Artificial emotional intelligence for project management: a VIKOR-based prioritization of human-centric enablers and adoption strategies

Purpose The purpose of this paper is to report a study on the application of interpretative structural modelling (ISM) integrated with multi-criteria decision-making (MCDM) techniques for enabling the sustainability supplier selection. Design/methodology/approach In this paper, two approaches of hybrid MCDM methods are followed and the selection of sustainable supplier was based on the comparative results obtained from both the methods. The first hybrid approach is ISM – analytic network process (ANP) – ELimination and Et Choice Translating REality (ELECTRE II) and the second hybrid approach is ISM – ANP – Vlse Kriterijumska Optimizacija Kompromisno Resenje (VIKOR). ISM was used to identify the inter relationship between the criteria. Inter-relationship of criteria obtained from ISM will serve as an input for ANP. The weights obtained from ANP will be used in ELECTRE II and VIKOR. ELECTRE II is an outranking method, whereas VIKOR is a compromise ranking method; comparison of both the methods was carried out in this study. Findings In this study, two modules ISM–ANP – ELECTRE and ISM–ANP – VIKOR were compared for the problem of sustainable supplier selection. ELECTRE results with a single solution showed that Supplier 2 can be selected as the best supplier; VIKOR result shows that Supplier 1 and Supplier 2 can be selected as the best suppliers. Originality/value The selection of sustainable supplier considering the interrelationship of criteria using ISM and ranking the alternatives using compromise and outranking techniques was found to be original and novel contribution of the author.

Bipolarity indicates the positive and negative aspects of a particular problem. The concept behind the bipolarity is that a huge range of human decision analysis is involved in bipolar subjective thoughts. The VIKOR (Vlse Kriterijumska Optimizacija Kompromisno Resenje) which means multicriteria optimization and compromise solution, has already become a quite popular multi-criteria decision making tool for its computational simplicity and solution accuracy. In this article, we propose a hybrid model for multi-criteria decision-making (MCDM) based on bipolar fuzzy soft β-covering based bipolar fuzzy rough sets using VIKOR technique. It consists of a suitable redesign of the VIKOR approach so that it can use information with bipolar configurations. This method focuses on selecting and ranking from a set of feasible alternatives, and determines compromise solution for a problem with conflicting criteria to help the decision maker in reaching a final course of action. It determines the compromise ranking list based on the particular measure of closeness to the ideal solution. For illustration, the proposed technique is applied to a decision-making problems, namely, the selection of site for renewable energy project (solar power plant). A comparison of this method with another aggregation operator method and with the existing decision making algorithm Fuzzy VIKOR is also presented.

Engineer-to-order (ETO) manufacturing is an operation designed to provide unique but similar products. Unique customer orders are handled as a project. The purpose of this research is three-fold. The first objective of this study was to validate a model for assessing the relationships among project management (PM) practices, ETO manufacturing performance, and firm benefit. The second objective was to determine whether ETO manufacturing performance plays a mediating role in the relationship between PM practices and firm benefit. The third objective was to determine whether the impact of PM practices on ETO manufacturing performance is moderated by project characteristics. The results suggest that PM practices may enhance ETO manufacturing performance, which leads to firm benefit. The findings also indicate that industry sector, number of groups, complexity, and project duration have a moderating effect on the relationship between PM practices and ETO manufacturing performance.

