Application Of Project Management Techniques Research Articles

Utilizing Project Management Techniques to Model Critical Success Factors in Large-Scale Construction Projects

This study investigates the application of project management techniques to model critical success factors (CSFs) in large-scale construction projects, utilizing Confirmatory Factor Analysis (CFA) to validate the measurement model. Through factor level analysis, eight distinct categories of CSFs were identified, highlighting their significance in project management success. The structural model analysis revealed positive correlations between project management success and CSFs, impacting project-level outcomes such as customer satisfaction, team satisfaction, and project profitability. Strong predictive validity and appropriate model fit were demonstrated through R-squared and Q-squared values, as well as WarpPLS analysis. The study's theoretical implications include a clear differentiation between project management success and project success, while practical implications underscore the importance of leveraging success factors to enhance project outcomes. Overall, the research provides valuable insights for improving the management and performance of large-scale construction projects.

Managing divestments as projects: Benefits of stakeholder orientation

We review research at the intersection of corporate divestiture and stakeholder orientation to synthesize implications for divestment project management. Divestitures are corporate restructuring projects, implying application of project management techniques and concepts can facilitate the achievement of desired goals. Managing stakeholder relationships during divestment plays a critical role in determining divestment outcomes. Findings suggest that managers practice stakeholder relationship management through determining divestiture mode, unit selection, participative management, and parenting. Moreover, stronger stakeholder orientation reduces the costs of stakeholder relationship management. For example, stronger stakeholder orientation facilitates spin-offs that align with investor interests, but they require careful consideration of a parenting relationship between a divesting firm and divested unit. Meanwhile, sell-offs involve an additional stakeholder of a new owner and may require greater stakeholder management. When divestitures are more complex, more participative project management can increase the success of corporate restructuring.

Challenges Confronting Nigeria Indigenous Construction Enterprise

Construction activities in Nigeria are dominated by foreigners’ managed construction enterprises. These companies constitute less than 5 percent of the number of construction enterprises in Nigeria; however, they are involved in over 95 percent of high net-worth construction activities. Nigeria Indigenous Construction Enterprises (NICE) are faced with numerous challenges that have limited their performances. This makes construction clients to patronize foreigners’ managed construction firms because of the flaws in the performances of NICE. There have been measures on how to make NICE relevant, but most attempts have achieved little or no success. This study was aimed at examining the challenges of NICE in the face of the present scenario and to proffer ways of possible improvement. Primary data were collected by administering a structured questionnaire to both clients and contractors who are involved in the day-to-day construction activities. Data collected were analyzed using descriptive statistics, mean score and Kruskal-Wallis test. The study identified 25 challenges of NICE and 18 ways of improving NICE performance through careful literature reviews. The analysis of the total ranking among stakeholders revealed that limited technical expertise, insufficient profit on projects and delay in the payment of contractors for work done were the highest-ranked challenges. Application of project management techniques in construction activities, quality control of materials and improving production capabilities were the most important means of improving NICE performance as identified. The findings of this study will help to improve the competitiveness of indigenous contractors if well implemented as it will help to reduce the cost of construction as the competition nest for performing contractors will be widened.

Effects of The Application of Project Management Techniques On Health Care Project Success. A Study of Badagry General Hospital, Lagos State

Effects of The Application of Project Management Techniques On Health Care Project Success. A Study of Badagry General Hospital, Lagos State

Project Management Practiced in Public Project Stream of Bosnia and Herzegovina

This paper will show the results of research PM in construction industry of Bosnia and Herzegovina. The project management in B&H is not accepted and acknowledged widely within this industry, primarily due to the current legal regulations. Construction companies in B&H are not at an enviable stage of project management in both building and civil engineering sectors. The research results point *out that there is a noticeable difference in human interaction and the application of project management techniques, depending on the company. Without increasing the involvement and the implementation of programmed computer software for this purpose, PM cannot be present in B&H.

Development of a Project Management Model for a Government Research and Development Organization

This article presents the results of an undergraduate project to develop a project management model for integration into a government research and development (GR&D) organization. The project was divided into three main phases: literature review, creation and execution of an organizational culture survey, and the development of a project management model compatible with GR&D organizations. It was found that, although there are cultural gaps between the GR&D and project management cultures, it is possible to bridge these gaps by a combination of training, organizational structure, and the application of project management techniques blended to match the type of research project and fundamental cultural assumptions.

PLANNING, COORDINATING, AND MONITORING CLINICAL TRIALS*

Medication use dates far back into ancient times, when superstition, serendipity, bias, and religious beliefs determined the modes of medical care delivery. More recent times, where scientific methodology interacts with the art of medicine, still exude overtones of this unusual history.Evolution of the drug development process also brought with it a corresponding progression in human experimentation. The clinical trials sponsored between 1960 and 1980, while scientifically more advanced than previous efforts, were often sponsored in an indiscriminate fashion. Sometimes, sponsors supported clinical researchers and institutions that rarely delivered usable results. There was little direction and virtually no planning in many of these endeavors. The application of project management techniques is the parameter that has changed the most in clinical research.Drug development is the purposeful pursuit of scientific data to characterize and quantify a new drug product and document its usefulness. The usual terms...

Analyzing the Role of the Project Consultant: Cultural Change Implementation

Manufacturers typically operate in a steady-state mode and may be inadequately prepared to deal with large projects, especially those involving major cultural changes. This paper integrates the Project Management Body of Knowledge (PMBOK®) processes with the use of an external consultant. To illustrate the use of an external consultant in cultural change projects, Just-in-Time (JIT) implementation was chosen, due to its widespread reporting in both academic and practitioner literature. Such expertise enhances the effectiveness and efficiency of the project through objective coaching and the skilled application of project management techniques.

Can research be project managed?

Due to increasing pressures on their available resources, research institutions are generally speaking in dire need of the more efficient goal achievement apparently afforded by the project management process, if applied appropriately. This article reports on an investigation in a large research organization in South Africa, to determine how closer conformance can be achieved of research projects with the typical characteristics of 'conventional' projects so as to enhance the application of project management techniques to research work. Firstly an overview of 'conventional' project management theory is given to establish a point of departure. Thereafter a number of factors that were identified in the study. which generally inhibits project management application in functionally structured organizations, are discussed. This is followed by a discussion of certain peculiarities of research work that may cause the failure of a proper project management approach. By comparing the above with the determinants of successful project management, five groundrules are then formulated for applying project management to research environments. These groundrules are the necessary prerequisites for the framework for a generalized approach to the application of project management to research environments, which is presented in conclusion.

Relationships between the applications of project management techniques and project characteristics

A summary is provided of the results of an empirical study of relationships between the application of project management techniques and three project characteristics: project size, managerial complexity and level of uncertainty. Structured interviews were conducted with managers of 46 projects of various types. Contingency tables and chi-square statistics tests were used to analyse the relationships. No significant relationships were found between the application of project management techniques and either project uncertainty or managerial complexity. Significant relationships were discovered, however, between the application of some project management techniques and project size as measured by number of personnel involved, total project cost, and project duration.