importance cannot be denied. Communication must possess Trustworthiness, Fairness and Candidness factors which this study highlights and stresses to be as the most important traits of a PM. Pakistani Software industry lacks communication which results in failures of projects which can be overcome by applying an integrated model presented in this study. In conclusion, a project manager must evaluate and gather all the information according to the situation and after that apply proper skills to cope with that. Employees do much better if the right and correct information are transferred to them and the project manager/manager is trustworthy.

scholarly journals Communication Processes in a Project Implemented by a Public Institution

2020 ◽  
Vol 6 (1) ◽  
pp. 1-10
Author(s):  
Mateusz Kot
Keyword(s):  
Project Management ◽  
Hierarchical Structure ◽  
Research Method ◽  
Steering Committee ◽  
Project Manager ◽  
Project Team ◽  
Public Institution ◽  
Project Environment ◽  
Communication Processes ◽  
Depth Interviews

AbstractThe study aims at defining communication relations between a project team, a project manager and a wider project environment within a public institution. Individual in-depth interviews were chosen as the research method. On the basis of the collected material, five main issues related to the communication processes in the studied project were specified: a hierarchical structure, professional dependence, understanding of one’s mutual duties, relations between members of the project team and communication with the steering committee. On the basis of the findings, a scheme of project management in the studied public institution was identified. Communication and organizational weaknesses have been indicated, which may be eliminated or may not occur if they are spotted early on.

Recruiting a Project Manager

2015 ◽  
Vol 6 (1) ◽  
pp. 54-65 ◽  
Author(s):  
Neelov Kar ◽  
Subhro Mitra
Keyword(s):  
Project Management ◽  
Critical Role ◽  
Project Managers ◽  
Project Manager ◽  
Management Project ◽  
Management Principle ◽  
Project Deliverables ◽  
The Right ◽  
Client Program ◽  
Tools And Methods

Project management is a practice based profession. Just knowing the project management principles does not make a person a successful project manager. It is more important to assess how the candidate applies the project management principle in practice than merely knowing the theoretical aspects of project management. Project Managers play a critical role in the organization. They are responsible for maintaining the revenue stream by ensuring steady flow of project deliverables, be it an internal initiative or a client program. As a Hiring Manager one has to use the right tools and methods to select the right candidate for the position of Project Manager. In this article some of the basic qualities of a Project Manager and the interview techniques adopted to select a Project Manager are discussed. The paper ends with discussion on new competency areas of Project Managers and new roles played by Project Managers in those areas.

Stakeholder Management

2006 ◽  
pp. 274-308
Author(s):  
Daniel M. Brandon
Keyword(s):  
Project Management ◽  
Stakeholder Management ◽  
Project Manager ◽  
Project Team ◽  
Team Management ◽  
Stakeholder Relations ◽  
Human Side ◽  
Inappropriate Relationships

The identification and management of a project’s stakeholders is vital to the complete success of a project. Well-planned and properly-executed projects often can still fail due to a lack of or inappropriate relationships between the project manager and various stakeholders. This chapter discusses matters related to the human side of project management, including stakeholder relations, communications, and project team management.

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