The concept paper aims to explore and establish comprehensive strategies for incorporating advanced technological tools and methods into project management practices within Nigeria. This executive summary highlights the paper's primary objectives, theoretical foundations, and expected outcomes, focusing on the transformative potential of technology to improve project efficiency and success rates. The primary objective of this paper is to develop a framework for integrating innovative technologies into project management strategies in Nigeria. It emphasizes the need for modernizing traditional project management approaches to keep pace with global standards and enhance the efficiency and effectiveness of project execution. The paper underscores the potential of technologies such as artificial intelligence (AI), machine learning (ML), blockchain, and cloud computing to streamline project workflows, improve resource allocation, and facilitate real-time decision-making. Central to the paper is the exploration of various technological innovations and their applications in project management. It examines the impact of AI and ML in predictive analytics for project planning and risk management, blockchain for ensuring transparency and accountability in project transactions, and cloud computing for fostering collaboration and data sharing among project stakeholders. The paper discusses how these technologies can be leveraged to address common project management challenges such as cost overruns, delays, and quality issues. The concept paper delves into theoretical models and frameworks that support the integration of technology into project management. It reviews models like the Project Management Body of Knowledge (PMBOK) and Agile methodologies, emphasizing how these frameworks can be enhanced with technological tools to optimize project outcomes. The paper also highlights the importance of adopting a flexible and adaptive project management approach to accommodate the rapid evolution of technology. Addressing the practical challenges of implementing innovative project management strategies, the paper identifies issues such as the digital divide, resistance to change, and the need for specialized skills. It proposes solutions including capacity-building initiatives to upskill project managers, fostering a culture of continuous learning, and encouraging public-private partnerships to support technology adoption in project management. The anticipated outcomes of integrating technology into project management include improved project delivery times, enhanced quality of deliverables, increased cost efficiency, and better stakeholder satisfaction. These improvements are expected to contribute to the overall success of projects across various sectors in Nigeria, driving economic growth and development. The paper provides a strategic roadmap for modernizing project management practices through the adoption of advanced technologies. By leveraging these technologies, Nigerian project managers can enhance their capabilities, achieve better project outcomes, and contribute to the nation's socio-economic progress. The paper calls for collaborative efforts from government, industry, and academia to create an enabling environment for technology-driven project management, ensuring sustainable development and long-term success.

Key Project Management Practices in Collaborative R&D&I Projects Across Activity Sectors

Destaques- Análise do modelo de gestão do Sistema de Gestão de Convênios e Contratos de Repasse (SICONV).- Relação estabelecida entre as fases de um convênio, gerido por intermédio do SICONV, e os grupos de processos definidos pelo Project Management Institute (PMI).- O modelo de gestão adotado possui diferentes intensidades de aderência às práticas de gestão de projetos, a depender da área do conhecimento analisada e da fase do ciclo de vida do SICONV.ObjetivoEstudar a aderência entre as práticas de gestão de projetos preconizadas pelo PMI e o SICONV. Mesmo com os esforços do PMI na elaboração do Project Management Body of Knowledge (PMBOK) especificamente para o setor de Governo, não há estudo que o relacione com o ambiente eletrônico que fornece suporte às transferências voluntárias (SICONV).AbordagemO artigo aborda os conceitos de projetos e gestão de projetos; contextualiza a gestão de projetos no ambiente público e a organização do Estado Brasileiro, com destaque para o papel dos municípios nas transferências de recursos voluntários; apresenta o SICONV, suas fases e funcionalidades e traça um paralelo entre os grupos de processos do PMI e o fluxo operacional do SICONV.AchadosO modelo definido pelo ambiente SICONV privilegia claramente os aspectos formais e legais das transferências voluntárias de recursos, isto é, a proposição do projeto por parte do ente municipal, a celebração do convênio entre município e governo federal, a formalização do ato, o monitoramento da implementação do projeto e a realização da prestação de contas. Destaca-se, ainda, que o modelo de gestão adotado possui diferentes intensidades de aderência às práticas em gestão de projetos, a depender da área do conhecimento analisada e da fase do ciclo de vida do ambiente.Limitações da pesquisaA análise de aderência das práticas de gestão de projetos ao SICONV indica lacunas que abrem caminho para investigação adicional, haja vista a dinâmica do ambiente apresentado.Implicações práticas A pesquisa apresenta a aderência entre áreas de conhecimento em gestão de projetos e ambiente do SICONV, apontando para a necessidade de se ampliar o modelo com o objetivo de elevar a gestão das transferências voluntárias para patamares mais altos.Originalidade/valor Identifca-se, na literatura especializada, uma forte restrição à ampla adoção de práticas de gestão de projetos na administração pública devido a peculiaridades do ambiente. Assim, entender a aderência existente entre as práticas de gestão de projetos e o SICONV para municípios brasileiros pode ajudar a preencher esta lacuna.

<p><strong>Highlights</strong></p><p>- Analysis of the management model of the System of Management of Agreements and Transfer Contracts (SICONV).</p><p>- Relationship established between the phases of an agreement, managed through the SICONV, and the process groups defined by the Project Management Institute (PMI).</p><p>- The management model adopted has different intensities of adherence to project management practices, depending on the area of knowledge analyzed and the phase of the SICONV life cycle.</p><p><strong>Objective</strong></p><p>Study the adherence between the PMI and SICONV project management practices. Even with PMI's efforts in designing the Project Management Body of Knowledge (PMBOK) specifically for the Government sector, there is no study linking it to the electronic environment that supports voluntary transfers (SICONV).</p><p><strong>Approach</strong></p><p>The article discusses project concepts and project management; contextualizes the management of projects in the public environment and the organization of the Brazilian State, with emphasis on the role of municipalities in the transfer of voluntary resources; presents the SICONV, its phases and functionalities and draws a parallel between the PMI process groups and the SICONV operational flow.</p><p><strong>Findings</strong><strong></strong></p><p>The model defined by the SICONV environment clearly emphasizes the formal and legal aspects of voluntary transfers of resources, that is, the proposal of the project by the municipal entity, the conclusion of the agreement between the municipality and the Brazilian federal government, the formalization of the act, the monitoring of the implementation of the project and the rendering of accounts. It is also worth noting that the management model adopted has different intensities of adherence to the practices in project management, depending on the area of knowledge analyzed and the phase of the life cycle of the environment.</p><p><strong>Research limitations</strong><strong></strong></p><p>The adherence analysis of project management practices to SICONV indicates gaps that pave the way for further research, given the dynamics of the presented environment.</p><p><strong>Practical implications </strong></p><p>The research presents the adherence between areas of knowledge in project management and SICONV environment, pointing to the need to expand the model with the objective of increasing the management of voluntary transfers to higher levels.</p><p><strong>Originality/Value </strong><strong></strong></p><p>There is a strong restriction in the literature on the wide adoption of project management practices in public administration due to the peculiarities of the environment. Thus, understanding the existing adherence between project management practices and SICONV for Brazilian municipalities can help to fill this gap.</p>

The impact of project management (PM) and benefits management (BM) practices on project success: Towards developing a project benefits governance framework

Key project management practices affecting Singaporean firms’ project performance in China

Robotic process automation (RPA) is a fast-emerging process automation approach that uses software robots to replicate human tasks. Many service industries have embraced RPA as a competitive strategy to automate operations. The notion of automation in project management is not new. The generic processes of project management have remained consistent over time, and automation technology presents opportunities to streamline project delivery. The challenge of automation technology implementations is that humans still play a significant role in the process. There has subsequently been a mind shift to explore RPA as an empowering tool for the project team and manager as it could facilitate efficient workflows and predictive insights. Literature provides frameworks for implementing RPA projects, but RPA implementation in project management is largely missing. This research explores how to adapt project management practices when implementing RPA in project management. To understand the potential impact of change that RPA can bring to project management activities and practices, literature was reviewed using the structured approach. To understand how project management practices have been enhanced using RPA technology, this research documents lessons for future implementation in project management. The implications for project management practices can be positioned around the human element of the project manager and project team. The true value of RPA in project management requires embedding a social contract through reflective change management practices. Project managers must facilitate the development of the social contract by translating and actioning the underlying philosophy and principles. From the project team’s perspective, there must be a clear awareness and understanding of the social contract to facilitate its development through cohesive and collaborative mechanisms. The project team’s understanding of the social contract’s philosophy and principles is paramount to extract value from the RPA implementation in the project.

The measurement of information, along with the assessment of knowledge, plays a crucial role in the theory of Atanassov intuitionistic fuzzy sets (AInFSs). The primary objective of this manuscript is to explore the information and knowledge evaluation of AInF-sets and their application in decision-making (DMI) scenarios. This study introduces a novel knowledge quantification method for AInF-sets, addressing the shortcomings of existing information and knowledge assessment techniques. The reliability and efficiency of the proposed knowledge measurement approach are validated through numerical illustrations, comparing it with current methodologies within the AInF framework. Furthermore, leveraging the suggested knowledge evaluation, an accuracy assessment for AInF-sets is derived. The utilization of the proposed accuracy metric is demonstrated in pattern recognition challenges. To confirm its practical effectiveness, numerical case studies are provided. A refined version of the Vlse Kriterijumska Optimizacija Kompromisno Resenje (VIKOR) technique, incorporating the proposed accuracy metric, is introduced to tackle a multi-criteria decision-making (MCDM) problem within an intuitionistic fuzzy setting. Finally, a real-world application is presented through a case study focused on selecting the most suitable antibiotic for treating urinary tract infections (UTIs). The efficiency of the suggested method is highlighted by comparing it with prevailing DMI strategies.

Systemic analysis of the critical dimensions of project management that impact test and evaluation program outcomes

A major challenge in Information Systems and Information Technology is to improve the ability to conceptualize, design, develop and deliver information systems that meet customer requirements. Project management is often adopted to create solutions that work and meet customer needs. The principles of project management as defined by the Project Management Institute, can improve project success rates. Researchers in the project management need to help practitioners understanding the impact of different principles on the success of IS development. This study undertakes a survey of project management experts on the state of practice and research to examine the need for improving project management, and suggest areas that can be improved. Research may be the most effective means of defining opportunities for enhancing project success rates by tapping the wealth of literature and complementing it with the expertise of project management practitioners. INTRODUCTION Software development applications require frequent changes and updates in order to support enterprise systems. These frequent changes to IS/IT comprise a large volume of software development efforts. These efforts, undertaken as projects, are generally complex and take place in a dynamic environment where business conditions and technologies change frequently during the life of the project (Chen, et. al., 2004). The factors of project success include user involvement and project size, management and planning (Schmidt, et al., 2001). A fully operational project management system in enterprise offers the best opportunity for project success through the implementation of methods and tools for planning, organizing, and managing team-based activities to accomplish specific directives (Jurison, 1999). Project management is widely adopted in Corporate America embraces project management to implement system changes (Muriithi & Crawford, 2003; Park & Pena-Mora, 2003; Yilmaz & Phillips, 2007), which are even considered as too significant to outsource (Fish & Seydel, 2006) or having high risk of leading to undesirable consequences (Wei & Peach, 2006). However, many projects fail, even when performed using project management techniques. Such project failure reduces the capability of technology components. The 2004 Chaos report by the Standish Group found that only 28% of IT projects were successful, down from 34% in earlier report; The proportion of IT projects canceled before completion increased to 18% (from 15%), and a further 51% of IT projects were considered challenged as they are seriously late, over budget and missing expected features (The Standish Group, 2004; The Standish Group, 2007). Possible causes for these findings are the size and expense of large projects, a return to traditional development practices on large projects (Boddy, 1993), the absence of user involvement (Turner & Cochrane, 1993; Akbulut & Motwani, 2005), and lack of executive support (Munns & Bjeirmi, 1996). Thus, scope management is regarded as a key area of successful project management in practice (Hayes, 2004). Although some project failures are because of technical reasons, most are directly related to the failure of stakeholders to embrace the principles of good project management (Jurison, 1999). As part of the project management process, project teams must understand the standards to which their projects are being held in order to ensure that project performance is emphasized appropriately (Crawford, 2005). The Field Guide to Project Management (Cleland, 2004) suggests that project management should be an easy sell to organizations because it enhances business performance and increases revenue. An organization can manage project effectively by identifying its goals in applying project management principles (Aladwani, 2002). For most organizations, these goals are to apply a proven practice, optimize resources, serve customer needs and save time and money (Turner & Cochrane, 1993). …

This paper describes a mixed methodological research approach for identifying practitioner perceptions of the most useful project management (PM) practices to improve project management performance. By identifying the perceived most useful tools and techniques, as having the most potential for increased contribution to project management performance, practitioners and organizations can select their priorities when improving PM practices. The research involved a programme of thirty interviews with Project Management professionals in Portugal, followed by a global survey. Completed questionnaires were received from 793 practitioners worldwide, covering 75 different countries. The results showed that the top twenty of the list of the most useful tools and techniques is composed of very well-known and widely used tools, such as: progress report; requirements analysis; progress meetings; risk identification; and project scope statement. PM practices in the top of list cover the overall PM life cycle from initiation to project closing, but particular relevance is given to tools and techniques from planning. The areas of knowledge, scope, time, risk, communication and integration, assume a high relevance, each with at least three PM practices on the top of the list.

ISO 9000 certification and construction project performance: The Malaysian experience